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Tuesday, December 29, 2020

Startup cynicism and Substack, or Clubhouse, or Miami, or …

If you build it, they will come, but they sure as hell are going to complain about everything until they do.

There were millions of bets made in the tech industry last year. Some of those bets involved actual venture capital dollars. Others involved individual decisions on where to live: do you bet on the future of San Francisco or do you want to partake in the growth of some other startup hub? Are you going to launch this new feature in your product or improve one of your existing ones? Do you switch jobs or stay and double down?

Yet, for all those bets, just three seem to have achieved a collective and hysterical frenzy in the industry as we close out this year: a bet on the future of media, a bet on the future of (audio) media, and a bet on the future of one of America’s greatest cities.

Substack, Clubhouse, and Miami as a major tech hub are compelling bets. They are early bets, in the sense that most of the work to actually realize each of their dreams remains to be done. All three are bets of optimism: Substack believes it can rebuild journalism. Clubhouse believes it can reinvent radio with the right interactivity and build a unique social platform. And Miami is a bet that you can take a top global city without a massive startup ecosystem and agglomerate the talent necessary to compete with San Francisco, New York and Boston.

Yet, that optimism is not broadly endorsed by the tech commentariat, who see threats, failures, and barriers from every angle.

I wish I could say it’s just the ennui of an industry in flux given the pandemic and constant cavalcade of chaos and bad news that’s hit us this year. That cynicism, though, has gotten deeper and more entrenched over the past few years even before coronavirus was a trending topic, even as more startups than ever are getting funding (and at better valuations!), even as more startups than ever are exiting, and those exits are collectively larger than ever as we saw earlier this month.

Insecurity is the fabric that runs through most of these bleak analyses. That’s particularly prominent with Substack, which sits at the nexus of insecurity in tech and insecurity in media. The criticism from tech folks seems to basically boil down to “it’s just an email service!” Its simplicity is threatening, since it seems to intimate that anyone could have built a Substack, really anytime in the last decade.

Indeed, they could. Substack is simple in its original product conception, which is a DNA it happens to share with a lot of other successful consumer startups. It is (or perhaps better to say now, was) just email. It’s Stripe + a CMS editor + an email delivery service. A janky version could be written in a day by most competent engineers. And yet. No one else built Substack, and that’s where the insecurity starts in the startup world.

From the media perspective, it’s of course been brutal the last few years in newsrooms and across publishing, so understandably, the level of cynicism in the press is already high (and journalists aren’t exactly optimistic types to begin with). Yet, most of the criticism here basically boils down to “why hasn’t Substack completely stopped the bloodletting of my industry in the short few years it’s been around?”

Maybe they will, but give the folks some god damn time to build. The fact that a young startup is even considered to have the potential to completely rebuild an industry is precisely what makes Substack (and other adjacent startups in its space) such a compelling bet. Substack, today, cannot re-employ tens of thousands of laid-off journalists, or fix the inequality in news coverage or industry demographics, or end the plight of “fake news.” But what about a decade from now if they keep growing on this trajectory and stay focused on building?

The cynicism of immediate perfection is one of the strange dynamics of startups in 2020. There is this expectation that a startup, with one or a few founders and a couple of employees, is somehow going to build a perfect product on day one that mitigates any potential problem even before it becomes one. Maybe these startups are just getting popularized too early, and the people who understand early product are getting subsumed by the wider masses who don’t understand the evolution of products?

This pattern is obvious in the case of Clubhouse, the drama aspects we have mostly managed to avoid at TechCrunch. It’s a new social platform, with new social dynamics. No one understands what it’s going to become in the next few years. Not Paul Davison (who might, even so, have a dream of where he wants to take it), not Clubhouse’s investors, and certainly not its users. This past week, Clubhouse hosted a live Lion King musical event with thousands of participants. Who had that on their bingo board?

Are there problems with Substack and Clubhouse? For sure. But as early companies, they have the obligation to explore the terrain of what they are building, find the key features that compel users to these platforms, and ultimately find their growth formula. There will be problems — trust and safety chief among them, particularly given the nature of user-contributed content. No startup has ever been founded, however, that didn’t uncover problems along its journey. The key question we must ask is whether these companies have the leadership to fix them as they continue building. My sense — and hypothetical bet — is yes.

Talking about leadership, that leads us to Francis Suarez, the mayor of Miami, whose single tweet offering to help has sparked the most absurd kerfuffle of San Francisco lovers and vitriolic pessimists the world over right now.

Keith Rabois and a few other VCs and founders are trailblazing a trail from San Francisco to Miami, linking up with the local industry to try to build something new and better than what existed before. It’s a bet on a place — an optimistic one — that the power of startups and tech can migrate outside of its central hubs.

What’s strange is that the cynicism around Miami here seems even less warranted than it did a decade ago. While San Francisco and distantly New York and Boston remain the clear hubs of tech startups in the U.S., cities like Salt Lake, Seattle, Portland, Chicago, Austin, Denver, Philadelphia and more have started to score some serious points. Is it really so hard to believe that Miami, a metro region of 5.5 million and one of the largest regional economies in the United States, might actually succeed as well? Maybe it literally just required a few major VCs to show up to catalyze the revolution.

Nothing got built by cynicism. “You can’t do it!” has never created a company, except perhaps to trigger a founder to start something in revolt at the fusillade of negativity.

It takes time though to build. It takes time to take an early product and grow it. It takes time to build a startup ecosystem and expand it into something self-sustaining. Perhaps most importantly, it takes extraordinary effort and hard work, and not just from singular individuals but a whole team and community of people to succeed. The future is malleable — and bets do pay off. So we all need to stop asking what’s the problem and pointing out flaws, and perhaps ask, what future are we building toward? What’s the bet I’m willing to back?



https://ift.tt/eA8V8J Startup cynicism and Substack, or Clubhouse, or Miami, or … https://ift.tt/3aNkMit

Skyroot successfully test fires India’s first privately-made solid rocket stage

Rocket launch startup Skyroot is closing out 2020 with a key milestone in the development program for their Vikram-I launch vehicle: A successful test firing of a solid rocket propulsion stage that serves as a demonstrator of the same tech to be used in the production Vikram. This is the first time that a private Indian company has designed, built and tested a solid rocket propulsion stage in its entirety, and follows a successful engine burn test of an upper stage prototype earlier this year.

Skyroot also created its solid rocket stage using a carbon composite structure whose manufacturing process is entirely automated, the company says. That allows it to realize weight savings of up to five times vs. use of steel, a material typically used to house solid rocket propellant stages. The goal is to use the same process in the production of the final version of Vikram-I, which will help the small launch vehicle realize big benefits in terms of cost, in addition to the reliability benefits that come with the relatively uncomplicated fundamental design of solid rockets, which have no moving parts and therefore less opportunity for failure.

The final third-stage Vikram-1 engine will be 4x the size of this demonstrator, and Skyroot is also in the process of manufacturing four other test solid rocket motors which have a carrying range of thrust, and which will be tested throughout the course of next years as work finishes on their construction.

Skyroot aims to perform its first Vikram-I launch by next December, supported in part by the Indian Space Research Organization. The company has raised $4.3 million to date, and says it’s currently in the process of raising another $15 million round which it’ll aim to close next year. It’s set to become the first private Indian company to build and operate private launch vehicles, with the regulatory framework now in place to allow that to happen since India opened up private launcher operations earlier this year.



https://ift.tt/eA8V8J Skyroot successfully test fires India’s first privately-made solid rocket stage https://ift.tt/3aLADy2

Estonian proptech Rendin raises €1.2M seed for its long-term rental platform

Rendin, an Estonian proptech startup that wants to improve the home rental experience, including offering a no-deposit feature, has raised €1.2 million in seed funding. Backing the round is Tera Ventures, Iron Wolf Capital, Truesight Ventures, Atomico’s Angel Programme, and Startup Wise Guys.

Launched in Estonia in March this year and currently expanding to Poland, Rendin operates a long-term rental platform that promises to smooth out the process between landlords and tenants. Its headline feature is an insurance-backed solution that means no deposit is required from tenants.

The broader premise is that by digitising the rental process and adding an insurance layer, further trust can be generated between parties, therefore increasing occupancy rates.

For landlords, Rendin has created a “letting agreement service” with certain guarantees and has insured those risks via a partnership with ERGO Insurance SE (Munich Re Group). So, for example, if a tenant causes damage or ends up in debt, the property owner is covered. The letting agreement is handled via the startup’s app and platform that plugs into rental marketplaces and real estate CRMs on the backend to provide a fully digital experience.

“We launched publicly in Estonia on March 10th, 2020, two days before the country went into pandemic lockdown,” Rendin co-founder Alain Aun tells me. “It really looked like the world was going to fall apart and a lot of the risks in home renting skyrocketed. We had to reinvent some parts of our product insurance very quickly to adjust to the changes around us.

“Suddenly we had desperate tenants losing their income, expats leaving the country in a hurry, and more. Our learning curve was tremendous. We figured, if we can survive this, we can survive anything. The last eleven months have been constant proof to us that the concept of Rendin can endure”.

Longer term, Rendin is building what Aun describes as “a new standard in home renting”. The first step is to manage the rental process risks to help establish trust between landlords and tenants. This has seen the proptech startup build an “end-to-end value chain,” from contracting, evidence-based handover, preventive insurance flows, loss control, and claim handling.

Aun says Rendin’s insurance product offers landlords more safety than regular deposits, while some risks for tenants are also covered. “The insurance is a tool that helps Rendin to solve real-life, often complicated situations in renting, both for landlords and tenants,” he explains. “Tenants in the Rendin platform don’t have to pay the security deposit, but this is just a feature, not the core product. Trust is the name of the game”.

To generate revenue and cover the insurance costs, Rendin charges a fee of 2.5 percent of the monthly rent. It can be paid by the tenant or by the landlord. “More and more landlords choose to pay the Rendin fee themselves as it helps find new tenants faster,” adds Aun.

On the competition, Rendin isn’t competing with real estate listing sites or letting agencies, and instead can be thought of more as a plugin that can be easily integrated into listing sites and agents’ business processes.

“There are a few no-deposit startups around but their business models, although similar at first glance, are entirely different from ours,” claims the Rendin co-founder. “Most of them are set up to be essentially lending businesses that collect interest from tenants with real estate agencies serving up demand for them, but they don’t really do anything to help mitigate risks for the parties [involved]”.



https://ift.tt/eA8V8J Estonian proptech Rendin raises €1.2M seed for its long-term rental platform https://ift.tt/3aPSmV9

Monday, December 28, 2020

How Niantic evolved Pokémon GO for the year no one could go anywhere

Pokémon GO was created to encourage players to explore the world while coordinating impromptu large group gatherings — activities we’ve all been encouraged to avoid since the pandemic began.

And yet, analysts estimate that 2020 was Pokémon GO’s highest-earning year yet.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house.

Niantic’s approach to 2020 was full of carefully considered changes, and I’ve highlighted many of their key decisions below.

Consider this something of an addendum to the Niantic EC-1 I wrote last year, where I outlined things like the company’s beginnings as a side project within Google, how Pokémon Go began as an April Fools’ joke and the company’s aim to build the platform that powers the AR headsets of the future.

Hit the brakes

On a press call outlining an update Niantic shipped in November, the company put it on no uncertain terms: the roadmap they’d followed over the last ten-or-so months was not the one they started the year with. Their original roadmap included a handful of new features that have yet to see the light of day. They declined to say what those features were of course (presumably because they still hope to launch them once the world is less broken) — but they just didn’t make sense to release right now.

Instead, as any potential end date for the pandemic slipped further into the horizon, the team refocused in Q1 2020 on figuring out ways to adapt what already worked and adjust existing gameplay to let players do more while going out less.

Turning the dials

As its name indicates, GO was never meant to be played while sitting at home. John Hanke’s initial vision for Niantic was focused around finding ways to get people outside and playing together; from its very first prototype, Niantic had players running around a city to take over its virtual equivalent block by block. They’d spent nearly a decade building up a database of real-world locations that would act as in-game points meant to encourage exploration and wandering. Years of development effort went into turning Pokémon GO into more and more of a social game, requiring teamwork and sometimes even flash mob-like meetups for its biggest challenges.

Now it all needed to work from the player’s couch.

The earliest changes were those that were easiest for Niantic to make on-the-fly, but they had dramatic impacts on the way the game actually works.

Some of the changes:

  • Doubling the players “radius” for interacting with in-game gyms, landmarks that players can temporarily take over for their in-game team, earning occupants a bit of in-game currency based on how long they maintain control. This change let more gym battles happen from the couch.
  • Increasing spawn points, generally upping the number of Pokémon you could find at home dramatically.
  • Increasing “incense” effectiveness, which allowed players to use a premium item to encourage even more Pokémon to pop up at home. Niantic phased this change out in October, then quietly reintroduced it in late November. Incense would also last twice as long, making it cheaper for players to use.
  • Allowing steps taken indoors (read: on treadmills) to count toward in-game distance challenges.
  • Players would no longer need to walk long distances to earn entry into the online player-versus-player battle system.
  • Your “buddy” Pokémon (a specially designated Pokémon that you can level up Tamagotchi-style for bonus perks) would now bring you more gifts of items you’d need to play. Pre-pandemic, getting these items meant wandering to the nearby “Pokéstop” landmarks.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house — but, importantly, these changes avoided anything that might break the game while being just as easy to reverse once it became safe to do so.

GO Fest goes virtual

Like this, just … online. Image Credits: Greg Kumparak

Thrown by Niantic every year since 2017, GO Fest is meant to be an ultra-concentrated version of the Pokémon GO experience. Thousands of players cram into one park, coming together to tackle challenges and capture previously unreleased Pokémon.



from Social – TechCrunch https://ift.tt/2M6aUpA How Niantic evolved Pokémon GO for the year no one could go anywhere Greg Kumparak https://ift.tt/2WOR1FR
via IFTTT

Unpacking Qualtrics’ brand-new S-1 filing

The Exchange is taking a break from vacation to dig into the new Qualtrics S-1 filing. Then the column and newsletter are back on hold until January 4th.

This afternoon, Qualtrics, a software company that helps companies poll their employee base, customers, and others, filed to go public. It’s the second time that the Utah-based unicorn has done so, failing the first time to complete its offering after SAP swooped in and bought it for around $8 billion in cash.


The Exchange explores startups, markets and money. Read it every morning on Extra Crunch, or get The Exchange newsletter every Saturday.


SAP announced in late July of this year that Qualtrics would be spun out via an IPO, bringing the smaller company’s saga full-circle.

The new S-1 filing — you can view the 2018 original here — is a different animal from the first. First, Qualtrics is larger than it was, and older. And its financials are more complex as it extricates itself from its soon-to-be-erstwhile corporate parent.

Qualtrics intends to list on the Nasdaq under the ticker symbol “XM.”

Looking back at my chat with Ryan Smith, then Qualtrics CEO and today its chairman, and Bill McDermott, then SAP’s CEO and today the CEO of ServiceNow, it’s hard to believe that the acquisition deal was only two years ago.

Much has changed since late 2018. Let’s see what happened to Qualtrics in the meantime. We’ll dig into the financials, the company’s implied valuation range — spoiler: it has gone up — and whatever else we can shake loose.

The new Qualtrics S-1

A few things up top. First, SAP will be the company’s controlling shareholder after the Qualtrics’ IPO. That’s early in the S-1 filing. And, Smith and Silver Lake are investing in the company as part of its new debut.



https://ift.tt/37CXSXp Unpacking Qualtrics’ brand-new S-1 filing https://ift.tt/34SxZ5T

How Niantic evolved Pokémon GO for the year no one could go anywhere

Pokémon GO was created to encourage players to explore the world while coordinating impromptu large group gatherings — activities we’ve all been encouraged to avoid since the pandemic began.

And yet, analysts estimate that 2020 was Pokémon GO’s highest-earning year yet.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house.

Niantic’s approach to 2020 was full of carefully considered changes, and I’ve highlighted many of their key decisions below.

Consider this something of an addendum to the Niantic EC-1 I wrote last year, where I outlined things like the company’s beginnings as a side project within Google, how Pokémon Go began as an April Fools’ joke and the company’s aim to build the platform that powers the AR headsets of the future.

Hit the brakes

On a press call outlining an update Niantic shipped in November, the company put it on no uncertain terms: the roadmap they’d followed over the last ten-or-so months was not the one they started the year with. Their original roadmap included a handful of new features that have yet to see the light of day. They declined to say what those features were of course (presumably because they still hope to launch them once the world is less broken) — but they just didn’t make sense to release right now.

Instead, as any potential end date for the pandemic slipped further into the horizon, the team refocused in Q1 2020 on figuring out ways to adapt what already worked and adjust existing gameplay to let players do more while going out less.

Turning the dials

As its name indicates, GO was never meant to be played while sitting at home. John Hanke’s initial vision for Niantic was focused around finding ways to get people outside and playing together; from its very first prototype, Niantic had players running around a city to take over its virtual equivalent block by block. They’d spent nearly a decade building up a database of real-world locations that would act as in-game points meant to encourage exploration and wandering. Years of development effort went into turning Pokémon GO into more and more of a social game, requiring teamwork and sometimes even flash mob-like meetups for its biggest challenges.

Now it all needed to work from the player’s couch.

The earliest changes were those that were easiest for Niantic to make on-the-fly, but they had dramatic impacts on the way the game actually works.

Some of the changes:

  • Doubling the players “radius” for interacting with in-game gyms, landmarks that players can temporarily take over for their in-game team, earning occupants a bit of in-game currency based on how long they maintain control. This change let more gym battles happen from the couch.
  • Increasing spawn points, generally upping the number of Pokémon you could find at home dramatically.
  • Increasing “incense” effectiveness, which allowed players to use a premium item to encourage even more Pokémon to pop up at home. Niantic phased this change out in October, then quietly reintroduced it in late November. Incense would also last twice as long, making it cheaper for players to use.
  • Allowing steps taken indoors (read: on treadmills) to count toward in-game distance challenges.
  • Players would no longer need to walk long distances to earn entry into the online player-versus-player battle system.
  • Your “buddy” Pokémon (a specially designated Pokémon that you can level up Tamagotchi-style for bonus perks) would now bring you more gifts of items you’d need to play. Pre-pandemic, getting these items meant wandering to the nearby “Pokéstop” landmarks.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house — but, importantly, these changes avoided anything that might break the game while being just as easy to reverse once it became safe to do so.

GO Fest goes virtual

Like this, just … online. Image Credits: Greg Kumparak

Thrown by Niantic every year since 2017, GO Fest is meant to be an ultra-concentrated version of the Pokémon GO experience. Thousands of players cram into one park, coming together to tackle challenges and capture previously unreleased Pokémon.



from Social – TechCrunch https://ift.tt/2M6aUpA How Niantic evolved Pokémon GO for the year no one could go anywhere Greg Kumparak https://ift.tt/2WOR1FR
via IFTTT

How Niantic evolved Pokémon GO for the year no one could go anywhere

{rss:content:encoded} How Niantic evolved Pokémon GO for the year no one could go anywhere https://ift.tt/2WOR1FR https://ift.tt/2M6aUpA December 28, 2020 at 10:20PM

Pokémon GO was created to encourage players to explore the world while coordinating impromptu large group gatherings — activities we’ve all been encouraged to avoid since the pandemic began.

And yet, analysts estimate that 2020 was Pokémon GO’s highest-earning year yet.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house.

Niantic’s approach to 2020 was full of carefully considered changes, and I’ve highlighted many of their key decisions below.

Consider this something of an addendum to the Niantic EC-1 I wrote last year, where I outlined things like the company’s beginnings as a side project within Google, how Pokémon Go began as an April Fools’ joke and the company’s aim to build the platform that powers the AR headsets of the future.

Hit the brakes

On a press call outlining an update Niantic shipped in November, the company put it on no uncertain terms: the roadmap they’d followed over the last ten-or-so months was not the one they started the year with. Their original roadmap included a handful of new features that have yet to see the light of day. They declined to say what those features were of course (presumably because they still hope to launch them once the world is less broken) — but they just didn’t make sense to release right now.

Instead, as any potential end date for the pandemic slipped further into the horizon, the team refocused in Q1 2020 on figuring out ways to adapt what already worked and adjust existing gameplay to let players do more while going out less.

Turning the dials

As its name indicates, GO was never meant to be played while sitting at home. John Hanke’s initial vision for Niantic was focused around finding ways to get people outside and playing together; from its very first prototype, Niantic had players running around a city to take over its virtual equivalent block by block. They’d spent nearly a decade building up a database of real-world locations that would act as in-game points meant to encourage exploration and wandering. Years of development effort went into turning Pokémon GO into more and more of a social game, requiring teamwork and sometimes even flash mob-like meetups for its biggest challenges.

Now it all needed to work from the player’s couch.

The earliest changes were those that were easiest for Niantic to make on-the-fly, but they had dramatic impacts on the way the game actually works.

Some of the changes:

  • Doubling the players “radius” for interacting with in-game gyms, landmarks that players can temporarily take over for their in-game team, earning occupants a bit of in-game currency based on how long they maintain control. This change let more gym battles happen from the couch.
  • Increasing spawn points, generally upping the number of Pokémon you could find at home dramatically.
  • Increasing “incense” effectiveness, which allowed players to use a premium item to encourage even more Pokémon to pop up at home. Niantic phased this change out in October, then quietly reintroduced it in late November. Incense would also last twice as long, making it cheaper for players to use.
  • Allowing steps taken indoors (read: on treadmills) to count toward in-game distance challenges.
  • Players would no longer need to walk long distances to earn entry into the online player-versus-player battle system.
  • Your “buddy” Pokémon (a specially designated Pokémon that you can level up Tamagotchi-style for bonus perks) would now bring you more gifts of items you’d need to play. Pre-pandemic, getting these items meant wandering to the nearby “Pokéstop” landmarks.

By twisting some knobs and tweaking variables, Pokémon GO became much easier to play without leaving the house — but, importantly, these changes avoided anything that might break the game while being just as easy to reverse once it became safe to do so.

GO Fest goes virtual

Like this, just … online. Image Credits: Greg Kumparak

Thrown by Niantic every year since 2017, GO Fest is meant to be an ultra-concentrated version of the Pokémon GO experience. Thousands of players cram into one park, coming together to tackle challenges and capture previously unreleased Pokémon.

Samsung hasn’t announced the Galaxy S21 yet, but you can already reserve one

{rss:content:encoded} Samsung hasn’t announced the Galaxy S21 yet, but you can already reserve one https://ift.tt/3nZEfAb https://ift.tt/2WQxyEF December 28, 2020 at 08:58PM

For obvious reasons, many of us are spending the final week of 2020 looking forward. Samsung is hoping some folks are looking far enough ahead to reserve a spot in line for its still-unannounced Galaxy S21 handset (not an official name, mind, but probably a safe guess).

If you’re on the Samsung Mobile mailing list, you may well have received an email, compelling you to “Get ready to jump to the next Galaxy.” The link takes you to a reservation page that offers up some perks for getting in early on the company’s new flagship, including credits on other Samsung products like Galaxy earbuds.

The company recently noted that it would have more information in January — be it at CES or, more likely, a standalone event. That bucks trends a bit, which have found the company introducing its latest Galaxy S devices closer to Mobile World Congress (the S20 — pictured above — was announced February 11). Of course, MWC has been delayed until late June next year and nothing is really normal besides.

As I noted in a recent piece, 2020 was the roughest in a series of rough years for the smartphone industry, so why not get those pre-orders started a little early? And hey, not everyone got what they wanted for the holiday. Why not treat yourself to a new phone?

Image Credits: Winfuture

The good news is we know a lot about the unannounced phone. Samsung’s never been great at keeping things under wraps and we’re already starting to see some key details leaking out a few weeks ahead of the expected official unveil. Surprisingly, camera specs look to more or less be in line with the last model, after the company promised some big imaging strides in 2021. Perhaps those updates will arrive more in the form of software, instead of straight hardware bumps.

Specs from Winfuture point to — naturally — the Snapdragon 888 in the U.S., with the Exynos 2100 chip in other locales. The S21 sports a 6.2-inch display and 4000 mAh battery, where as the Plus upgrades things to 6.7 inches and 4,800 mAh, per the leak.

Samsung is expected to make everything official on January 14.

 

Global investors flee from Chinese tech stocks after the government crackdown on Ant and Alibaba

Global investors are running from Chinese tech stocks in the wake of the government’s crackdown on Ant Group and Alibaba, two high-flying businesses founded by Ma Yun (Jack Ma) that were once hailed as paragons of China’s new tech elite.

Shares of major technology companies in the country have fallen sharply in recent days, with Bloomberg calculating that Alibaba, Tencent, JD.com and Meituan have lost around $200 billion in value during a handful of trading sessions.

Already reeling from the last-minute halt of the public debut of Ant Group, a major Chinese fintech player with deep ties to Alibaba, the e-commerce giant came under new fire, as China’s markets watchdog opened a probe into its business practices concerning potentially anticompetitive behavior.

Ant Group was itself summoned by the government on December 26th, leading to a plan that will force the company to “rectify” its business practices.

Shares of Alibaba are off around 30% from their recent, record highs set in late October. Tech shares are also off in the country more broadly, with one Chinese-technology-focused ETC falling around 8% from recent highs, including a 1.5% drop today.

The American Depositary Receipts used by traders to invest in Alibaba fell from around $256 per share at the close of Wednesday trading on the New York Stock Exchange to around $222 last Thursday. The company is down another half point today. It was worth more than $319 per share earlier in the quarter.

It’s clear that the rising tensions between China’s tech giants and the country’s ruling Communist Party have investors spooked. But Jack Ma’s relationship with the Chinese government has always been a bit more fraught than that of his peers. Ma Huateng (Pony Ma), the founder of Tencent, and Xu Yong (Eric Yong) and Li Yanhong (Robin Li), the co-founders of Baidu, have kept lower profiles than the Alibaba founder.

Bloomberg has a good synopsis of the state of the market right now. The companies that are most directly in the crosshairs appear to be Ma Yun’s, but at different times, Tencent has been the focus of Chinese regulators bent on curbing the company’s influence through gaming.

Specifically for Alibaba things have gone from bad to worse, and a boosted share buyback program was not enough to halt the bleeding.

Whether this new round of regulations is a solitary blip on the radar or the signal of an increasing interest in Beijing tying tech companies closer to national interests remains to be seen. As the tit-for-tat tech conflict between the U.S. and China continues, many companies that had seen their growth as apolitical may become caught in the diplomatic crossfire.

Other tech companies are seeing their fortunes rise, boosted by newfound interest from the central government in Beijing.

This is already apparent in the chip industry, where China’s push for self-reliance has brought new riches and capital for new businesses. It’s true for Liu FengFeng, whose company, Tsinghon, was able to raise $5 million for its attempt at building a new semiconductor manufacturer in the country. Intellifusion, a manufacturer of chipsets focused on machine learning applications, was able to raise another $141 million back in April.

Private investors may be less enthused at the prospect of backing Chinese tech upstarts who could face government censure should the regulatory winds shift. Whether other startup markets in the region — India, Japan, among others — will benefit from the Chinese regulatory barrage will be interesting to track in 2021.



https://ift.tt/eA8V8J Global investors flee from Chinese tech stocks after the government crackdown on Ant and Alibaba https://ift.tt/2KYAQmK

Equity Monday: No, tech news doesn’t stop over the holidays

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 private market news, talks 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 the first of our two holiday eps, the last one talking to VCs about what surprised them in 2020.

Anyhoo, from vacation, here’s what Chris and I got up to:

Tune in Thursday for one more fun episode, and then we’re back to regular programming the week after!

Equity drops every Monday at 7:00 a.m. PST and Thursday afternoon as fast as we can get it out, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts.



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4 keys to international expansion

During my five years with Global Founders Capital, Rocket Internet’s $1 billion VC arm, I saw more than a hundred of Rocket’s incubated companies attempt to internationalize. For background, Rocket Internet has helped launch some very successful businesses internationally, including HelloFresh ($12.9 billion market cap), Lazada ($1 billion exit to Alibaba), Jumia ($3.2 billion market cap), Zalando ($21.2 billion market cap) and many others. Rocket often followed the Blitzscaling model popularized by Reid Hoffman — earning them an appearance in his book of the same name.

After an initial success helping Groupon scale internationally via a merger with Rocket’s incubation firm CityDeal, Rocket’s team have aggressively scaled businesses from Algeria to Zimbabwe — sometimes in a matter of weeks. No surprise, Rocket also has a graveyard of failed companies that were victims of bad internationalization efforts.

Many companies make the costly mistake of launching abroad too soon.

My personal observations on Rocket’s successes and failures start with this crucial point: These learnings might not apply to your unique combination business model, market and timing. No matter how well you prepare and plan your internationalization, in the end you need to be agile, alert and smart as you dip your toes into your first foreign market.

Fail fast and cheaply

Internationalization can be a big driver of growth and consequently enterprise value, which is why investors always push for it. But going abroad can also destroy value just as quickly. As a founder, it’s your job to manage financial and operational risks. Finding the right balance between keeping costs in check and not underinvesting can mean doing things more slowly than your board would like. For example, you might launch new markets sequentially instead of rolling 10 out at the same time.

Adopt a “hire slow, fire fast” mentality for your expansion strategy. Don’t be afraid to pull the plug if things don’t work out.

Our team at Heartcore Capital use the following framework and learnings to guide internationalization strategies for our portfolio companies. A successful internationalization strategy needs to answer and address the “Four Ws”: When, Where, Which and With whom to internationalize. (Regarding the fifth W from journalism, you should not need to ask the “Why” question if you want to build a large business!)

1. When is the right time to start?

Many companies make the costly mistake of launching abroad too soon. They look at internationalization as a detached function, isolated from the rest of the business and then launch their second market prematurely. Follow this simple rule: Wait to internationalize until you hit product/market fit.

How do you know exactly when you’ve reached product/market fit? According to Marc Andreessen, “Product/market fit means being in a good market with a product that can satisfy that market.” He adds that experienced entrepreneurs can usually feel if they’ve reached this point.

Let’s take the man for his word and move on to the actual argument: Until you have product/market fit, you will not be able to distinguish between what you’ve learned from your business model and what you’ve learned from your in-country experience. Mistakes will compound. Complexities and costs will multiply. I contend that insufficient understanding of their business and operating model is the main reason why companies fail with their expansion strategies.

Founders should also consider the underlying costs of internationalizing before they decide to expand (more about this in the “What” section below). Some companies are global by default — think mobile gaming companies — or simply require language localization. Others need to build new warehouses, hire local teams or build entirely new products. The costs and respective risks of expanding prematurely depend heavily on the business model.

There are edge cases where companies need to move quickly to internationalize for strategic reasons — despite uncertainty about their market fit. For instance, companies like Groupon or those engaged in food delivery face winner-takes-most markets, where opportunities for product differentiation are limited. “Blitzscaling” makes sense in cases like these.

However, you should tread carefully if your only reason to start scaling abroad is a large fundraise or to match a competitor’s internationalization efforts. Scaling prematurely for the wrong reasons might just cost you your entire company.

When Rocket Internet announced it would launch the Homejoy model into European markets with Helpling, the American “original” company launched quickly in Germany in an effort to squash their new competitor. In the early days of “on-demand everything,” a managed marketplace for cleaning services sounded like the next unicorn in the making.

In 2013, Homejoy had a fresh $24 million Series A from Google Ventures and First Round — considered a huge round at a time when Instacart had just raised an $8 million Series A and Snapchat had done a $13 million Series A round. It must have seemed like a good idea to squash the German competition early.

As it turned out, Homejoy’s product was not yet ready to scale internationally. Just 13 months after launching in Germany, Homejoy had to cease operations globally, while Rocket’s Helpling is still alive and kicking. Helpling focused carefully on product, automation and making their unit economics work. A rush to crush an international competitor caused the demise of a would-be unicorn.

Homejoy expanded internationally in 2014 in a rush to squash a new German competitor Helpling. Their websites in 2020 show starkly different outcomes.

Homejoy expanded internationally in 2014 in a rush to squash a new German competitor Helpling. Their websites in 2020 show starkly different outcomes. Image Credits: Homejoy/Helpling

2. Where should you internationalize?

When deciding which new international market to tackle, it is vital to do your homework. Analyze the competitive environment, partner availability, infrastructure, culture, regulation and synergies with your home market.

In the early days of e-commerce, it was rather easy to analyze if a market was an expansion target. In the absence of professional competition, Rocket chose new countries based solely on GDP and internet penetration.



https://ift.tt/3mUf0xN 4 keys to international expansion https://ift.tt/3mSz5Vh

Chinese online education app Zuoyebang raises $1.6 billion from investors including Alibaba

The rivalry between China’s top online learning apps has become even more intense this year because of the COVID-19 pandemic. The latest company to score a significant funding round is Zuoyebang, which announced today (link in Chinese) that it has raised a $1.6 billion Series E+ from investors including Alibaba Group. Other participants included returning investors Tiger Global Management, SoftBank Vision Fund, Sequoia Capital China and FountainVest Partners.

Zuoyebang’s latest announcement comes just six months after it announced a $750 million Series E led by Tiger Global and FountainVest. The latest financing brings Zuoyebang’s total raised so far to $2.93 billion. The company did not disclose its latest worth, but Reuters reported in September that it was raising at a $10 billion valuation.

One of Zuoyebang’s main competitors is Yuanfudao, which announced in October that it had reached a $15.5 billion valuation after closing a $2.2 billion round led by Tencent. This pushed Yuanfudao ahead of Byju as the world’s most valuable ed-tech company. Another popular online learning app in China is Yiqizuoye, which is backed by Singapore’s Temasek.

Zuoyebang offers online courses, live lessons and homework help for kindergarten to 12th grade students, and claims about 170 million monthly active users, about 50 million of whom use the service each day. In comparison, there were about 200 million K-12 students in 2019 in China, according to the Ministry of Education (link in Chinese).

In fall 2020, the total number of students in Zuoyebang’s paid live-stream classes reached more than 10 million, setting an industry record, the company claims. While a lot of the growth was driven by the pandemic, Zuoyebang founder Hou Jianbin said in the company’s funding announcement that it expects online education to continue growing in the longer term, and will invest in K-12 classes and expand its produt categories.

 



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