1010Computers | Computer Repair & IT Support

Postmates raises another $300M, reportedly valued at $1.2B

On-demand delivery service Postmates announced this morning that it has raised $300 million in additional funding led by Tiger Global Management.

While the company’s press release doesn’t mention this, Fortune reports that the deal valued Postmates at $1.2 billion. Tiger’s Scott Schleifer is joining the board of directors.

Postmates does say that it’s completing “millions” of deliveries every month and is profitable in 90 percent of its markets, and that over the past four years, gross margins have “improved dramatically to nearly 50%.”

Over the past few months, Postmates expanded into more than 100 new cities (it’s now available in more than 400 U.S. cities, as well as Mexico City) and also announced partnerships with companies like Instacart and Walmart.

Postmates previously raised a $140 million round at a $600 million valuation in 2016. More broadly, it looks like VCs aren’t backing away from the on-demand delivery market — DoorDash, for example, recently raised $250 million at a $4 billion valuation.

“The transformation of how commerce moves in cities demands that we build the most innovative tools for businesses to keep up and distribute their products to the modern consumer — efficiently and cost effectively,” said Postmates CEO Bastian Lehmann in the release. “Postmates is proud to be the first and largest on-demand network that is enabling the growth of retail across the country, and today’s investment accelerates our ability to pair technology with the vitality of our neighborhoods.”

Powered by WPeMatico

Marketing data startup Singular raises $30M

Singular, a startup working to unify data for marketers, is announcing that it has raised $30 million in Series B funding.

The company was founded by former Onavo executives, including Gadi Eliashiv, Eran Friedman and Susan Kuo — who now serve, respectively, as Singular’s CEO, CTO and COO.

Eliashiv explained that Singular was created in response to “this trend of data explosion in the marketing stack,” which require marketers to pull data from hundreds or thousands of different systems.

“Essentially what we see is the creation of this new category of marketing intelligence, where the complexity of the marketing stack has created the need for this layer that sits on top,” he said. “It doesn’t matter if you use a marketing cloud like Adobe that’s bundling five products together — at the end of the day, you need a layer on top making sense of it, helping you make better decisions.”

Singular Dashboard

Eliashiv said Singular is able to go from a high-level dashboard summary for CMOs to “the finest level of detail.” He also noted that while the company is designed to integrate with existing marketing tools, it will “oftentimes displace smaller point solutions.”

“Our principal is, it has to be relevant for data, meaning we’re never going to displace your ad-buying tool,” he added. “It’s not what we do. We’re an intelligence platform.”

The idea of unifying marketing data is one that I hear a lot, but Eliashiv’s claims seem weightier when you see that Singular is already working with a number of big names, including Lyft, Yelp, Airbnb, LinkedIn, Symantec, Zynga, Match and Twitter.

Singular previously raised $20 million in funding. Norwest Venture Partners led the new round, with partner Scott Beechuk joining the board of directors.

Beechuk told me that he’d been studying the marketing analytics market for quite some time, and he argued, “There is something really unique and special about Singular. It’s the bridge between mobile, web and offline, all on a single platform.”

“What you’re going to find is, there are going to be a lot of technologies that Singular replaces,” Beechuk continued. “Let’s say a CMO or [chief growth officer] has 300 different outlets where they are advertising … Every one of those systems tends to have their own analytics built in. The first thing Singular does, it replaces all of those analytics systems with a single pane of glass.”

General Catalyst, Method Capital, Telstra Ventures, Translink Capital and Thomvest also participated in the new funding.

Powered by WPeMatico

UiPath lands $225M Series C on $3 billion valuation as robotic process automation soars

UiPath is bringing automation to repetitive processes inside large organizations and it seems to have landed on a huge pain point. Today it announced a massive $225 million Series C on a $3 billion valuation.

The round was led by CapitalG and Sequoia Capital. Accel, which invested in the companies A and B rounds also participated. Today’s investment brings the total raised to $408 million, according to Crunchbase, and comes just months after a $153 million Series B we reported on last March. At that time, it had a valuation of over $1 billion, meaning the valuation has tripled in less than six months.

There’s a reason this company you might have never heard of is garnering this level of investment so quickly. For starters, it’s growing in leaps in bounds. Consider that it went from $1 million to $100 million in annual recurring revenue in under 21 months, according to the company. It currently has 1800 enterprise customers and claims to be adding 6 new ones a day, an astonishing rate of customer acquisition.

The company is part of the growing field of robotic process automation or RPA. While the robotics part of the name could be considered a bit of a misnomer, the software helps automate a series of mundane tasks that were typically handled by humans. It allows companies to bring a level of automation to legacy processes like accounts payable, employee onboarding, procurement and reconciliation without actually having to replace legacy systems.

Phil Fersht, CEO and chief analyst at HfS, a firm that watches the RPA market, says RPA isn’t actually that intelligent. “It’s about taking manual work, work-arounds and integrated processes built on legacy technology and finding way to stitch them together,” he told TechCrunch in an interview earlier this year.

It isn’t quite as simple as the old macro recorders that used to record a series of tasks and execute them with a keystroke, but it is somewhat analogous to that approach. Today, it’s more akin to a bot that may help you complete a task in Slack. RPA is a bit more sophisticated moving through a workflow in an automated fashion.

Ian Barkin from Symphony Ventures, a firm that used to do outsourcing, has embraced RPA. He says while most organizations have a hard time getting a handle on AI, RPA allows them to institute fundamental change around desktop routines without having to understand AI.

If you’re worrying about this technology replacing humans, it is somewhat valid, but Barkin says the technology is replacing jobs that most humans don’t enjoy doing. “The work people enjoy doing is exceptions and judgment based, which isn’t the sweet spot of RPA. It frees them from mundaneness of routine,” he said in an interview last year.

Whatever it is, it’s resonating inside large organizations and UiPath, is benefiting from the growing need by offering its own flavor of RPA. Today its customers include the likes of Autodesk, BMW Group and Huawei.

As it has grown over the last year, the number of employees has increased 3x  and the company expects to reach 1700 employees by the end of the year.

Powered by WPeMatico

Congressional bill would improve startup valuations

Late last week, Congress moved one step closer to passing the American Innovation Act of 2018, a bill that would make accounting and tax changes that would likely increase the valuation of startups in an acquisition.

The House Ways and Means committee approved a bill containing text that would improve the treatment of Net Operating Losses (NOLs) for startups. While many startup founders would probably rather watch paint dry (or build their companies) than dive into complex tax code changes, the provisions in the bill could greatly improve the ability of startups to invest in growth activity, and could drive meaningfully positive impacts to valuations, acquisition prices, capital markets participation and venture returns.

First, though, what are NOLs? Each year, if a company loses money, it can claim the losses as a deduction off of its future taxes. Traditionally, the U.S. tax code has allowed companies to cumulatively track and carry forward NOLs to offset taxable income in future years, reducing the amount of cash required to pay taxes. These NOLs are essentially a cash-like asset, and they can be exchanged in the event that a company is acquired.

However, a long-standing IRS provision, Section 382, which was originally implemented to prevent companies with large tax appetites from acquiring those with large operating losses exclusively to reduce taxes, limits the use of NOL carry-forwards in instances of ownership change. 

Currently, in cases of an ownership change, specified as a more than 50 percent change in the ownership of shareholders who own at least 5 percent of a company’s stock, the amount of taxable income for the “post-change” company that can be offset by existing NOLs cannot exceed the value of the “pre-change” company, multiplied by the long-term tax exempt rate set by the IRS.

(Yes, this is why you hire a tax attorney.)

The net-net is that this provision has been particularly challenging for startups, which often trigger this limiting condition, given they frequently operate in the red through growth stages and often see frequent, sizable changes in their ownership structure due to fundraising, public offerings and acquisitions.

The House bill would alleviate this complication by protecting these tax offsets and creating an exception to the section 382 provision for startups, allowing the application of NOLs and R&D tax credits realized in the first three years of operations regardless of ownership change limitations.

These changes have a number of benefits for startups. It would provide increased flexibility around early-stage financing activities and remove potential issues that could arise with capital markets activity. Additionally, with startups more easily maintaining tax offsets to reduce their cash taxes, startups would have larger cash balances to invest in growth efforts.

The protection of the NOL from ownership change limitations could also have serious impacts to company valuations and the attractiveness of startups as acquisition candidates. With acquirers better able to utilize existing tax offsets, startups should benefit from higher purchase prices from the inclusion of NOL balances in valuations, helping founder and VC returns.

The bill passed through committee through a voice vote with no objections and is now expected to be voted on by the rest of the House later this month before advancing to the Senate. The bill has 23 co-sponsors, all Republican.

Powered by WPeMatico

WHILL raises $45M to help people with disabilities get around airports and other large venues

WHILL, the startup known for creating sleek, high-tech personal mobility devices, announced today that it has closed a $45 million Series C. The funding will be used for expanding into new international markets, as well as developing new products for large venues, including airports and “last-mile” sidewalk transportation. The round’s lead investors were SBI Investment, Daiwa Securities Group and WHIZ Partners, with participation from returning investors INCJ, Eight Road Ventures, MSIVC, Nippon Venture Capital, DG Incubation and Mizuho Capital.

This brings WHILL’s total funding so far to about $80 million. Founded in Tokyo in 2012, WHILL plans to open a branch in the European Union and enter 10 new European countries. It also plans to start working with partners on developing autonomous capabilities for its mobility devices, senior marketing manager Jeff Yoshioka told TechCrunch. The company will build its own sensors and cameras to use in its “mobility as a service” program, which allows users to control vehicles and call customer service through a mobile app.

One of WHILL’s biggest projects is developing an autonomous personal mobility device system for airports. Yoshioka says that an estimated 20 million people request wheelchairs in U.S. airports each year. This means they need to wait for an airline employee to bring a wheelchair to them and then push them from check-in to their gates. At the same time, it doesn’t give users a lot of flexibility.

The system that WHILL has in mind, on the other hand, would allow individuals to use an app to summon a mobility device over to them. Then they can go wherever they want — coffee shops, restrooms, shops — before heading to the gate without an assistant. Once they are done with the device, it will return to a docking station on its own. WHILL has already begun testing a similar program at Tokyo International Airport in partnership with Panasonic.

Yoshioka says WHILL will most likely pursue distribution partnerships with U.S. airlines, which are responsible for supplying and maintaining the wheelchair systems in American airports, and airports to build the necessary infrastructure.

Along with airports, WHILL wants to bring its technology to other large venues, including shopping malls and sports arenas, as well as create a system for last-mile transportation. Yoshioka notes that “there are already a lot of companies out there like LimeBike and MoBike that offer bikes and electric scooters, but there’s nothing out there for people with disabilities who can’t use those devices.”

Instead, many rely on Ubers or public transportation even for short distances. Like the airport system, WHILL’s last-mile sidewalk system will use autonomous electric vehicles that can be called to users with an app. It faces unique challenges, however, because WHILL’s devices are larger and more expensive than bikes or electric scooters, so the company needs to find safe places to dock them that are still accessible to people with limited mobility. Yoshioka says WHILL likely will focus on partnering with commercial properties to create indoor docking stations.

WHILL’s largest market is still Japan, where it has between 4,000 to 5,000 resellers. In its home market, WHILL’s devices are subsidized by the government and also available for rent. In the U.S., however, many customers need to purchase devices out-of-pocket. To make their products more accessible, WHILL launched the less expensive Model Ci (called the Model C in Europe and Japan) earlier this year. While there is still plenty of room for innovation in the wheelchair market, the Model Ci and other WHILL products compete with devices like the iBot, which can climb stairs, and the Trackchair, designed for off-road use. WHILL’s current products can’t climb stairs, but they do have the advantage of being designed for both indoor and outdoor use, giving users more flexibility, says Yoshioka.

The company also expects demand for its products to grow thanks to a rapidly aging world population, citing statistics that show there are expected to be more than 2.1 billion people over the age of 60 by 2050, up from about 900 million last year.

“We don’t necessarily see [the other companies] as direct competitors. They definitely do impact sales, because people might want something that climbs stairs instead of having better outdoor capabilities, but I think overall it’s very beneficial for the industry,” Yoshioka adds. “As a company that’s trying to disrupt the industry, it’s nice to have them around because it pushes the industry forward and opens eyes for other manufacturers.”

Powered by WPeMatico

Mumford & Sons beware! An AI can now write indie music

A fascinating project called Amadeus Code promises to out-Tay-Tay Tay Tay and out-Bon Bon Iver. The AI-based system uses data from previous musical hits to create entirely new compositions on the fly — and darn if these crazy robot-songs aren’t pretty good.

The app, which is available from the iTunes Store but doesn’t seem to be working properly, creates song sketches in minutes, freeing you up to create beautiful lyrics and a bit of accordion accompaniment.

The video above is a MIDI version of an AI-produced song and the video below shows the song full-produced using non-AI human musicians. The results, while a little odd, are very impressive.

Jun Inoue, Gyo Kitagawa and Taishi Fukuyama created Amadeus Code and all have experience in music and music production. Inoue is a renowned Japanese music producer and he has sold 10 million singles. Fukuyama worked at Echo Next and launched the first Music Hack Day in Tokyo. Fukuyama is the director of the Hit Song Research Lab and went to Berklee College of Music.

“We have analyzed decades of contemporary songs and classical music, songs of economic and/or social impact, and have created a proprietary songwriting technology that is specialized to create top line melodies of songs. We have recently released Harmony Library, which gives users direct access to the songs that power the songwriting AI for Amadeus Code,” said Inoue. “We uniquely specialize in creating top line melodies for songs that can be a source of high-quality inspiration for music professionals. We also do have plans that may overlap with other music AI companies in the market today in terms of offering hobbyists a service to quickly create completed audio tracks.”

When asked if AI will ever replace his favorite musicians, folks like Michael and Janet Jackson or George Gershwin, Inoue laughed.

“Absolutely not. This AI will not tell you about its struggles and illuminate your inner worlds through real human storytelling, which is ultimately what makes music so intimate and compelling. Similarly to how the sampler, drum machine, multitrack recorder and many other creative technologies have done in the past, we see AI to be a creative tool for artists to push the boundaries of popular music. When these AI tools eventually find their place in the right creative hands, it will have the potential to create a new entire economy of opportunities,” he said.

Powered by WPeMatico

Stripe moves into brick-and-mortar payments with Terminal

Stripe is expanding beyond online payments with the launch of a new product for in-person payments at brick-and-mortar stores, called Terminal.

The company said Terminal has three main components — there’s hardware, namely card readers built by Stripe partners BBPOS and Verifone, but also SDKs and APIs for customizing checkout experiences, as well as software for managing connected devices.

Stripe’s co-founder and president John Collison discussed the launch at the Code Commerce conference today. Interviewer Jason Del Rey brought up Square, which seems like the obvious point of comparison, and Collison acknowledged there will probably be areas where the companies will compete.

However, he argued that Stripe and Square are largely targeting different customers — where Square built a card reader for businesses like coffee shops and restaurants, Stripe is aimed at more tech-savvy businesses. Its initial Terminal customers include Warby Parker and Glossier, and it’s also being used by software platforms like Mindbody, Zenoti, AtVenu and Universe.

As Collison put it, Stripe is built for companies “who will geek out about APIs with us.” And that applies to Terminal as well, which Collison said is specifically built for online businesses that are moving into brick-and-mortar stores. The goal here is to help them unify their online and offline customer data and experiences.

And while there’s been some debate about whether most web-based, direct-to-consumer businesses are true tech companies, he argued, “All of them value technology and fundamentally, their assets are not the retail distribution they have or anything like that.”

“We will happily work with all manner of companies, but the kinds of customers we get excited about, the kinds of customers we are designing for, are the ones who are moving very quickly,” he added.

Powered by WPeMatico

Daily Burn plans a new line of fitness apps, starting with HIIT Workouts

Daily Burn, the online fitness brand owned by IAC, launched a new iPhone app today devoted to the popular workout style known as HIIT (high-intensity interval training).

Daily Burn already offers a general training app, but the company says it’s planning a whole series of vertical workout apps, starting with HIIT Workouts. They are “bringing personalized workout training to every member tailored to their interests.”

If you’re wondering exactly what HIIT is, the individual exercises may be familiar, but as a Daily Burn article puts it, it’s all combined into “quick, intense bursts of exercise, followed by short, sometimes active, recovery periods.”

There’s no shortage of HIIT workout apps, or HIIT workouts in broader fitness apps (for example, I’ve tried out several through my Fitbit Coach subscription). But Daily Burn points to the combination of guided video workouts (so you’re less likely to mess things up) with a specific focus on HIIT. Plus, the workouts are tailored to your goals and endurance levels.

“We spent months researching how people interact with their phones, and combined it with Daily Burn’s world-class fitness and streaming expertise to create a best in class HIIT app that is effective and fun,” said Daily Burn CEO Tricia Han in the announcement. “With personalized workouts led by expert trainers and optimized for mobile, members have access to top instructors, progress reports and a supportive community in the palm of their hand.”

HIIT Workouts by Daily Burn offers a free seven-day trial; it then costs $9.99 per month.

Powered by WPeMatico

Loot boxes face scrutiny from an international coalition of gambling authorities

The world of online gaming is changing so quickly that players, developers, publishers and regulators are all scrambling to keep up with each other. Case in point: loot boxes, randomized in-game rewards that may or may not have monetary value or be purchasable with real money, are after years of deployment only now being scrutinized globally for being what amounts to thinly veiled gambling.

A suggestive new study from British researchers and a just-announced coalition of governments are the latest indicators that the loot box phenomenon and its derivatives likely won’t continue to be the wild west they’ve been for the last few years.

Many factors have led games to resemble services or channels more than pieces of entertainment with a start and end. And that in turn has changed how these games are monetized. As an alternative to a $60 up-front cost or a $10/month subscription, a game may be released for free but supported with in-game purchases of various kinds, including loot boxes.

Loot boxes usually contain a random reward, such as a new item for your in-game character. They can be earned by playing the game (usually a lot), but often can also be bought. Not only this, but the items have a sort of black market value and are traded among players and indeed gambled in a highly unregulated economy that reports put on the order of billions of dollars.

Although gaming companies compare it to collecting baseball cards or getting a toy in a box of cereal, the reality is plainly more complex than that, and the idea has led to extreme versions where players are constantly urged to buy in-game currencies and rewards. There’s no doubt that companies like EA and Tencent have made enormous amounts of money by luring players into purchases in “free to play” games.

The report, instigated earlier this year by an Australian parliamentary committee, was conducted by David Zendle and Paul Cairns, of York St. John University. The study is a limited one, they are quick to point out, but there is essentially nothing else on the topic and even the most basic research is warranted. “Such work is urgently needed,” they write in the introduction.

For their study, they surveyed thousands of gamers recruited from Reddit about their habits and spending. What they found was that gamers tending toward “problem gambling” habits (i.e. spending or behavior that negatively affects everyday life and relationships) spent considerably more on loot boxes than normal gamers — yet that wasn’t the case for general microtransactions like outright buying an in-game item or currency.

In the summary issued today to Australia’s Committee on Environment and Communications, they write:

We found that the more severe an individual’s problem gambling, the more they spent on loot boxes. The relationship we observed was neither trivial, nor unimportant. Indeed, the amount that gamers spent on loot boxes was a better predictor of their problem gambling than high-profile factors in the literature such as depression and drug abuse.

As anyone with a critical eye for research will have noted by now, and as the researchers point out, this correlation could go either way. In either case, however, it doesn’t look good for the practice:

It may be the case that loot boxes in video games act as a gateway to other forms of gambling, leading to increases in problem gambling amongst gamers who buy loot boxes.

However, it is important to note that an alternative explanation for these results may also be true. The key similarities between loot boxes and gambling may lead to gamers who are already problem gamblers spending large amounts of money on loot boxes, just as they would spend similarly large amounts on other kinds of gambling. In this case, loot boxes would not be providing a breeding ground for the development of problem gambling so much as they would be allowing games companies to exploit addictive disorders amongst their customers for profit.

The researchers conclude that either way, the practice merits more research and possibly regulation. It’s not the same as ordinary gambling, they say, but it’s similar enough that it warrants controls like those exerted on, say, online poker, to prevent harm and abuse.

Governments around the world are split on how to characterize loot boxes, with Belgium taking a severe enough stance that Blizzard was forced to stop offering loot boxes for real money in its popular team shooter Overwatch. But French and German authorities disagreed and have to a certain extent accepted the argument that the practice is more like opening a Kinder Egg or collectible card game pack.

But this uncertainty is itself galvanizing, apparently. A coalition of 15 gambling authorities, including the U.K., France, Portugal, Norway and the U.S. (via tech-savvy Washington State’s gambling commission), issued a shared declaration that they intend to look into these shenanigans and they expect the companies involved to play ball:

We are increasingly concerned with the risks being posed by the blurring of lines between gambling and other forms of digital entertainment such as video gaming. Concerns in this area have manifested themselves in controversies relating to skin betting, loot boxes, social casino gaming and the use of gambling themed content within video games available to children.

We commit ourselves today to working together to thoroughly analyse the characteristics of video games and social gaming. This common action will enable an informed dialogue with the video games and social gaming industries to ensure the appropriate and efficient implementation of our national laws and regulations.

We anticipate that it will be in the interest of these companies whose platforms or games are prompting concern, to engage with [gambling] regulatory authorities to develop possible solutions.

Tying it to kids is a good way to stay on the moral high ground, but there aren’t a lot of problem gamblers in the under-18 bracket. The truth is that while kids are certainly at risk, the problems associated with loot boxes threaten all gamers and indeed the basic economic grounding of gaming itself.

A letter of intent is a start and may cause a change in the ecosystem as developers and publishers aim to make their loot box systems less exploitative (as some have already done) and (what is more likely) engage in a charm offensive to normalize the practice and distance it from more traditional gambling. At the very least it is good to know that there is action afoot in an area that has frustrated and certainly lightened the wallets of millions of gamers.

Powered by WPeMatico

Instagram Shopping gets personalized Explore channel, Stories tags

Instagram is embracing its true identity as a mail-order catalog. The question will be how much power merchants will give Instagram after seeing what its parent Facebook did to news outlets that relied on it. In a move that could pit it against Pinterest and Wish, Instagram is launching Shopping features across its app to let people discover and consider possible purchases before clicking through to check out on the merchant’s website.

Today, Instagram Explore is getting a personalized Shopping channel of items it thinks you’ll want most. And it’s expanding its Shopping tags for Instagram Stories to all viewers worldwide after a limited test in June, and it’s allowing brands in 46 countries to add the shopping bag icon to Stories that users can click through to buy what they saw.

Instagram clearly wants to graduate from where people get ideas for things to purchase to being a measurable gateway to their spending. 90 million people already tap its Shopping tags each month, it announced today. The new features could soak up more user attention and lead them to see more ads. But perhaps more importantly, demonstrating that Instagram can boost retail business’ sales for free through Stories and Explore could whet their appetite to buy Instagram ads to amplify their reach and juice the conversion channel. With 25 million businesses on Instagram but only 2 million advertisers, the app has room to massively increase its revenue.

For now Instagram is maintaining its “no comment” regarding whether it’s working on a standalone Instagram Shopping app as per a report from The Verge last month.  Instagram first launched its Shopping tags for feeds in 2016. It still points users out to merchant sites for the final payment step, though, in part because retailers want to control their relationships with customers. But long-term, allowing businesses to opt in to offering in-Instagram checkout could shorten the funnel and get more users actually buying.

Shopping joins the For You, Art, Beauty, Sports, Fashion and other topic channels that launched in Explore in June. The Explore algorithm will show you shopping-tagged posts from businesses you follow and ones you might like based on who you follow and what shopping content engages you. This marks the first time you can view a dedicated shopping space inside of Instagram, and it could become a bottomless well of browsing for those in need of some retail therapy.

With Shopping Stickers, brands can choose to add one per story and customize the color to match their photo or video. A tap opens the product details page, and another sends them to the merchant’s site. Businesses will be able to see the number of taps on their Shopping sticker, and how many people tapped through to their website. Partnerships with Shopify (500,000+ merchants) and BigCommerce (60,000+ merchants) will make it easy for retailers of all sizes to use Instagram’s Shopping Stickers. 

What about bringing Shopping to IGTV? A company spokesperson tells me, “IGTV and live video present interesting opportunities for brands to connect more closely with their customers, but we have no plans to bring shopping tools to those surfaces right now.”

For now, the new shopping features feel like a gift to merchants hoping to boost sales. But so did the surge of referral traffic Facebook sent to news publishers a few years ago. Those outlets soon grew dependent on Facebook, changed their news room staffing and content strategies to chase this traffic, and now find themselves in dire straights after Facebook cut off the traffic fire hose as it refocuses on friends and family content.

Retail merchants shouldn’t take the same bait. Instagram Shopping might be a nice bonus, but just how much it prioritizes the feature and spotlights the Explore channel are entirely under its control. Merchants should still work to develop an unmediated relationship directly with their customers, encouraging them to bookmark their sites or sign up for newsletters. Instagram’s favor could disappear with a change to its algorithm, and retailers must always be ready to stand on their own two feet.

Powered by WPeMatico