Freshworks acquires AnsweriQ
Customer engagement platform Freshworks today announced that it has acquired AnsweriQ, a startup that provides AI tools for self-service solutions and agent-assisted use cases where the ultimate goal is to quickly provide customers with answers and make agents more efficient.
The companies did not disclose the acquisition price. AnsweriQ last raised a funding round in 2017, when it received $5 million in a Series A round from Madrona Venture Group.
Freshworks founder and CEO Girish Mathrubootham tells me that he was introduced to the company through a friend, but that he had also previously come across AnsweriQ as a player in the customer service automation space for large clients in high-volume call centers.
“We really liked the team and the product and their ability to go up-market and win larger deals,” Mathrubootham said. “In terms of using the AI/ML customer service, the technology that they’ve built was perfectly complementary to everything else that we were building.”
He also noted the client base, which doesn’t overlap with Freshworks’, and the talent at AnsweriQ, including the leadership team, made this a no-brainer.
AnsweriQ, which has customers that use Freshworks and competing products, will continue to operate its existing products for the time being. Over time, Freshworks, of course, hopes to convert many of these users into Freshworks users as well. The company also plans to integrate AnsweriQ’s technology into its Freddy AI engine. The exact branding for these new capabilities remains unclear, but Mathrubootham suggested FreshiQ as an option.
As for the AnsweriQ leadership team, CEO Pradeep Rathinam will be joining Freshworks as chief customer officer.
Rathinam told me that the company was at the point where he was looking to raise the next round of funding. “As we were going to raise the next round of funding, our choices were to go out and raise the next round and go down this path, or look for a complementary platform on which we can vet our products and then get faster customer acquisition and really scale this to hundreds or thousands of customers,” he said.
He also noted that as a pure AI player, AnsweriQ had to deal with lots of complex data privacy and residency issues, so a more comprehensive platform like Freshworks made a lot of sense.
Freshworks has always been relatively acquisitive. Last year, the company acquired the customer success service Natero, for example. With the $150 million Series H round it announced last November, the company now also has the cash on hand to acquire even more customers. Freshworks is currently valued at about $3.5 billion and has 2,700 employees in 13 offices. With the acquisition of AnsweriQ, it now also has a foothold in Seattle, which it plans to use to attract local talent to the company.
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Why social networks want even more gaming
Even if you don’t play games, you have spent years of your life in one or more virtual worlds.
Social media platforms like Facebook, Twitter, Instagram and WeChat are lightweight versions of virtual worlds. They don’t offer terrain for avatars to explore, but they are neighborhoods within cyberspace where we store assets, develop relationships and, in some instances, might even choose to hide behind an alias.
The faces we present on these platforms are different from the ones we show our friends in person. While we usually use real names and photos, our presence on Twitter and Instagram is an avatar of sorts. What we do (and do not) post, how we say what we say, how we portray ourselves through selectively chosen (and often edited) photos — it’s an online persona. The aim — conscious and subconscious — is to build social capital within the particular cultural environment of these virtual spaces.
(This is part two of a seven-part series about virtual worlds.)
The social capital gained or lost within a virtual space can connect directly to social capital in the physical world. The worlds are separate but intertwined; what percent of news stories these days revolve around what someone posted on Twitter or Instagram?
Social media apps have virtual economies the same way as games like Fortnite do, they’re just smaller and involve fewer users thus far. There is constant trading of goods and services that exist only within the virtual world of a social app. For example, individuals and companies spend real money on trading Twitter handles, buying Instagram followers, purchasing special image filters and on Twitch memberships that put a badge next to their name to signify their status as a financial supporter of a specific streamer.
On this point, CCP Games CEO Hilmar Veigar Pétursson told me, “there’s not much reality in reality anymore,” given how much of our daily lives in “the real world” are about creating, consuming and interacting online, noting that many social media influencers earn more money in these virtual worlds than factory workers can make building physical items.
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Twilio 2010 board deck gives peek at now-public company’s early days
Twilio is best known for its communications API, which allows developers to add messaging, voice or video to their apps with just a small slice of code. The company’s tools are used by customers like Lyft, Airbnb, Salesforce, Box and Duke University.
The former startup went public in 2016 at $15 a share. Yesterday Twilio’s stock closed at $113.90, giving the company a market cap of about $15.6 billion (after a horrendous week on Wall Street). It’s easy to look at its value (among other measures) and declare Twilio a successful public company. But just like every former startup out there, its ascent wasn’t always so certain.
Founded in 2008, Twilio was once a tentative early-stage company feeling its way forward in the market with an unproven product and more future potential than actual results. Recently, the company’s CEO Jeff Lawson shared a Twilio board deck from March 2010.
Naturally, we read through it — how could we not? — but we also decided to analyze it for you, pulling out what we learned and using the snapshot of Twilio’s history to illustrate how far the company has come in the last decade.
The presentation’s original time stamp lands after Twilio’s Series A and just before its Series B, allowing us to see a company molting from a hatchling to something more sturdy that could stand on its own two feet. The company raised $12 million six months after the deck was presented.
To get everyone on the same page, we’ll start with a little history, and then get into the deck itself. Let’s go!
Where Twilio came from
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Stonly grabs $3.5 million to make customer support more interactive
Stonly is building a service for customer support teams so that they can share step-by-step guides to solve the most common issues users have. The startup just raised a $3.5 million funding round led by Accel with business angels also participating, such as Eventbrite CTO Renaud Visage and PeopleDoc founders Jonathan Benhamou and Clément Buyse.
The startup isn’t building a chatbot for customer support — chatbots usually don’t understand what you mean and you end up contacting customer support anyway. Stonly believes that scripted guides with multiple questions work much better than both chatbots and intimidating knowledge bases.
But the company is well aware that it isn’t going to replace Zendesk or Intercom overnight. That’s why a Stonly guide is a module that you can embed in your existing tools. The startup currently supports Intercom, Zendesk, Freshdesk and Front.
This way, if somebody contacts you on Front or Intercom, you can reply with a Stonly guide to help your users solve their own issues (at least if it’s a common issue). Stonly is also launching its own more traditional knowledge base powered by Stonly guides so that your client can access common questions through a chat widget.
Putting together a Stonly guide doesn’t require any technical skills. After defining the steps, you can write text, add images, videos and buttons in a web interface. Stonly also supports translations.
And it’s been working well for the startup’s first clients. For instance, Dashlane noticed a 25% decrease in opened tickets for their most frequent issues after using Stonly. Other clients include Devialet, Happn and Calendly.
With today’s funding round, the startup is expanding to the U.S. with a new office in New York and David Rostan, VP of Sales and Marketing at Calendly, is joining as head of revenue.
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VCs bet millions on Microverse, a Lambda School for the developing world
The student loan crisis in the U.S. has left venture capitalists searching for novel approaches to financing higher education, but can the same systems designed for helping coders in Silicon Valley get jobs at Google help underserved students in developing countries become part of a global work force?
Similar to the buzzy San Francisco startup Lambda School, Microverse is a coding school that utilizes ISAs, or Income Share Agreements, as a means of allowing students to learn now and pay later with a fixed percentage of their future salary. Microverse isn’t aiming to compete heavily with Lambda School for U.S. students, however, they are looking more heavily at courting students in developing countries. The startup currently has students in 96 countries, with Mexico, Brazil, Kenya, Nigeria, Cameroon and India among their most represented, CEO Ariel Camus tells TechCrunch.
The pitch of bringing the ISA model worldwide has attracted investor interest. The startup tells TechCrunch it has just closed $3.2 million in seed funding from venture capitalists including General Catalyst and Y Combinator.
Lambda School and its ilk have excited plenty of investors. There has also been plenty of scrutiny and some questions on whether quickly scaling to venture-sized returns or building revenue by selling off securitized ISAs ends up pushing these startups towards cutting corners.
Microverse, for its part, is already built quite lean. The program has no full-time instructors. The entire curriculum is a self-guided English-only lesson plan that relies on students that are just months ahead in the program serving as “mentors.” Students are expected to spend eight hours per day pushing through the curriculum with assigned study partners and peer groups, graduating in about eight months on average, Camus says.
“The average starting salary for us — it’s of course lower and that’s expected,” said Camus. “The only way we can offer as good or better learning experience as Lambda or any other campus-based education in the US — with salaries that will usually be lower — is if our costs are lower, and that’s why we have designed the entire system to allow us to scale faster. We don’t have to hire teachers, we don’t have to create content and that allows us to adjust to changes in the market and new technologies much much faster.”
While Lambda School’s ISA terms require students to pay 17% of their monthly salary for 24 months once they begin earning above $50,000 annually — up to a maximum of $30,000, Microverse requires that graduates pay 15% of their salary once they begin making more than just $1,000 per month, though there is no cap on time so students continue payments until they have repaid $15,000 in full. In both startup’s cases, students only repay if they are employed in a field related to what they studied, but with Microverse, ISAs never expire so if you ever enter a job adjacent to your area of study, you are on the hook for repayments. Lambda School’s ISA taps out after five years of deferred repayments.
Without much of the nuance in how Lambda School or Holberton School have structured their ISA terms, Microverse structure seems less amenable, but Camus defends the terms as a necessary means to getting around under-reporting.
“When you use a cap, you’re using using a perverse incentive for under-reporting,” Camus says. “In the U.S. where you can enforce tax reviews, there’s no need to worry about that and I think it’s better if you can cap it, but in most of the developing countries where there is not a strong tax system, it isn’t a possibility.”
For students that qualify terms for repaying this ISA, they are, again, on the hook for $15,000. Charging such a hefty fee for an online course without full-time instructors geared towards students in developing countries could be controversial for a venture-backed startup, but it will also put a heavy burden on the school to keep their students satisfied and help them find employment via its network of career counselors.
The CEO acknowledges the high price of Microverse’s instruction, “It is huge,” but says that the premium is necessary to build a business around getting students in developing countries careers in the global workforce. Microverse is keeping its total number of admitted students small early on so that it can ensure it’s meeting their needs, Camus says, noting that Microverse accepts just 1% of applicants, adding 70-80 students to the program per month.
“This conversation around the ISA in the U.S. that is so hot, you have to frame it in such a different way when you’re talking about students in developing and emerging countries. Like, there are no alternatives,” Camus says. “…if you can find a value proposition that aligns with their goals and gives them some international and professional exposure, that gives them a world-class education… that’s a very compelling proposition.”
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Salesforce grabs Vlocity for $1.33B, a startup with $1B valuation
It’s been a big news day for Salesforce . It announced that co-CEO Keith Block would be stepping down, and that it had acquired Vlocity for $1.33 billion in an all-cash deal.
It’s no coincidence that Salesforce targeted this startup. It’s a firm that builds six industry-specific CRMs on top of Salesforce — communications, media and entertainment, insurance and financial services, health, energy and utilities and government and nonprofits — and Salesforce Ventures was also an investor. This would appear to have been a deal waiting to happen.
Brent Leary, founder and principal analyst at CRM Essentials, says Salesforce saw this as an important target to keep building the business. “Salesforce has been beefing up their abilities to provide industry-specific solutions by cultivating strategic ISV partnerships with companies like Vlocity and Veeva (which is focused on life sciences). But this move signals the importance of making these industry capabilities even more a part of the platform offerings,” Leary told TechCrunch.
Ray Wang, founder and principal analyst at Constellation Research, also liked the deal for Salesforce. “It’s a great deal. Vlocity gives them the industries platform they need. More importantly, it keeps Google from buying them and [could generate] $10 billion in additional industries revenue growth over next four years,” he said.
Vlocity had raised about $163 million on a valuation of around $1 billion as of its most recent round, a $60 million Series C last March. If $1.33 billion seems a little light, given what Vlocity is providing the company, Wang says it’s because Vlocity needed Salesforce more than the other way around.
“Vlocity on its own doesn’t have as big a future without Salesforce. They have to be together. So Salesforce doesn’t need to buy them. They could keep building out, but it’s better for them to buy them now,” Wang said.
Still, the company was valued at $1 billion just under a year ago, and sold for $1.33 billion after raising $163 million. That means it received 8.2x total invested capital ($1.33 billion/ $163 million invested capital), which isn’t a bad return.
In a blog post on the Vlocity website, founder and CEO David Schmaier put a positive spin on the deal. “Upon the close of the transaction, Vlocity — this wonderful company that we, as a team, have created, built, and grown into a transformational solution for six of the most important industries in the enterprise — will become part of Salesforce,” he wrote.
Per usual, the deal will be predicated on regulatory approval and close some time during Salesforce’s second quarter in fiscal 2021.
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Samsung’s Galaxy S20 Ultra is a lot of phone for a lot of money
Let’s talk about money. More specifically, let’s talk about how much things cost. A few years back, the price of flagship smartphones leapt above the $1,000 threshold, owing largely to the cost of screen technology. It’s a tough calculus, but that’s the price of innovation.
The rising cost of smartphones is largely regarded as a major contributing factor to flagging smartphone sales. Phones have gotten better and last longer, and with four-digit prices, users are far less compelled to upgrade every two years or so.
Samsung knows this as well as anyone. Along with its usual array of budget phones, the company’s gone to great lengths to offer “budget flagships,” a relatively new category that aims to find the sweet spot between high-end features and less-impressive components, first through the S10e and now its new lite devices.
The Galaxy S20 Ultra is decidedly not that. It’s a picture of smartphone opulence in an era of declining smartphone sales. It’s yet another new tier in the company’s ballooning flagship smartphone line(s) designed to reestablish Samsung’s place in the bleeding edge of mobile technologies, while appealing to those with a little extra money to spend in order to future-proof their devices.
“A little more” here being defined as starting at $1,399. Or $1,599, if you’re, say, feeling extra flush after your tax returns and looking to upgrade to 512GB from the default 128GB. As for what top of the line means these days, that, too, has changed. Samsung was ahead of the curve by introducing multiple 5G phones last year. At the time, the handsets were, understandably, confined to the top tier, due to both cost of hardware and the general lack of global coverage.
For 2020, it’s 5G across the board, on all S20 models, so the kitchen sink Ultra needs to find ways to further set itself apart from the S20+. There are a few keys areas in which the Ultra sets itself apart. First and most immediate is size. Along with increased prices, the other thing you can count on, like clockwork, is bigger displays. The good news is that Samsung’s hardware advances have kept the footprint roughly the size of the last generation of devices.
Samsung continues to impress on that front, this time sneaking a roomy 6.9-inch display into a 166.9 x 76 x 8.8 mm; compare that to the 162.6 x 77.1 x 7.9 mm on the 6.7-inch S10 5G. The thick profile is almost certainly due to a larger battery. The 4,500 mAh found on last year’s device and this year’s S20+ is upgraded to a beefy 5,000 mAh.
Samsung remains conservative with its own expected battery life, owing to power-hungry features like the big AMOLED with a 120Hz refresh rate and the 5G radio. The company rates the phone as “all-day battery.” It’s a pretty nebulous phrase, all things considered. I suspect there’s still research to be done on the adverse impact of next-gen radios on battery life. With the default settings on (and little to no 5G, owing at least somewhat to some network issues), I found I got about 28 total hours on a charge.
That certainly qualifies for the “all-day” mark, even if it’s a bit disappointing given the massive battery size. But it should definitely get you through a day and then some, with no issues. The other good news on that front is super-fast charging if you use the included wall adapter. I was able to go from zero to fully charged in just under an hour.
The design language is pretty much identical on all three S20s, and honestly, largely unchanged from last year’s model, though Samsung has moved to a hole-punch camera (a generous 40 megapixels for selfies) up front. Flip it around and the biggest difference is immediately apparent. The camera module on the Ultra is, well, ultra. There are four cameras back there, in a lip that occupies about a sixth of the phone’s total surface area.
The S20+’s more than adequate 12MP, 64MP telephoto, 12MP ultra wide and time of flight sensor have been bumped up to a 108MP main, 48MP 10x telephoto, 12MP ultra wide and time of flight. The ToF, mind you, is absent on the plain-old S20, bringing an added sense of depth for bokeh effects and fun tricks like 3D scanning. One also gets the sense that Samsung is very much laying the groundwork for an even stronger play in the AR world, extending beyond the current selection of AR emoji. Though, as with the rest of the industry, mainstream implementation is still slow going.
The biggest thing here — both figuratively and literally — is the telephoto. The camera features a folded telephoto, which is essentially turned on its side to fit the form factor. The camera is capable of a solid 10x hybrid zoom. Using a combination of the hardware and software, the company is able to achieve the 100x “Space Zoom,” versus the other models’ 30x max. It’s impressive all around, but important to note that the claims of “losslessness” only extend to 10x.
Beyond that, things start to degrade. And honestly, by the time you get to 100x, things start looking like a digital Monet painting. You can generally make out the objects, but in most cases, it’s probably not something you’re going to rush out to share on Instagram. For things like nosebleed seats at concerts or sporting events, however, sometimes it’s just enough to remember you’re there.
Honestly, though, I think Samsung is laying the groundwork for future updates, as it is with the ToF sensor. It’s easy to imagine how a 100x zoom coupled with some future imaging AI could lead to some pretty impressive telephoto shots, without the need for an external, optical lens. For now, however, it feels like more of a novelty. Honestly, a number of the upgrades over the S20+ feel a bit like excesses, and none but true devotees need to go all in with the Ultra.
My only momentary hesitation in recommending one of the lower-tier devices over the Ultra are questions of what happens to battery life when you dip below 5,000 mAh. The 120Hz screen is great for things like gaming, but for most users, I’d recommended keeping it off most of the time. That should buy you an extra couple of hours of life, switching to 120Hz when needed and back to 60 the rest of the time.
Ditto for the 108-megapixel camera. For most photos it makes sense to utilize pixel binning, which makes for a small 12-megapixel shot, but allows for a lot more light to be let in on a per pixel basis. Photo are brighter and sharper and the phone does better in low light. Also, the image isn’t gigantic — I forgot to swap the setting for a few photos and didn’t realize how massive they were until I sent them.
The best new photo feature, however, isn’t hardware at all. I’ve long posited that the key to a good imaging feature is simplicity. Cameras keep getting better and offer more features for those who want to shoot more professional photos on their mobile devices. That’s great, and if you’re Google, it means that the legendary Annie Leibovitz will show up to your launch event and sing your device’s praises.
But unless something works out of the box, it’s going to be of little use to a majority of consumers. Single Take is a clever addition to default camera settings that takes a whole bunch of different types of photos at once (provided you can stand still for 10 seconds). You get Live Focus, Timelapse and Ultra-Wide all at once. The camera saves everything to the roll, where you can choose the best image. It’s a larger file, but not huge in the grand scheme of things. For those who don’t want to be a digital hoarder, you can always just go in and manually delete them.
The biggest updates to the S20 line feel like future-proofing. Elements like like 5G, 100x zoom and 8K video record don’t always make a ton of sense as of this writing, but much of Samsung’s biggest plays have been centered around getting out in front of the curve. With 5G, for example, there are still coverage barriers, but with users holding onto their handsets for longer, it’s almost certain that the next-gen wireless technology will be ubiquitous before the time comes for many users to upgrade.
In its current state, however, charging $1,399 and up for the Ultra is a pretty hard ask. Thankfully, however, Samsung has more than enough options for users looking for something a little cheaper. It’s a list that now includes the S10 Lite line and newly discounted standard S10 devices. Features like 100x, on the other hand, are novel, but it’s hard to justify the premium.
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Salesforce co-CEO Keith Block steps down
Salesforce today announced that Keith Block, the company’s co-CEO, is stepping down. This leaves company founder Marc Benioff as the sole CEO and chair of the CRM juggernaut. Block’s bio has already been wiped from Salesforce’s leadership page.
Block stepped into the co-CEO role in 2018, after a long career at the company that saw him become vice chairman, president and director before he took this position. Block spent the early years of his career at Oracle . He left there in 2012 after the release of a number of documents in which he criticized then-Oracle CEO Mark Hurd, who passed away last year.
Industry pundits saw his elevation to the co-CEO role as a sign that Block was next in line as the company’s sole CEO in the future (assuming Benioff would ever step down). After this short tenure as co-CEO, it doesn’t look like that will be the case, but for the time being, Block will stay on as an advisor to Benioff.
“It’s been my greatest honor to lead the team with Marc [Benioff] that has more than quadrupled Salesforce from $4 billion of revenue when I joined in 2013 to over $17 billion last year,” said Block in a canned statement that was surely not written by the Salesforce PR team. “We are now a global enterprise company, focused on industries, and have an ecosystem that is the envy of the industry, and I’m so grateful to our employees, customers, and partners. After a fantastic run I am ready for my next chapter and will stay close to the company as an advisor. Being side-by-side with Marc has been amazing and I’m forever grateful for our friendship and proud of the trajectory the company is on.”
In related news, the company also today announced that it has named former BT Group CEO Gavin Patterson as its president and CEO of Salesforce International.
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Facebook acquires the VR game studio behind one of the Rift’s best titles
Facebook is aiming to build on its VR hardware launches of 2019 with an investment in virtual reality software.
Facebook announced today that it has acquired Bay Area VR studio Sanzaru Games, the developer of “Asgard’s Wrath,” considered by many enthusiasts to be one of the Oculus Rift’s best games. Terms of the deal weren’t disclosed, but the studio will continue to operate its offices in the U.S. and Canada with “the vast majority” of employees coming aboard following the acquisition, Facebook says.
The 13-year-old game studio has created a total of four titles for the Oculus Rift, including “Asgard’s Wrath” and “Marvel Powers United VR,” both of which were at least partially funded by Oculus Studios. Sanzaru has also made a number of titles on console and mobile systems, releasing games structured around their own IP alongside licensed titles for properties like Sonic and Spyro.
Following Facebook’s acquisition of Beat Games in November, the Sanzaru Games purchase showcases Facebook’s continued interest in propping up VR game studios and aligning them around their interests while allowing them to operate independently. While Beat Games’ “Beat Saber” was considered a more mass market title, Sanzaru’s “Asgard’s Wrath” represented a play toward courting serious gamers with a lengthier first-person adventure title.
Facebook has already injected billions of dollars into its VR ambitions and, as the company hopes to build out the content ecosystems of hardware it released last year (including the Oculus Quest and Oculus Rift S), there is little to suggest that their rate of investment will slow in the near future.
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Vimeo’s new app helps small businesses create professional social videos
Vimeo signaled last year its plans to move further into the social video creation and editing space with its acquisition of short-form video editor Magisto. Today, the company is unveiling the results of its work in the months following the deal’s close with the debut of Vimeo Create. The new app includes a set of video creation tools aimed at small businesses and marketers looking to tell their stories using social video, but who lack the resources, time or budget to invest in video production at the scale they need to compete.
With Vimeo Create, available on both the desktop and as an app, businesses choose from pre-made, professionally designed video templates that can be customized to meet their needs. More advanced users could opt to start a new video from scratch, as an alternative.
The app includes a library of stock content to add to videos, including millions of HD video clips, photos and commercially licensed music tracks available for no extra fee, Vimeo says. Businesses also can customize their videos by selecting the colors, fonts, layouts, logos, text captions and calls-to-action they want to use.
The app then leverages AI-powered technology to turn the clips, photos, music and text into a high-quality social video in minutes.
Vimeo Create also simplifies the process of designing videos for different social platforms, where aspect ratios (e.g. square, vertical, horizontal) and format requirements vary. After the video is finalized, users are able to publish across the web — including to Facebook, YouTube, Instagram, Twitter and LinkedIn — as a part of the Vimeo Create workflow.
The move into social video creation is part of Vimeo’s larger strategy of becoming a one-stop shop for companies and individuals who publish videos online. The company has long since abandoned its plans to be a YouTube competitor, instead seeing the potential in the other side of the video market. Today, Vimeo makes money by offering tools and services to video creators both large and small. It has launched tools for uploading and live streaming across social sites and updated its mobile app to include more features previously available only to desktop users, among other things.
Vimeo’s decision to prioritize social video resulted from its own research. The company found that only 22% of small business owners felt they were using enough video. The businesses complained that issues around time, cost and complexity were keeping them from going further. Nearly all (96%) of small business owners said they would create more video if all those friction points were removed.
The service was built using parts of Magisto’s backend and its AI, but the overall app, feature set, content, user interface and integration into Vimeo’s tools were built from the ground up, the company says.
The company hopes Vimeo Create will help it to grow its subscription revenue, as the service is offered as a part of Vimeo’s Pro, Business and Premium membership plans, instead of as a standalone paid or freemium app.
“Video is the most impactful medium we have today for human expression at scale, and businesses
need an online video strategy to reach their customers. But the research is clear: small business owners
and entrepreneurs don’t have the tools, time or budgets to make videos at the volume and quality
needed to compete,” said Vimeo CEO Anjali Sud, in a statement about the launch. “Vimeo Create levels the playing field. It’s a radically simple tool that shortens the distance from idea to execution, so more businesses can have a successful video strategy.”
Vimeo isn’t alone in addressing the social video needs of small businesses. Last fall, Facetune maker Lightricks launched a full suite of apps for small businesses to use for their social media marketing campaigns. There also are dozens of tools for video editing on the market, including those from incumbents, like Adobe and Apple, as well as from others like Magisto, Canva, PicsArt and many more that offer features craved by small business owners like templates, easy editing tools, access to stock content and support for one-click multi-platform publishing, among other things.
Vimeo first launched Vimeo Create into beta back in January, but today it’s available to all across web, iOS and Android.
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