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MoviePass is about to roll out its new subscription plan, which will keep prices at $9.95 while imposing a new limit of three movies per month. But it seems that the transition hasn’t been going entirely smoothly.
The Verge reports that several users have complained about previously canceling their plans, only to receive emails from the service suggesting that they were still subscribed.
We reached out to a MoviePass spokesperson, who confirmed that there were “bugs” in the cancellation process, but said they’ve since been fixed:
On Monday, August 13th, we learned that some members encountered difficulty with the cancellation process. We have fixed the bugs that were causing the issue and we have confirmed that none of our members have been opted-in or converted to the new plan without their express permission. In addition, all cancellation requests are being correctly processed and no members were being blocked from canceling their accounts. We apologize for the inconvenience and ask that any impacted members contact customer support via the MoviePass app.
The company also said that all members are being given the option to either opt in to the new plan or cancel their memberships. If someone doesn’t respond by the end of their billing cycle, their subscription will be automatically canceled.
The new plan is part of a broader effort at MoviePass to try to get the company to profitability. In addition to capping monthly tickets, the company is keeping big releases off the service for the first couple of weeks — and apparently, forcing subscribers to choose between only two movies at a given time.
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A group of Tinder founders and executives has filed a lawsuit against parent company Match Group and its controlling shareholder IAC.
The plaintiffs in the suit include Tinder co-founders Sean Rad, Justin Mateen and Jonathan Badeen — Badeen still works at Tinder, as do plaintiffs James Kim (the company’s vice president of finance) and Rosette Pambakian (its vice president of marketing and communications).
We’ve reached out to IAC for comment, as well as Pambakian, who’s served as our main contact at Tinder. We’ll update the post if we hear back.
The suit alleges that IAC and Match Group manipulated financial data in order to create “a fake lowball valuation” (to quote the plaintiffs’ press release), then stripped Rad, Mateen, Badeen and others of their stock options. It points to the removal of Rad as CEO, as well as other management changes, as moves designed “to allow Defendants to control the valuation of Tinder and deprive Tinder optionholders of their right to participate in the company’s future success.”
The lawsuit also alleges that Greg Blatt, the Match CEO who became CEO of Tinder, groped and sexually harassed Pambakian at the company’s 2016 holiday party, supposedly leading the company to “whitewash” his actions long enough for him to complete the valuation of Tinder and its merger with Match Group, and then to announce his departure.
In response, the plaintiffs are asking for “compensatory damages in an amount to be determined at trial, but not less than $2,000,000,000.”
“We were always concerned about IAC’s reputation for ignoring their contractual commitments and acting like the rules don’t apply to them,” Rad said in the release. “But we never imagined the lengths they would go to cheat all the people who built Tinder. The Tinder team — especially the plaintiffs who are currently senior leaders at the company — have shown tremendous strength in exposing IAC/Match’s systematic violation of employees’ rights.”
Update: We’ve just received the following joint statement from IAC and Match Group.
The allegations in the complaint are meritless, and IAC and Match Group intend to vigorously defend against them.
Since Tinder’s inception, Match Group has paid out in excess of a billion dollars in equity compensation to Tinder’s founders and employees. With respect to the matters alleged in the complaint, the facts are simple: Match Group and the plaintiffs went through a rigorous, contractually – defined valuation process involving two independent global investment banks, and Mr. Rad and his merry band of plaintiffs did not like the outcome. Mr. Rad (who was dismissed from the Company a year ago) and Mr. Mateen (who has not been with the Company in years) may not like the fact that Tinder has experienced enormous success following their respective departures, but sour grapes alone do not a lawsuit make. Mr. Rad has a rich history of outlandish public statements, and this lawsuit contains just another series of them. We look forward to defending our position in court.
As-filed complaint.pdf by TechCrunch on Scribd
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Don’t want to get pregnant? There’s a Food and Drug Administration approved app for that. The FDA has just given the go ahead for Swedish app Natural Cycles to market itself as a form of birth control in the U.S.
Natural Cycles was already in use as a way to prevent pregnancy in certain European countries. However, this is the first time a so-called ‘digital contraceptive’ has been approved in America.
The app works using an algorithm based on data given by women using the app such as daily body temperature and monthly menstrual cycles. It then calculates the exact window of days each month a woman is most fertile and therefore likely to conceive. Women can then see which days the app recommends they should avoid having sex or use protection to avoid getting pregnant.
Tracking your cycle to determine a fertile window has long been used to either become pregnant or avoid conceiving. But Natural Cycles put a scientific spin on it by evaluating over 15,000 women to determine its algorithm had an effectiveness rate with a margin of error of 1.8 percent for “perfect use” and a 6 percent failure rate for “typical use.”
What that means is almost two in every 100 women could likely conceive on a different date than the calculated fertile window. That’s not exactly fool-proof but it is higher than many other contraceptive methods. A condom, for instance, has an 18 percent margin of error rate, according to the Centers for Disease Control (CDC).
And though the app makers were able to convince the FDA of its effectiveness, at least one hospital in Stockholm has opened an investigation with Sweden’s Medical Products Agency (MPA) after it recorded 37 unwanted pregnancies among women who said they had been using the app as their contraception method.
“Consumers are increasingly using digital health technologies to inform their everyday health decisions, and this new app can provide an effective method of contraception if it’s used carefully and correctly,” assistant director for the health of women in the FDA’s Center for Devices and Radiological Health Terri Cornelison said in a statement.
However, she also acknowledged there was a margin of error in the app’s algorithm and other contraceptive methods. “Women should know that no form of contraception works perfectly, so an unplanned pregnancy could still result from correct usage of this device,” she said.
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Zombie-like passive consumption of static video is both unhealthy for viewers and undifferentiated for the tech giants that power it. That’s set Facebook on a mission to make video interactive, full of conversation with broadcasters and fellow viewers. It’s racing against Twitch, YouTube, Twitter and Snapchat to become where people watch together and don’t feel like asocial slugs afterward.
That’s why Facebook today told TechCrunch that it’s acqui-hired Vidpresso, buying its seven-person team and its technology but not the company itself. The six-year-old Utah startup works with TV broadcasters and content publishers to make their online videos more interactive with on-screen social media polling and comments, graphics and live broadcasting integrated with Facebook, YouTube, Periscope and more. The goal appears to be to equip independent social media creators with the same tools these traditional outlets use so they can make authentic but polished video for the Facebook platform.
Financial terms of the deal weren’t disclosed, but it wouldn’t have taken a huge price for the deal to be a success for the startup. Vidpresso had only raised a $120,00 in seed capital from Y Combinator in 2014, plus some angel funding. By 2016, it was telling hiring prospects that it was profitable, but also that, “We will not be selling the company unless some insane whatsapp like thing happened. We’re building a forever biz, not a flip.” So either Vidpresso lowered its bar for an exit or Facebook made coming aboard worth its while.
For now, Vidpresso clients and partners like KTXL, Univision, BuzzFeed, Turner Sports, Nasdaq, TED, NBC and others will continue to be able to use its services. A Facebook spokesperson confirmed that customers will work with the Vidpresso team at Facebook, who are joining its offices in Menlo Park, London and LA. That means Facebook is at least temporarily becoming a provider of enterprise video services. But Facebook confirms it won’t charge Vidpresso clients, so they’ll be getting its services for free from now on. Whether Facebook eventually turns away old clients or stops integrating with competing video platforms like Twitch and YouTube remains to be seen. For now, it’s giving Vidpresso a much more dignified end than the sudden shutdowns some tech giants impose on their acquisitions.
“We’ve had a lot of false starts along the way . . . We finally landed on helping create high quality broadcasts back on social media, but we still haven’t realized the full vision yet. That’s why we’re joining Facebook,” the Vidpresso team writes. “This gives us the best opportunity to accelerate our vision and offer a simple way for creators, publishers, and broadcasters to use social media in live video at a high quality level . . . By joining Facebook, we’ll be able to offer our tools to a much broader audience than just our A-list publishing partners. Eventually, it’ll allow us to put these tools in the hands of creators, so they can focus on their content, and have it look great, without spending lots of time or money to do so.”
Facebook Live has seen 3.5 billion broadcasts to date, and they get six times as many interactions as traditional videos. But beyond public figures, game streamers, and the odd moment of citizen journalism, it’s become clear that most users don’t have compelling enough content to stream. Interactivity could take some pressure off the broadcaster by letting the audience chip in.
Facebook already has some interactive video experiments out in the wild. For users, it recently rolled out its Watch Party tool for letting Groups view and chat about videos together. It’s also trying new games like Lip Sync Live and a Talent Show feature where users submit videos of them singing. For creators, Facebook now let streamers earn tips with its new Stars virtual currency, and lets fans subscribe to donating money to their favorite video makers like on Patreon. And on the publisher side, Facebook Live has also built tools to help publishers pull in social media content. It’s even got an interactive video API that it’s developing to allow developers to launch their own HQ Trivia-game shows.
But the last line of Vidpresso’s announcement above explains Facebook’s intentions here, and also why it didn’t just try to build the tools itself. It doesn’t just want established news publishers and TV studios making video for its platform. It wants semi-pro creators to be able to broadcast snazzy videos with graphics, comments and polls that can aesthetically compete with “big video” but that feel more natural. This focus on creators over news outlets aligns with reports of Facebooks head of journalist relations Campbell Brown allegedly saying that Mark Zuckerberg doesn’t care about publishers and that “We are not interested in talking to you about your traffic and referrals any more. That is the old world and there is no going back.” Facebook has contested these reports.
Every internet platform is wising up to the fact that web-native creators who grew up on their sites often create the most compelling content and the most fervent fan bases. Whichever video hub offers the best audience growth, creative expression tools and monetization options will become the preferred destination for creators’ work, and their audiences will follow. Vidpresso could help these creators look more like TV anchors than selfie monologuers, but also help them earn money by integrating brand graphics and tie-ins. Facebook couldn’t risk another tech giant buying up Vidpresso and gaining an edge, or wasting time trying to build interactive video technology and expertise from scratch.
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There is a secret behind every open office in Silicon Valley — and it isn’t the drain on productivity.
Tech companies have been the vanguards for pushing corporate culture forward toward “radical transparency.” Mark Zuckerberg works in a fully transparent four-walled glass office surrounded by the rest of Facebook. Valve got rid of managers and titles so everyone can be their own boss. Startup founders host weekly town halls, Friday all-hands, and AMAs. Companies go to painstaking lengths to signal that they trust their employees – to show that this is your company.
But while your company might adopt an open floor plan and give out free snacks so you can feel closer to your coworkers, they likely don’t want you knowing how much they make, who is affected by the impending layoffs, or whether executives are making the right decisions.
The open office has never been more closed, and tech companies are no different than old corporate America in their authoritarian approach to controlling how their employees should think about issues that matter in the workplace. In fact, it may even be more insidious because it’s tucked away behind the veneer of a cheerful, open office.
This is what makes social network Blind so fascinating. Raw and unfiltered, Blind is the antithesis to HR’s utopic vision of a manageable and orderly corporate culture. Instead, it operates outside the walled gardens of IT with no rules and no official corporate supervision.
With Blind, users are completely anonymous, but are required to submit a verified work email to join a company channel. Inside, they are able to freely ask, discuss, prod, and complain without fear of retribution or judgment.
In short, it’s HR’s worst nightmare, and it’s wildly successful.
Blind’s engagement numbers are staggering. It has over 2 million users, including 43K at Microsoft, 28K at Amazon, and 10K at Google. In South Korea, half of all employees at companies over 200 people are active monthly. The typical monthly active user logs in three to four times per day and spends 35 minutes using the app. At the height of the Susan Fowler scandal, Uber employees were spending almost 3 hours a day on Blind. All that, and the entire company is 38 people.
At the heart of Blind’s magic is something universal to every person who has ever been employed — the duality between our personal selves and our “work” selves, and the human drive to be both intimate and in control of our relationships. There is no place more difficult to navigate this duality than the workplace, where we want to feel loved and understood, but also respected.
Hierarchy, politics, and negative career impacts burden conversations about difficult topics, and so Blind tears these barriers down one employee at a time, affording a space for uninhibited dialogue. More importantly, Blind succeeds as a resource for questions not only company-related, but also around career, family, and life decisions.
Blind is in many ways an evolution of a long lineage of ideas in social networking. It’s unique achievement is the recombination of these different ideas to create a platform that is both a safe space for free and open conversation (via anonymity), along with a vetted, contextually relevant community (via workplace email authentication).
Let’s walk though each of these categories to understand Blind’s success.
Lack of Context (Anonymous + Individual/Personal) – Companies like Yik Yak, Secret, and Whisper pioneered the anonymous social network on the consumer side. However, they were beleaguered by cyberbullying, and served more as a digital exhaust pipe for teenage angst and trolling. Perhaps the most successful semi-anonymous social network today is Reddit, where legions of loyal community members cover every topic imaginable. However, what all of these anonymous communities lack is the critical element of shared context and circumstance.
Put another way, your fellow community members on Reddit may share your interest in ice fishing, but they likely will not understand who you are. As Blind cofounder Kyum Kim puts it, “it’s hard for someone to complain on Reddit about feeling poor while making $200K a year without fear of backlash, but on Blind, your coworkers are in the same income bracket, and likely similar education levels, neighborhoods, etc. They can empathize with your situation.” On Blind, there is a single community (your workplace) that spans multiple topics, and there’s a baseline, tacit understanding of each other’s life circumstances, allowing for deeper conversations.
Self-Promoting (Non-Anonymous + Individual/Personal) – LinkedIn and Quora are useful professional platforms, but because individuals and brands are the stars of these platforms, posturing and self-promotion can be quite frequent. When you ask a question on Quora, you are submitting your inquiry to a body of self-proclaimed experts. While many responses can be genuine, the ultimate currency that drives the platform is credibility and brand building, which inhibit authentic and vulnerable conversations from occurring.
Self-Censored (Non-Anonymous + Employee/Work) – On the enterprise side, Yammer, Jive, and recently Slack have attempted to upgrade the creaky company intranet into the enterprise social network. While these tools might make it easier to connect to your coworkers, the conversations happening on these platforms are no different than before – ultimately, these tools are designed to get work done, not for questioning, debating, or reflecting on how work should be. Conversations about sensitive subjects (e.g. how to deal with a bad manager) are unlikely to happen on a non-anonymous, corporate-sanctioned platform where that same bad manager might well be watching.
Finally, we have Blind. The platform strikes a balance between the freedom of anonymity and the context of a shared workplace. The result is a forum for surprisingly rich, relevant, and authentic conversations. While company channels are accessible only to insiders, a look at Blind’s public site (where you still need a verified work email, but you can chat with anyone outside your company) reveals a flavor for the types of conversations that are possible. An engineer at Amazon recently posted about how to deal with a mid-life crisis, with 42 responses of encouragement and advice. Another employee moving from India has a wife suffering from depression and is seeking help navigating the US healthcare system.
It turns out that where we work is a good proxy for who we are, and our coworkers have been an untapped community of wisdom.
Catalin205 via Getty Images
Blind is by no means perfect. Like all online platforms and particularly anonymous ones, it invites its share of trolls. One look at the “Relationships” section on Blind’s public site and you’ll find questions about how to deal with one-night stands with coworkers and a poll asking guys how many girls they’ve slept with before marriage. While these questions could certainly have come from a genuine place, they are easy fodder for trolls, and the ensuing conversations can be alienating and provide an unnecessary megaphone for toxic bro culture.
Blind acknowledges that these issues exist, but claim that they happen less frequently inside company channels. Because users authenticate with their work emails, cofounders Sunguk and Kim believe that Blind users feel a greater sense of responsibility to each other because they are engaging a real community with shared context and goals.
The vast terrain of cyberspace might suffer from the tragedy of the commons and moral hazard, but within your workplace channel on Blind, your digital community maps onto a physical community – even though you are anonymous. This is evidenced by the successful self-policing on the platform, where 0.5% of all posts have been removed (higher than average for a social media platform), and all of these originated from user-generated flags.
Blind’s success illuminates a reality that is often overlooked: corporations aren’t naturally democratic or transparent. While there are platforms to discuss our roles as individual working professionals (e.g. LinkedIn), there are very few places to gather and organize as employees of companies to collectively bargain for a better workplace.
This is by design. HR, the supposed watchdog of employee wellness, is neither elected nor truly representative, as they must balance the competing goals of being a third party resource for employees while also protecting the company against its employees.
Companies will always be incentivized to maintain an asymmetry of information. Friday all-hands and town halls are heavily scripted by companies. Rarely do we see anyone describing a healthy, transparent culture as a place where employees are freely conversing amongst themselves.
For companies with something to hide, the idea of a public square where conversations happen freely should be alarming. Blind has already been at the center of exposing two major scandals (e.g. the “nut rage” incident by a Korean Air executive and the news that Lyft was spying on its users.)
Blind picks up where labor unions left off and where HR has failed — to serve as a safeguard against corporate overreach, and to provide a protected space for employees to collaborate around solutions to improve the workplace.
For companies, Blind’s rise shouldn’t be seen as bad news. Blind can be a rich source of insight where HR software falls short. While employee engagement surveys have become popular in HR circles (and a crop of well-funded HR tech companies have consequently flooded the market), these practices suffer from the same issues of hosting a town hall. The company decides on the questions asked and interprets the answers given. With Blind, for the first time, HR and executives will have a pulse on employee sentiment that is both real-time and authentic. As Moon puts it, “no company is perfect, and if it was, Blind would not need to exist.”
In short, Blind understands more about your employees than anything in your HR stack.
Where does Blind go from here? Moon and Kyum believe they’re just getting started. Today, Blind is only available in the U.S. and South Korea, and it has been focused on tech companies. Their push into more traditional industries is showing some early signs of success with Johnson & Johnson, Dow Chemical, Barclays, and the US Navy coming online recently. There is still work to do in cleaning up different communities to ensure that conversations are inclusive and not alienating. And of course, Blind has to find a path to becoming a sustainable, revenue-generating company without compromising its integrity with users.
But one can only imagine the potential for Blind if it continues on its path upwards — the anonymous social network that understands who you are, the pulse survey that is authentic and real-time, and the first truly safe and open office made for employees, by employees.
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As tech’s social giants wrestle with antisocial demons that appear to be both an emergent property of their platform power, and a consequence of specific leadership and values failures (evident as they publicly fail to enforce even the standards they claim to have), there are still people dreaming of a better way. Of social networking beyond outrage-fuelled adtech giants like Facebook and Twitter.
There have been many such attempts to build a ‘better’ social network of course. Most have ended in the deadpool. A few are still around with varying degrees of success/usage (Snapchat, Ello and Mastodon are three that spring to mine). None has usurped Zuckerberg’s throne of course.
This is principally because Facebook acquired Instagram and WhatsApp. It has also bought and closed down smaller potential future rivals (tbh). So by hogging network power, and the resources that flow from that, Facebook the company continues to dominate the social space. But that doesn’t stop people imagining something better — a platform that could win friends and influence the mainstream by being better ethically and in terms of functionality.
And so meet the latest dreamer with a double-sided social mission: Openbook.
The idea (currently it’s just that; a small self-funded team; a manifesto; a prototype; a nearly spent Kickstarter campaign; and, well, a lot of hopeful ambition) is to build an open source platform that rethinks social networking to make it friendly and customizable, rather than sticky and creepy.
Their vision to protect privacy as a for-profit platform involves a business model that’s based on honest fees — and an on-platform digital currency — rather than ever watchful ads and trackers.
There’s nothing exactly new in any of their core ideas. But in the face of massive and flagrant data misuse by platform giants these are ideas that seem to sound increasingly like sense. So the element of timing is perhaps the most notable thing here — with Facebook facing greater scrutiny than ever before, and even taking some hits to user growth and to its perceived valuation as a result of ongoing failures of leadership and a management philosophy that’s been attacked by at least one of its outgoing senior execs as manipulative and ethically out of touch.
The Openbook vision of a better way belongs to Joel Hernández who has been dreaming for a couple of years, brainstorming ideas on the side of other projects, and gathering similarly minded people around him to collectively come up with an alternative social network manifesto — whose primary pledge is a commitment to be honest.
“And then the data scandals started happening and every time they would, they would give me hope. Hope that existing social networks were not a given and immutable thing, that they could be changed, improved, replaced,” he tells TechCrunch.
Rather ironically Hernández says it was overhearing the lunchtime conversation of a group of people sitting near him — complaining about a laundry list of social networking ills; “creepy ads, being spammed with messages and notifications all the time, constantly seeing the same kind of content in their newsfeed” — that gave him the final push to pick up the paper manifesto and have a go at actually building (or, well, trying to fund building… ) an alternative platform.
At the time of writing Openbook’s Kickstarter crowdfunding campaign has a handful of days to go and is only around a third of the way to reaching its (modest) target of $115k, with just over 1,000 backers chipping in. So the funding challenge is looking tough.
The team behind Openbook includes crypto(graphy) royalty, Phil Zimmermann — aka the father of PGP — who is on board as an advisor initially but billed as its “chief cryptographer”, as that’s what he’d be building for the platform if/when the time came.
Hernández worked with Zimmermann at the Dutch telecom KPN building security and privacy tools for internal usage — so called him up and invited him for a coffee to get his thoughts on the idea.
“As soon as I opened the website with the name Openbook, his face lit up like I had never seen before,” says Hernández. “You see, he wanted to use Facebook. He lives far away from his family and facebook was the way to stay in the loop with his family. But using it would also mean giving away his privacy and therefore accepting defeat on his life-long fight for it, so he never did. He was thrilled at the possibility of an actual alternative.”
On the Kickstarter page there’s a video of Zimmermann explaining the ills of the current landscape of for-profit social platforms, as he views it. “If you go back a century, Coca Cola had cocaine in it and we were giving it to children,” he says here. “It’s crazy what we were doing a century ago. I think there will come a time, some years in the future, when we’re going to look back on social networks today, and what we were doing to ourselves, the harm we were doing to ourselves with social networks.”
“We need an alternative to the social network work revenue model that we have today,” he adds. “The problem with having these deep machine learning neural nets that are monitoring our behaviour and pulling us into deeper and deeper engagement is they already seem to know that nothing drives engagement as much as outrage.
“And this outrage deepens the political divides in our culture, it creates attack vectors against democratic institutions, it undermines our elections, it makes people angry at each other and provides opportunities to divide us. And that’s in addition to the destruction of our privacy by revenue models that are all about exploiting our personal information. So we need some alternative to this.”
Hernández actually pinged TechCrunch’s tips line back in April — soon after the Cambridge Analytica Facebook scandal went global — saying “we’re building the first ever privacy and security first, open-source, social network”.
We’ve heard plenty of similar pitches before, of course. Yet Facebook has continued to harvest global eyeballs by the billions. And even now, after a string of massive data and ethics scandals, it’s all but impossible to imagine users leaving the site en masse. Such is the powerful lock-in of The Social Network effect.
Regulation could present a greater threat to Facebook, though others argue more rules will simply cement its current dominance.
Openbook’s challenger idea is to apply product innovation to try to unstick Zuckerberg. Aka “building functionality that could stand for itself”, as Hernández puts it.
“We openly recognise that privacy will never be enough to get any significant user share from existing social networks,” he says. “That’s why we want to create a more customisable, fun and overall social experience. We won’t follow the footsteps of existing social networks.”
Data portability is an important ingredient to even being able to dream this dream — getting people to switch from a dominant network is hard enough without having to ask them to leave all their stuff behind as well as their friends. Which means that “making the transition process as smooth as possible” is another project focus.
Hernández says they’re building data importers that can parse the archive users are able to request from their existing social networks — to “tell you what’s in there and allow you to select what you want to import into Openbook”.
These sorts of efforts are aided by updated regulations in Europe — which bolster portability requirements on controllers of personal data. “I wouldn’t say it made the project possible but… it provided us a with a unique opportunity no other initiative had before,” says Hernández of the EU’s GDPR.
“Whether it will play a significant role in the mass adoption of the network, we can’t tell for sure but it’s simply an opportunity too good to ignore.”
On the product front, he says they have lots of ideas — reeling off a list that includes the likes of “a topic-roulette for chats, embracing Internet challenges as another kind of content, widgets, profile avatars, AR chatrooms…” for starters.
“Some of these might sound silly but the idea is to break the status quo when it comes to the definition of what a social network can do,” he adds.
Asked why he believes other efforts to build ‘ethical’ alternatives to Facebook have failed he argues it’s usually because they’ve focused on technology rather than product.
“This is still the most predominant [reason for failure],” he suggests. “A project comes up offering a radical new way to do social networking behind the scenes. They focus all their efforts in building the brand new tech needed to do the very basic things a social network can already do. Next thing you know, years have passed. They’re still thousands of miles away from anything similar to the functionality of existing social networks and their core supporters have moved into yet another initiative making the same promises. And the cycle goes on.”
He also reckons disruptive efforts have fizzled out because they were too tightly focused on being just a solution to an existing platform problem and nothing more.
So, in other words, people were trying to build an ‘anti-Facebook’, rather than a distinctly interesting service in its own right. (The latter innovation, you could argue, is how Snap managed to carve out a space for itself in spite of Facebook sitting alongside it — even as Facebook has since sought to crush Snap’s creative market opportunity by cloning its products.)
“This one applies not only to social network initiatives but privacy-friendly products too,” argues Hernández. “The problem with that approach is that the problems they solve or claim to solve are most of the time not mainstream. Such as the lack of privacy.
“While these products might do okay with the people that understand the problems, at the end of the day that’s a very tiny percentage of the market. The solution these products often present to this issue is educating the population about the problems. This process takes too long. And in topics like privacy and security, it’s not easy to educate people. They are topics that require a knowledge level beyond the one required to use the technology and are hard to explain with examples without entering into the conspiracy theorist spectrum.”
So the Openbook team’s philosophy is to shake things up by getting people excited for alternative social networking features and opportunities, with merely the added benefit of not being hostile to privacy nor algorithmically chain-linked to stoking fires of human outrage.
The reliance on digital currency for the business model does present another challenge, though, as getting people to buy into this could be tricky. After all payments equal friction.
To begin with, Hernández says the digital currency component of the platform would be used to let users list secondhand items for sale. Down the line, the vision extends to being able to support a community of creators getting a sustainable income — thanks to the same baked in coin mechanism enabling other users to pay to access content or just appreciate it (via a tip).
So, the idea is, that creators on Openbook would be able to benefit from the social network effect via direct financial payments derived from the platform (instead of merely ad-based payments, such as are available to YouTube creators) — albeit, that’s assuming reaching the necessary critical usage mass. Which of course is the really, really tough bit.
“Lower cuts than any existing solution, great content creation tools, great administration and overview panels, fine-grained control over the view-ability of their content and more possibilities for making a stable and predictable income such as creating extra rewards for people that accept to donate for a fixed period of time such as five months instead of a month to month basis,” says Hernández, listing some of the ideas they have to stand out from existing creator platforms.
“Once we have such a platform and people start using tips for this purpose (which is not such a strange use of a digital token), we will start expanding on its capabilities,” he adds. (He’s also written the requisite Medium article discussing some other potential use cases for the digital currency portion of the plan.)
At this nascent prototype and still-not-actually-funded stage they haven’t made any firm technical decisions on this front either. And also don’t want to end up accidentally getting into bed with an unethical tech.
“Digital currency wise, we’re really concerned about the environmental impact and scalability of the blockchain,” he says — which could risk Openbook contradicting stated green aims in its manifesto and looking hypocritical, given its plan is to plough 30% of its revenues into ‘give-back’ projects, such as environmental and sustainability efforts and also education.
“We want a decentralised currency but we don’t want to rush into decisions without some in-depth research. Currently, we’re going through IOTA’s whitepapers,” he adds.
They do also believe in decentralizing the platform — or at least parts of it — though that would not be their first focus on account of the strategic decision to prioritize product. So they’re not going to win fans from the (other) crypto community. Though that’s hardly a big deal given their target user-base is far more mainstream.
“Initially it will be built on a centralised manner. This will allow us to focus in innovating in regards to the user experience and functionality product rather than coming up with a brand new behind the scenes technology,” he says. “In the future, we’re looking into decentralisation from very specific angles and for different things. Application wise, resiliency and data ownership.”
“A project we’re keeping an eye on and that shares some of our vision on this is Tim Berners Lee’s MIT Solid project. It’s all about decoupling applications from the data they use,” he adds.
So that’s the dream. And the dream sounds good and right. The problem is finding enough funding and wider support — call it ‘belief equity’ — in a market so denuded of competitive possibility as a result of monopolistic platform power that few can even dream an alternative digital reality is possible.
In early April, Hernández posted a link to a basic website with details of Openbook to a few online privacy and tech communities asking for feedback. The response was predictably discouraging. “Some 90% of the replies were a mix between critiques and plain discouraging responses such as “keep dreaming”, “it will never happen”, “don’t you have anything better to do”,” he says.
(Asked this April by US lawmakers whether he thinks he has a monopoly, Zuckerberg paused and then quipped: “It certainly doesn’t feel like that to me!”)
Still, Hernández stuck with it, working on a prototype and launching the Kickstarter. He’s got that far — and wants to build so much more — but getting enough people to believe that a better, fairer social network is even possible might be the biggest challenge of all.
For now, though, Hernández doesn’t want to stop dreaming.
“We are committed to make Openbook happen,” he says. “Our back-up plan involves grants and impact investment capital. Nothing will be as good as getting our first version through Kickstarter though. Kickstarter funding translates to absolute freedom for innovation, no strings attached.”
You can check out the Openbook crowdfunding pitch here.
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Facebook is invading the blockchain, but how? Back in May, Facebook formed a cryptocurrency team to explore the possibilities, and today it removed a roadblock to revealing its secret plans.
Former head of Messenger David Marcus, who leads the Facebook Crypto team, today announced he was stepping down from the board of Coinbase, the biggest crypto startup. Marcus was formerly the president of PayPal and helped Facebook Messenger adopt chatbot commerce and peer-to-peer payments, so he was both a natural choice for Coinbase’s board and Facebook’s blockchain skunklabs.
Facebook told CoinDesk this was to avoid the appearance of a conflict of interest, which is exactly what it was. Marcus provided a statement to TechCrunch explaining he was stepping down “because of the new group I’m setting up at Facebook around blockchain,” noting that “Getting to know Brian [Armstrong, CEO of Coinbase], who’s become a friend, and the whole Coinbase leadership team and board has been an immense privilege. I’ve been thoroughly impressed by the talent and execution the team has demonstrated during my tenure, and I wish the team all the success it deserves going forward.”
Now Facebook is cleared to start publicly talking about its plans, though it hasn’t yet. “We are still in the very early stages and we are considering a number of different applications for the blockchain. But we don’t have anything else to share at this time,” a Facebook spokesperson tells me. So what could Facebook be building? I see three main consumer-facing opportunities.
Facebook could build a cryptocurrency wallet with its own token that people could use to pay for things with partnered businesses or that they discover through Facebook ads. Because blockchain can make transactions free or very cheap, Facebook and its partners could sidestep the typical credit card processing fees. That would potentially allow Facebook to offer users “3% off purchases made with FaceCoin” or a similar promotion.
Discounts like this could draw users into Facebook’s cryptocurrency feature. It’s well-positioned to run such a scheme thanks to its extensive connections with more than six million advertisers and 65 million businesses that have Facebook Pages. The social network could eat the costs of running the program, passing the transaction fee savings on to the users, while touting partnerships with Facebook Crypto as ways to boost sales for businesses. That could in turn get clients to spend more money on Facebook ads, as the discounts would enhance conversion rates and drive sales.
One thing we know for sure is that Facebook won’t be building on the Stellar protocol. Facebook debunked a Business Insider report saying it was, telling TechCrunch it was not in talks with Stellar or planning to build on it.
Facebook already lets you send friends money through Messenger for free, but only with a connected debit card or PayPal account. Facebook could offer cryptocurrency-based payments between friends to let a wider range of users settle debts for shared dinners or taxis through Messenger. Users might fund their Facebook Crypto wallet once with a payment, possibly with a one-time transaction fee, and then they could send and receive the tokens for free from then on. Blockchain becoming the backbone of peer-to-peer payments could further increase engagement with Messenger for its 1.3 billion users.
Meanwhile, Facebook could also potentially use cryptocurrency to let fans send micropayments to their favorite creators, like video stars and game streamers. Facebook recently debuted its own virtual (not crypto) currency, called Facebook Stars, that users can buy and send to creators, who can then cash them out for one cent each. Facebook takes an undisclosed cut, but gives to the creator the majority of what users spend on Stars.
Facebook could potentially undergird this system with cryptocurrency to alleviate transaction fees and let people tip creators smaller amounts of cash for exclusive content or just to show their appreciation. Facebook started with a minimum of $3 tips at a time so that transaction fees wouldn’t be too high of a percentage of the total purchase. A cryptocurrency solution could let users efficiently tip much smaller amounts, which could lure people toward the behavior. The more money Facebook can deliver to internet celebrities, the more popular ones it can recruit to live on its platform and the more content they’ll produce.
Facebook Stars. Image via KiwiFarm
A top problem in the world of decentralized blockchain apps is how you bring your identity with you. Securely connecting your wallet, blockchain-based virtual goods and biographical info to new dApps can be a laborious process. Users typically have to type in long, complicated alphanumeric keys that are tough to remember and annoying to input. User experience design around identity in the blockchain space lags far behind what we’re used to with mainstream social apps like Facebook Connect, which uses a OAuth single sign-on to let you instantly join apps without creating a new username and password, or filling out a profile and uploading a photo.
Facebook could use its expertise in operating a popular identity platform to ease login to dApps. While the company has faced plenty of privacy issues and attacks on election integrity, Facebook has a strong record of not being traditionally hacked. It hasn’t suffered a massive user data breach like LinkedIn, Twitter and other social networks. Using an overtly centralized identity system to connect with decentralized apps might be counterintuitive, but Facebook could deliver the UX convenience necessary to unlock a new wave of blockchain utility.
For now it’s unclear if Facebook will end up directly competing with Coinbase in the exchange and wallet space, or if it might instead partner with the blockchain mainstay to accelerate its efforts. And on the enterprise engineering side, Facebook could build some decentralized storage infrastructure to cut its massive server bills. But with deep pockets, tons of tech talent and ubiquity amongsts social networkers and businesses, Facebook Crypto’s primary limits are its ambitions and the extent of user trust.
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When Fortnite Battle Royale launched on Android, it made an unusual choice: it bypassed Google Play in favor of offering the game directly from Epic Games’ own website. Most apps and games don’t have the luxury of making this choice – the built-in distribution Google Play offers is critical to their business. But Epic Games believes its game is popular enough and has a strong enough draw to bring players to its website for the Android download instead. In the process, it’s costing Google around $50 million this year in platform fees, according to a new report.
As of its Android launch date, Fortnite had grossed over $180 million on iOS devices, where it had been exclusively available since launching as an invite-only beta on March 15th, before later expanding to all App Store customers.
According to data from app store intelligence firm Sensor Tower, the game has earned Apple more than $54 million thanks to its 30 percent cut of all the in-app spending that takes place on apps distributed in its store.
That’s money Epic Games isn’t apparently willing to give up to Google, when there’s another way.
Unlike Apple, which only allows apps to be downloaded from its own storefront, Google’s platform is more open. There’s a way to adjust an Android device’s settings to download apps and games from anywhere on the web. Of course, by doing so, users are exposed to more security risks, malware infections, and other malicious attacks.
For those reasons, security researchers are saying that Epic Games’ decision sets a dangerous precedent by encouraging people to remove the default security protections from their devices. They’re also concerned that users who look for the game on Google Play could be fooled into downloading suspicious copycat apps that may be trying to take advantage of Fortnite’s absence to scam mobile users.
Google seems to be worried about that, too.
For the first time ever, the company is informing Google Play users that a game is not available for download.
Now, when users search for things like “Fortnite” or “Fortnite Battle Royale,” Google Play will respond that the app is “not available on Google Play.” (One has to wonder if Google’s misspelling of “Royale” as “Royal” in its message was a little eff u to the gamemakers, or just a bit of incompetence.)
In any event, it’s an unusual response on Google’s part – and one it can believably claim was done to serve users as well as protect them from any potential scam apps.
However, the message could lead to some pressure on Epic Games, too. It could encourage consumer complaints from those who want to more easily (or more safely) download the game, as well as from those who don’t understand there’s an alternative method or are confused about how that method works.
In addition, Google is serving up the also hugely popular PUBG Mobile at the top of Fortnite search results followed by other games. In doing so, it’s sending users to another game that can easily eat up users’ time and attention.
For Google, the move by Epic Games is likely troubling, as it could prompt other large games to do the same. While one odd move by Epic Games won’t be a make or break situation for Google Play revenue (which always lags iOS), if it became the norm, Google’s losses could climb.
At present, Google is missing out on millions that will now go directly to the game publisher itself.
Over the rest of 2018, Sensor Tower believes Fortnite will have gained at least $50 million in revenues that would otherwise have been paid out to Google.
The firm expects that when Fortnite rolls out to all supported Android devices, its launch revenue on the platform will closely resemble the first several months of Apple App Store player spending.
It may even surpass it, given the game’s popularity continues growing and the standalone download allows it to reach players in countries where Google Play isn’t available.
Meanwhile, there have been concerns that the download makes it more difficult on users with older Android devices to access the game, because the process for sideloading apps isn’t as straightforward. But Sensor Tower says this will not have a large enough impact to affect Fortnite’s revenue potential in the long run.
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The launch of Fortnite Battle Royale has left Google in a slight predicament. While Google is in no way hard up for cash, Fortnite Battle Royale for Android certainly represented the potential for a relatively big revenue stream for an app. That is, until Epic Games decided it would launch Fortnite for Android from its own website, circumventing the Play Store.
But revenue aside, there’s also the matter of Google probably not liking the idea of huge titles circumventing the Play Store as a precedent. Plus, the lack of Fortnite Battle Royale within the Play Store poses a slight security risk to users, as there are quite a few V-bucks scams and malicious clones looking to capitalize on the popularity of Fortnite.
That’s why the Google Play store now displays a message to users in response to searches for “Fortnite,” “Fortnite Battle Royale” and other similar search queries.
“Fortnite Battle Royal by Epic Games, Inc is not available on Google Play,” reads the message.
That’s right. Google misspelled the “Royale” in Battle Royale. It was likely an honest mistake, but given the fact that Epic Games is making upwards of $300 million in revenue a month, which Google is not getting a cut of, it makes for some fun back-and-forth for us spectators.
Google lists PUBG Mobile, Fortnite’s biggest competitor, at the top of all Fortnite Battle Royale queries, but doesn’t include anything in its message around how to actually find the real Fortnite Battle Royale for Android .
While Google Play’s app review process should catch the vast majority of malicious clones, the message is at least moderately helpful for folks hearing about the Android version of Battle Royale without knowing the details around Epic’s launcher.
For what it’s worth, Fortnite for Android isn’t yet available to everyone. The game launched yesterday as a Samsung exclusive for folks with a Galaxy S 7 or higher, and will become available to all Android phone owners on August 12.
[via 9to5Google]
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Samsung introduced a wide range of gadgets and upgrades today at its Unpacked event in Brooklyn. The overarching theme of the event centered on increased productivity throughout its connected ecosystem with performance improvements across the board.
Here are seven takeaways from Samsung Unpacked:
1. Note 9 rumors are confirmed
Samsung’s latest phablet was introduced this afternoon without much surprise after weeks of leaks, speculation and even a photo of CEO DJ Koh using the phone in public made their rounds online. Little has changed aesthetically on this year’s Note, aside from a few new colors, a shifted fingerprint scanner and a screen that’s a fraction of an inch larger than its predecessor. The one improvement that does stand out, however, is found in the Note’s battery, which now measures 4,000mAh hours — that’s a 700mAh jump over the Note 8. Samsung is on the offensive this time around and made sure to highlight its eight-point safety check the company instituted after the firestorm of Note 7 batteries exploding.
2. Increased functionality on the S-Pen
Samsung’s stylus got its own reboot today with a focus on performance. The company has equipped the S-Pen with Bluetooth low energy, allowing users to untether themselves from the phone and use the stylus as a remote to take pictures, advance slideshows or play music. Samsung also said developers will be able to incorporate BLE into their apps later this year.
3. The new Galaxy Watch seeks mainstream adoption
While Note 9 rumors were swirling leading up to today’s event, Samsung did a better job at keeping its new Galaxy Watch under wraps. The company’s latest smartwatch will come in two sizes, an improvement from previous Samsung watches that were too large for many wrists. Samsung beat Apple to the draw by introducing LTE functionality on the Galaxy Watch and it’s sticking with Tizen as an OS, rather than switching to Android Wear.
4. Bixby gets more conversational
Samsung demoed an updated version of Bixby, the company’s voice assistant that saw much backlash when it was released last year, due to its lackluster performance. Luckily, that’s changed, and at today’s event Samsung showed how Bixby will carry on conversations and answer follow-up questions. The upgrade also features a range of app integrations with Yelp, Uber, Ticketmaster and more, allowing users to make reservations, hail rides and buy tickets even if they don’t have the app installed on their phone. Samsung also noted that Bixby will learn from your past decisions to better serve requests in the future. For example, if you’ve asked for French restaurants in the past, Bixby will generate other French restaurants in future requests related to food.
5. Samsung is (finally) getting into the smart speaker game
Improvements to Bixby were made even more apparent when Samsung unveiled its own smart speaker at today’s event. The Galaxy Home features a cloth covering and a tripod stand with a built-in subwoofer and eight microphones designed for far-field communication that’s seen on other smart speakers. Much like the initial announcement of the HomePod, there wasn’t much information on a release date or price. For now, the product is only listed as “coming soon.”
6. Spotify integration allows for seamless cross-listening experience
To go along with its new smart speaker, Samsung announced a partnership with Spotify, cementing the Swedish streaming service as the preferred music supplier on Samsung devices. Spotify will now be part of the set-up process for Samsung devices, and the integration allows for a seamless cross-devices listening experience within the Samsung ecosystem. The partnership also pins Samsung directly up against Apple and the HomePod’s exclusive integration with Apple Music.
7. Fortnite for Android launches as a Samsung exclusive
At long last, Fortnite is coming to Android this summer. The insanely popular survival game will be available for Galaxy users with an S7 or higher, and the 6.4-inch display on the Note 9 makes for a mobile gaming powerhouse. Starting today, the title will appear on Galaxy devices’ game launcher and will remain a Samsung exclusive until the 12th — at which point it will most likely be available to all Android users.
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