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Eden, the office management platform founded by Joe du Bey and Kyle Wilkinson, is today announcing the launch of several new enterprise software features. The company, which offers a marketplace for office managers to procure services like office cleaning, repairs, etc., is looking to offer a more comprehensive platform.
The software features include a COVID team safety tool that tracks who is coming into the office, and lets them reserve a specific desk to help ensure social distancing precautions are being taken.
“For us, the pandemic really accelerated our plans around enterprise tools,” said Joe du Bey. “We realized by talking to our clients that what they need right now isn’t services. Services are important, but what they really want in this moment is to have software so they can get back into the office.”
Eden is also introducing a service desk ticketing tool to allow workers to make requests or file a ticket for a broken piece of equipment from their own desktop, as well as a visitor management tool and a room booking tool.
The company’s acquisition of Managed By Q, its biggest competitor in the services space, also greatly accelerated its ability to deliver software. Managed By Q, which was acquired by WeWork in 2019 for $220 million, was already on the trajectory of building out software well before its acquisition by Eden, and had itself acquired companies like Hivy to offer SaaS-based tools to customers.
As Eden grows its product portfolio, competition still abounds. Envoy (with just under $60 million in funding) has been in the visitor management space since its inception and is looking to broaden its product portfolio beyond office visitors. UpKeep is charging into the service ticket space with a mobile app to make it easier for service workers within an office to do their job and move seamlessly from task to task. Meanwhile, Robin is in the mix with its own room booking platform.
The point? There is clearly a rush to build out a platform that helps folks manage the physical space of an office and the people within it. Eden, with $40 million in total funding, is well positioned to duke it out for the top spot among a variety of competitors who are angling to ‘do it all.’
“This is a board meeting question: are we fighting too many battles or is comprehensiveness our most important asset?” said du Bey. “We have a completeness to our vision. A lot of our customers are saying they want a few tools from one place versus the very fragmented experience they have today. But there are trade offs in comprehensiveness. It means that someone can can spend all day building a hundred integrations for their app that for us might not be possible. So, there are some really interesting trade offs.”
That’s not without hardship, however. Eden had to layoff about 40 percent of its workforce amid the coronavirus pandemic. And though COVID has slowed growth, du Bey says that revenue in April 2020 was still higher than it was the year prior.
Alongside trying to support marketplace partners and customers through the pandemic, Eden has also introduced new ways to search for service providers, including a way to solicit a bid from black-owned businesses in the wake of the Black Lives Matter movement.
The Eden team is 52 percent female. Black employees represent 12 percent of the workforce, and Latinx employees represent 8 percent of the workforce.
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Facebook is announcing a number of new e-commerce features both within the main Facebook app and on Instagram.
The pandemic has forced many businesses to shift online, and Facebook made a big announcement in May around the ability of merchants to create Facebook Shops that are viewable on both Facebook and Instagram. More recently, Instagram launched a redesigned Shop section, where users can browse products from their favorite brands and creators.
Now the company is bringing a similar experience to the main Facebook app. The company said that in the United States, it’s started testing a new section called Facebook Shop — like Instagram Shop, it’s basically a shopping destination where you can find products from a variety of different businesses. (This is distinct from Facebook Marketplace, which is designed for peer-to-peer sales.)
Director of Product Management George Lee told me the goal is to create something that’s “unique to the Facebook app and the Facebook community.”
Image Credits: Facebook
“That’s not to say that there aren’t learnings across the board,” he said. “[Instagram Shop and Facebook Shop] probably look like slightly different on day one, and the goal is not to have them be cookie cutters of the same experience.”
In addition, the company is announcing new tools for businesses running Facebook Shops, including new design layouts, the ability to see a real-time preview of collections, the ability to automatically create Shops if you’re a new seller and new data in Commerce Manager. Shops will also feature a new messaging option for customers to send sellers a message through Messenger, WhatsApp or Instagram Direct.
On the Instagram side, the company said all sellers in the United States will be able to use the Instagram checkout feature “in the coming weeks,” managed either through Facebook’s Commerce Manager or through partners platforms BigCommerce and Shopify (with more integrations planned). Instagram will waive its selling fee for checkout through the rest of the year.
The company has also been testing a live shopping experience, where businesses can show off products in a live video, while consumers can browse the highlighted products and make purchases. Instagram Live Shopping should now be available to all sellers using Instagram Live Shopping in the United States.
Image Credits: Facebook
“We’ve seen live shopping take off in other parts of the world,” said Instagram’s vice president of product Vishal Shah. “The pandemic has really changed behavior from a consumer perspective, so we’re moving as fast as we can to bring out these tools to help [businesses respond].”
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Apple has filed legal documents opposing Epic’s attempt to have itself reinstated in the iOS App Store, after having been kicked out last week for flouting its rules. Apple characterizes the entire thing as a “carefully orchestrated, multi-faceted campaign” aimed at circumventing — perhaps permanently — the 30% cut it demands for the privilege of doing business on iOS.
Epic last week slyly introduced a way to make in-app purchases in its popular game Fortnite without going through Apple. This is plainly against the rules, and Apple soon kicked the game, and the company’s other accounts, off the App Store. Obviously having anticipated this, Epic then published a parody of Apple’s famous 1984 ad, filed a lawsuit and began executing what Apple describes quite accurately as “a carefully orchestrated, multi-faceted campaign.”
In fact, as Apple notes in its challenge, Epic CEO Tim Sweeney emailed ahead of time to let Apple know what his company had planned. From Apple’s filing:
Around 2am on August 13, Mr. Sweeney of Epic wrote to Apple stating its intent to breach Epic’s agreements:
“Epic will no longer adhere to Apple’s payment processing restrictions.”
This was after months of attempts at negotiations in which, according to declarations from Apple’s Phil Schiller, Epic attempted to coax a “side letter” from Apple granting Epic special dispensation. This contradicts claims by Sweeney that Epic never asked for a special deal. From Schiller’s declaration:
Specifically, on June 30, 2020, Epic’s CEO Tim Sweeney wrote my colleagues and me an email asking for a “side letter” from Apple that would create a special deal for only Epic that would fundamentally change the way in which Epic offers apps on Apple’s iOS platform.
In this email, Mr. Sweeney expressly acknowledged that his proposed changes would be in direct breach of multiple terms of the agreements between Epic and Apple. Mr. Sweeney acknowledged that Epic could not implement its proposal unless the agreements between Epic and Apple were modified.
One prong of Epic’s assault was a request for courts to grant a “temporary restraining order,” or TRO, a legal procedure for use in emergencies where a party’s actions are unlawful, a suit to show their illegality is pending and likely to succeed, and those actions should be proactively reversed because they will cause “irreparable harm.”
If Epic’s request were to be successful, Apple would be forced to reinstate Fortnite and allow its in-game store to operate outside of the App Store’s rules. As you might imagine, this would be disastrous for Apple — not only would its rules have been deliberately ignored, but a court would have placed its imprimatur on the idea that those rules may even be illegal. So it is essential that Apple slap down this particular legal challenge quickly and comprehensively.
Apple’s filing challenges the TRO request on several grounds. First, it contends that there is no real “emergency” or “irreparable harm” because the entire situation was concocted and voluntarily initiated by Epic:
Having decided that it would rather enjoy the benefits of the App Store without paying for them, Epic has breached its contracts with Apple, using its own customers and Apple’s users as leverage.
But the “emergency” is entirely of Epic’s own making…it knew full well what would happen and, in so doing, has knowingly and purposefully created the harm to game players and developers it now asks the Court to step in and remedy.
Epic’s complaint that Apple banned its Unreal Engine accounts as well as Fortnite related ones, Apple notes, is not unusual, considering the accounts share tax IDs, emails and so on. It’s the same “user,” for their purposes. Apple also says it gave Epic ample warning and opportunity to correct its actions before a ban took place. (Apple, after all, makes a great deal of money from the app as well.)
Apple also questions the likelihood of Epic’s main lawsuit (independent of the TRO request) succeeding on its merits — namely that Apple is exercising monopoly power in its rent-collecting on the App Store:
[Epic’s] logic would make monopolies of Microsoft, Sony and Nintendo, just to name a few.
Epic’s antitrust theories, like its orchestrated campaign, are a transparent veneer for its effort to co-opt for itself the benefits of the App Store without paying or complying with important requirements that are critical to protect user safety, security,
and privacy.
Lastly Apple notes that there is no benefit to the public interest to providing the TRO — unlike if, for example, Apple’s actions had prevented emergency calls from working or the like, and there was a serious safety concern:
All of that alleged injury for which Epic improperly seeks emergency relief could disappear tomorrow if Epic cured its breach…All of this can happen without any intervention of the Court or expenditure of judicial resources. And Epic would be free to pursue its primary lawsuit.
Although Apple eschews speculating further in its filings, one source close to the matter suggested that it is of paramount importance to that company to avoid the possibility of Epic or anyone else establishing their own independent app stores on iOS. A legal precedent would go a long way toward clearing the way for such a thing, so this is potentially an existential threat for Apple’s long-toothed but extremely profitable business model.
The conflict with Epic is only the latest in a series going back years in which companies challenged Apple’s right to control and profit from what amounts to a totally separate marketplace.
Most recently Microsoft’s xCloud app was denied entry to the App Store because it amounted to a marketplace for games that Apple could not feasibly vet individually. Given this kind of functionality is very much the type of thing consumers want these days, the decision was not popular. Other developers, industries and platforms have challenged Apple on various fronts as well, to the point where the company has promised to create a formal process for challenging its rules.
But of course, even the rule-challenging process is bound by Apple’s rules.
You can read the full Apple filing below:
Epic v. Apple 4:20-cv-05640… by TechCrunch on Scribd
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Yalochat, a five-year-old, Mexico City-based conversational commerce platform that enables customers like Coca-Cola and Walmart to upsell, collect payments and provide better service to their own customers over WhatsApp, Facebook Messenger and WeChat in China, has closed on $15 million in Series B funding led by B Capital Group.
Sierra Ventures, which led a $10 million Series A financing for the company in early 2019, also participated.
The round isn’t so surprising if Yalochat’s numbers are to be believed. It says that since the beginning of the COVID-19 pandemic, its platform has seen a tenfold increase in volume, and a 650% increase of message volume as more large enterprises — especially outside of the U.S. — use messaging apps to manage some of their sales operations and much of their customer service.
Yalochat is chasing a fast-growing market, too. According to the 10-year-old, India-based market research company MarketsandMarkets, the conversational AI software market should see $4.8 billion in revenue this year and more than triple that amount by 2025.
Certainly, having conglomerates on board is speeding along the company’s growth.
“With Coca-Cola, we started in Brazil and we helped them run their commerce when it comes to talking with small mom-and-pop shops,” says Yalochat founder and CEO Javier Mata, a Columbia University grad who studied engineering and founded three other companies beginning in 2013 before launching Yalochat.
“They had such success running their ordering process that they then took us to Mexico and Colombia, and we’re talking with [them about entering into the] Philippines and India.” Says Mata, “You try to get fast success in one market, then the conglomerate takes you into other areas of business so they can optimize their workflows around sales and customer service in other countries.”
Mata makes the process sound awfully easy, particularly considering that dozens of startups are also focused on conversational commerce and also raising funding right now.
Still, he argues that if you build your product the right way, it becomes a no-brainer for customers.
In pitching companies like Walmart, for example, he says Yalochat would “start with something super simple but high value that they could launch in a week. We’d say, ‘That process for sales that it has taken you years [to organize], we can get it out for you by Friday.’ Then we’d just do it.
“It was low stakes for them to try us out, and as soon as they saw our conversion rates, we were introduced to other [units] with the corporation.” Says Mata, “I think why a lot of other companies haven’t been successful is that [their tech] is not simple or doesn’t really work. We made ours scalable, easy to launch and capable of running smoothly without passing that complexity to end users.”
B Capital is plainly buying what Yalochat is selling. Firm co-founder Eduardo Saverin — who famously co-founded Facebook — calls Mata and his team “phenomenally strong” and suggests there’s little to stop their trajectory right now. “Yalo is an example of a Latin American business that is already today in Asia. And if you’re building a conversational commerce enablement for large enterprises that redefines the way they touch customers — [meaning] messaging applications, the most engaging medium in the world today — should that really be confined to Latin America or Asia? Absolutely not.”
Saverin compares the startup to B Capital itself, which has offices in LA, San Francisco, New York and Singapore.
The firm has already made bets in the U.S., Europe and Asia, since getting off the ground in 2015. Now, with Yalo, it has its first investment that’s principally headquartered in Latin America, as well. “For us,” says Saverin, who grew up in Brazil, “we didn’t start investing everywhere on day one. But that’s the mission.”
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DoorDash is announcing that customers can now order groceries through the DoorDash app from partners including Smart & Final, Meijer and Fresh Thyme. Additional stores like Hy-Vee and Gristedes/D’Agnostino are supposed to be added in the next few weeks.
Through these partnerships, DoorDash says it has a delivery footprint covering 75 million Americans in markets like the San Francisco Bay Area, Los Angeles, Orange County, Sacramento, San Diego, Chicago, Cincinnati, Milwaukee, Detroit and Indianapolis.
DoorDash began delivering from a wide range of convenience stores earlier this year. Fuad Hannon, the company’s head of new verticals, also noted that a number of grocery stores are already part of the DoorDash Drive program, a white-label service where DoorDash handles last-mile delivery.
So Hannon said introducing grocery delivery into the DoorDash app itself is a “natural extension” of those efforts. And in contrast to many other grocery services, the company promises to deliver within an hour of your order.
“There’s no scheduling, no delivery slots, no day-long waits,” he said.
To achieve this, Hannon said DoorDash has created “deep partnerships and commercial relationships” with the grocery stores, coordinating on things like inventory management. “Embedded shoppers” hired from a staffing agency handle the shopping in each store, and the groceries are then delivered by DoorDash’s Dashers.
Image Credits: DoorDash
Hannon said these deliveries will be handled by “the same pool of Dashers” as restaurant delivery. Individual Dashers will decide for themselves when and if they want to take on groceries as well, but he argued that this provides a new opportunity for them, particularly between mealtimes when there’s not much demand for restaurant delivery.
Asked whether there’s any tension with grocery stores in the Drive program that may prefer bringing in customers through their own websites and apps, Hannon argued that customers in the DoorDash app represent “largely different users,” and he said the company is “philosophically agnostic” about whether customers are making purchases through the grocery store’s website/app or through DoorDash.
“DoorDash provides another convenient way for customers to get the value, selection and quality that Smart & Final offers, especially at a time when some are looking to limit trips outside their homes,” said Navin Cotton, Smart & Final’s director of digital commerce, in a statement. “DoorDash’s on-demand grocery service is a nice addition to our online shopping options and with delivery in under an hour, we know Smart & Final customers are going to appreciate it.”
Grocery prices are set by the merchant and should be the same as what you’d find in-store, Hannon said, though perhaps without buy-one-get-one-free offers and others in-store deals. These deliveries are also included in the company’s DashPass subscription, which offers free delivery and reduced service fees.
DoorDash is also offering prepared meals from a longer list of grocery partners, including Wegmans, Hy-Vee, Gelson’s, Kowalski’s, Big Y World Class Markets, Food City, Village Supermarkets, Save Mart, Lucky, Lucky California and Coborn’s.
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The battle between Epic Games and Apple continues, Facebook faces criticism in India and Pinterest appoints its first Black board member. This is your Daily Crunch for August 17, 2020.
The big story: Epic Games files injunction against Apple
Epic’s legal and PR fight with Apple and its App Store policies seems to be escalating. The Fortnite-maker has filed an injunction in U.S. District Court, saying it was notified by Apple that all of its developer accounts and access to developer tools will be cut off at the end of next week.
“[Apple] told Epic that by August 28, Apple will cut off Epic’s access to all development tools necessary to create software for Apple’s platforms — including for the Unreal Engine Epic offers to third-party developers, which Apple has never claimed violated any Apple policy,” Epic’s lawyers said in their court filing.
Fortnite was removed from Apple’s App Store (and the Google Play Store) last week after Epic introduced direct payments. Apple said at the time that it would “make every effort to work with Epic to resolve these violations.”
The tech giants
Facebook faces heat in India after report on hate speech posts — The debate was sparked by a Wall Street Journal report claiming that Facebook’s top public-policy executive in India had opposed applying the company’s hate-speech rules to a member of Indian Prime Minister Narendra Modi’s party.
Pinterest announces first Black board member — Pinterest has appointed Andrea Wishom, president of real estate company Skywalker Holdings and former Harpo Studios executive, to its board of directors.
Google warns users in Australia free services are at risk if it’s forced to share ad revenue with ‘big media’ — Google has fired a lobbying pot-shot at a looming change to the law in Australia that will force it to share ad revenue with local media businesses.
Startups, funding and venture capital
Deepfake video app Reface is just getting started on shapeshifting selfie culture — Reface (previously Doublicat) is an app that uses AI-powered deepfake technology to let users try on another face/form for size.
DST Global pumps $35 million into Asian e-grocer Weee! — The delightfully named startup delivers groceries, like fresh kimchi and Japanese desserts, to major cities across the U.S.
Amex acquires SoftBank-backed Kabbage after tough 2020 for the SMB lender — Amex’s acquisition will include employees, technology and financial data, but “Kabbage’s pre-existing loan portfolio is not included in the purchase agreement.”
Advice and analysis from Extra Crunch
Founders can raise funding before launching a product — I spoke to Precursor Ventures’ Charles Hudson about how to pitch VCs before you’ve built a real product.
Robinhood raises $200M more at $11.2B valuation as its revenue scales — Robinhood already raised capital multiple times this year, including an initial $280 million round at an $8.3 billion valuation, and a later $320 million addition that brought its valuation to $8.6 billion.
How tech can build more resilient supply chains — Coatue’s Caryn Marooney recently made the jump into venture capital.
(Reminder: Extra Crunch is our subscription membership program, which aims to democratize information about startups. You can sign up here.)
Everything else
SpaceX will attempt to break a rocket reusability record with a launch this week — SpaceX is preparing for yet another launch of Starlink satellites on Tuesday.
US Commerce Department updates rules to further limit Huawei’s chip access — The new restrictions follow a similar decree announced in May.
The Daily Crunch is TechCrunch’s roundup of our biggest and most important stories. If you’d like to get this delivered to your inbox every day at around 3pm Pacific, you can subscribe here.
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Though TikTok’s future in the U.S. remains uncertain, the company announced this morning its first music distribution partnership, with indie music distributor UnitedMasters. The deal will allow artists on TikTok to tap into the platform’s ability to make their music go viral, then distribute their songs directly to other music streaming services, like Spotify, Apple Music/iTunes, SoundCloud and YouTube.
The deal allows indie artists to effectively circumvent traditional record labels by reaching young music fans on the social video app, then translate that to charting success.
Already, TikTok has proven its capabilities in this area, having helped push little-known or undiscovered artists to further growth, including Lil Nas X, Ambjaay, StaySolidRocky, Powfu, BENEE, Y2K, bbno$ and others, the company noted in an announcement about the new deal. Meanwhile, artists like Curtis Roach, Curtis Waters, Breland, Tai Verdes, BMW Kenny and others have used TikTok to promote their music. Some, like ppcocaine and Avenue Beat, preview original music directly on the platform. Several emerging artists, like Shuba, Blu DeTiger and Kid Sistr, have even used TikTok as a platform for creative performances.
UnitedMasters, meanwhile, has helped launch the careers of artists like platinum-selling rapper NLE Choppa, plus Lil Tecca, Tobe Nwigwe, Lil XXEL and others. In the past 18 months, it has grown its lineup to over 400,000 artists who have a combined 5 billion streams and over a half million distributed tracks.
UnitedMasters takes a 10% share of revenue for music it distributes, and allows artists to retain their rights. It also works to facilitate relationships between artists and brands. According to the company’s website, UnitedMasters currently works with brands like the NBA, Bose, AT&T, the NFL and others. A newer program, called “Select,” lets UnitedMasters artists pay $5/month instead of the royalty split.
TikTok says its new agreement with UnitedMasters will also involve promoting their artists on its video platform. That means artists will have more opportunities to reach new fans who could then, in turn, use the artists’ music in their videos. TikTok will also add the music from UnitedMasters’ artists, with their permission, to its Commercial Music Library. This catalog gives verified businesses access to royalty-free music for use with their promotional content.
“TikTok artists who are creating music in their bedrooms today will be featured in the Billboard charts tomorrow,” said Ole Obermann, global head of Music at TikTok, in a statement. “Our mission is to help those artists achieve their creative potential and success. This partnership with UnitedMasters gives us a turn-key solution to help artists who are born on TikTok to reach their fans on every music service.”
Trying to work around the labels is a tricky prospect, other music services have found. Spotify, for example, tried offering a tool that would have allowed indie artists to upload their own music directly to its streaming service. But the tool was shut down in less than a year’s time, after beta testing, as its existence complicated Spotify’s label negotiations.
TikTok, however, has different sorts of licensing deals with the major labels because it’s not a streaming service for music, nor a platform for watching official music videos, like YouTube and now, Facebook. Instead, its music deals are reportedly shorter-term agreements than those the labels strike with other tech companies, a Billboard report said. The deals give the video platform the right to use 30-second clips of the record labels’ songs, not full tracks. To date, many of TikTok’s music deals are separate from those its parent company ByteDance inked for its streaming music service, Resso. (A deal with Merlin was a recent exception, however.)
Because of the complicated nature of these sorts of negotiations, it’s unclear how the major labels will react to what appears to be a way for TikTok to eventually route around their cut. By promoting indie artists to help them achieve viral success without a traditional label’s involvement, TikTok could become a launching pad for artists who don’t want a label deal. Instead, TikTok artists would gain access to fans and, eventually, the resulting revenue potential that comes with having a large audience.
This likely won’t go down well with labels, who have already been pushing TikTok to find more ways to generate revenue for music rights holders, as Billboard’s report had noted.
“If you are a musical artist, TikTok is the best place for your music to go viral and UnitedMasters is the best place to sustain it while retaining full ownership of your work,” said Steve Stoute, CEO and founder of UnitedMasters, in a statement about the TikTok partnership. “By combining the two, we create the platform for tomorrow’s stars who will be famous, fiercely independent and wealthy.”
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Facebook joined the growing ranks of companies publicly complaining about the 30% fee that Apple collects on payments made through its App Store.
Those complaints came midway through a blog post about the social network’s new feature supporting paid online events. Facebook said that to support struggling businesses, it won’t be collecting any fees on those events, at least for the next year, which means that those businesses keep 100% of payments on the web and on Android.
But Facebook said that won’t be the case on iOS, due to App Store fees, and it took aim at Apple with surprisingly direct language (at least, direct for a corporate blog post):
We asked Apple to reduce its 30% App Store tax or allow us to offer Facebook Pay so we could absorb all costs for businesses struggling during COVID-19. Unfortunately, they dismissed both our requests and SMBs will only be paid 70% of their hard-earned revenue. Because this is complicated, as long as Facebook is waiving its fees, we will make all fees clear in our products.
iOS purchase flow on left, Android purchase flow on right. Image Credits: Facebook
To that end, the post includes screenshots of how the events payment flow will look on iOS and Android . On Android, it says, “Facebook doesn’t take a fee from this purchase,” while on iOS, it says, “Apple takes 30% of this purchase.”
Facebook said this language is included in the app update “which we submitted to Apple today for approval” — suggesting that there’s a possibility that the update won’t be approved.
This comes just about 24 hours after Fortnite was removed from the App Store, after Epic Games introduced direct payments into its hit title. It seemed like Epic was intentionally trying to provoke a fight, with the company quickly announcing a lawsuit against Apple and releasing a short in-game video parodying Apple’s famous 1984 commercial, with Apple cast as the villain. (The game publisher is in a similar battle with Google and Android.)
While Apple’s 30% fee has been around for as long as the App Store itself, the issue came to the forefront earlier this summer after Basecamp got into a public feud with the company over its subscription email app Hey, for which the developer tried to circumvent App Store fees by only accepting subscription payments on its website.
Apple’s Phil Schiller told us at the time that the controversy was not prompting the company to reconsider any of its rules, which he said were designed for a better app experience — to avoid situations where “you download the app and it doesn’t work.”
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Epic Games takes on Apple, Instagram fixes a security issue and Impossible Foods raises $200 million. This is your Daily Crunch for August 13, 2020.
The big story: Apple removes Fortnite from the App Store
The controversy over Apple’s App Store policies has expanded to include Epic Games and its hit title Fortnite. The company introduced a direct payment option for its in-game currency on mobile, leading Apple to remove the app for violating App Store rules.
“Epic enabled a feature in its app which was not reviewed or approved by Apple, and they did so with the express intent of violating the App Store guidelines regarding in-app payments that apply to every developer who sells digital goods or services,” Apple said.
Epic, meanwhile, said it’s taking legal action against Apple, and that the game’s removal is “yet another example of Apple flexing its enormous power in order to impose unreasonable restraints and unlawfully maintain its 100% monopoly over the iOS In-App Payment Processing Market.”
The tech giants
Bracing for election day, Facebook rolls out voting resources to US users — The hub will centralize election resources for U.S. users and ideally inoculate at least some of them against the platform’s ongoing misinformation epidemic.
Instagram wasn’t removing photos and direct messages from its servers — A security researcher was awarded a $6,000 bug bounty payout after he found Instagram retained photos and private direct messages on its servers long after he deleted them.
Slack and Atlassian strengthen their partnership with deeper integrations — At the core of these integrations is the ability to get rich unfurls of deep links to Atlassian products in Slack.
Startups, funding and venture capital
Impossible Foods gobbles up another $200 million — Since its launch the plant-based meat company has raised $1.5 billion from investors.
Omaze raises $30 million after expanding beyond celebrity campaigns — The Omaze model has shifted away from celebrity-centric campaigns to include fundraisers offering prizes like an Airstream Caravel or a trip to the Four Seasons resort in Bora Bora.
We’re exploring the future of SaaS at Disrupt this year — We’re bringing Canaan Partners’ Maha Ibrahim, Andreessen Horowitz’s David Ulevitch and Bessemer Venture Partners’ Mary D’Onofrio together to help explain how the landscape has changed.
Advice and analysis from Extra Crunch
How to get what you want in a term sheet — Lior Zorea discusses the reality of term sheets.
Five success factors for behavioral health startups — Courtney Chow and Justin Da Rosa of Battery Ventures argue that behavioral health is particularly suited to benefit from the digitization trends COVID-19 has accelerated.
Minted.com CEO Mariam Naficy shares ‘the biggest surprise about entrepreneurship’ — Naficy got into the weeds with us on topics that founders don’t often discuss.
Everything else
Digital imaging pioneer Russell Kirsch dies at 91 — It’s hard to overstate the impact of his work, which led to the first digitally scanned photo and the creation of what we now think of as pixels.
AMC will offer 15-cent tickets when it reopens 100+ US theaters on August 20 — The theater juggernaut announced plans to reopen more than 100 theaters in the U.S. on August 20.
The Daily Crunch is TechCrunch’s roundup of our biggest and most important stories. If you’d like to get this delivered to your inbox every day at around 3pm Pacific, you can subscribe here.
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In May 2020, Intel announced its purchase of Moovit, a mobility as a service (MaaS) solutions company known for an app that stitched together GPS, traffic, weather, crime and other factors to help mass transit riders reduce their travel times, along with time and worry.
According to a release, Intel believes combining Moovit’s data repository with the autonomous vehicle solution stack for its Mobileye subsidiary will strengthen advanced driver-assistance systems (ADAS) and help create a combined $230 billion total addressable market for data, MaaS and ADAS .
Before he was a member of Niantic’s executive team, private investor Omar Téllez was president of Moovit for the six years leading up to its acquisition. In this guest post for Extra Crunch, he offers a look inside Moovit’s early growth strategy, its efforts to achieve product-market fit and explains how rapid growth in Latin America sparked the company’s rapid ascent.
In late 2011, Uri Levine, a good friend from Silicon Valley and founder of Waze, asked me to visit Israel to meet Nir Erez and Roy Bick, two entrepreneurs who had launched an application they had called “the Waze of public transportation.”
By then, Waze was already in conversations to be sold (Google would finally buy it for $1.1 billion) and Uri was thinking about his next step. He was on the board of directors of Moovit (then called Tranzmate) and thought they could use a lot of help to grow and expand internationally, following Waze’s path.
At the time, I was part of Synchronoss Technologies’ management team. After Goldman Sachs and Deutsche Bank took us public in 2006, AT&T and Apple presented us with an idea that would change the world. It was so innovative and secret that we had to sign NDAs and personal noncompete agreements to work with them. Apple was preparing to launch the first iPhone and needed a system where users could activate devices from the comfort of their homes. As such, Synchronoss’ stock became very attractive to the capital markets and ours became the best public offering of 2006.
After six years with Synchronoss while also making some forays into the field of entrepreneurship, I was ready for another challenge. With that spirit in mind, I got on the plane for Israel.
I will always remember the landing at Ben Gurion airport. After 12 hours traveling from JFK, I was called to the front of the immigration line:
“Hey! The guy in the Moovit T-shirt, please come forward!”
For a second, I thought I was in trouble, but then the immigration officer said, “Welcome to Israel! We are proud of our startups and we want the world to know that we are a high-tech powerhouse,” before he returned my passport and said goodbye.
I was completely amazed by his attitude and wondered if I really knew what I was getting into.
At first glance, the numbers seemed very attractive. In 2012, there were roughly seven billion people in the world and only a billion vehicles. Thus, many more people used mass public transport than private and users had to face not only the uncertainty of when a transport would arrive, but also what might happen to them while waiting (e.g., personal safety issues, weather, etc.). Adding more uncertainty: Many people did not know the fastest way to get from point A to point B. As designed, mass public transport was a real nightmare for users.
Uri advised us to “fall in love with the problem and not with the solution,” which is what we tried to do at Moovit. Although Waze had spawned a new transportation paradigm and helped reduce traffic in big cities, mass transit was a much bigger monster that consumed an average of two hours of each day for some people, which adds up to 37 days of each year*!
What would you do if someone told you that in addition to your vacation days, an app could help you find 18 extra days off work next year by cutting your transportation time in half?
* Assumes 261 working days a year, 14 productive hours per day.
Image Credits: Moovit (opens in a new window)
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