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Imagine a world where you could sell your medical information to a drug company on your terms for a specific purpose like a drug trial. Then imagine you could restrict the company from using that data for anything else, including selling it to other medical data brokers, and enforcing those ownership rules on the blockchain.
That’s what Hu-manity.co, a data ownership startup wants to do and they are putting the pieces in place to create a data marketplace. This is not an easy problem to solve, but co-founder and CEO Richie Etwaru, sees it as a crucial cultural shift in how we treat data.
Etwaru, who wrote a book on using the blockchain and smart contracts in a business context called Blockchain Trust Companies, sees the blockchain as just a small piece of a much broader solution. It can provide a rules engine and enforcement mechanism, but he doesn’t see this as the gist of the company at all.
For Etwaru and Hu-manity it’s about viewing your data as your property, and giving you legal control of it. “We’re starting with the idea that your data is your digital property, and we are allowing you to have the equivalent of a title, like you have for your car,” he explained.
You may be wondering how they can bring this notion to business, which after all has been allowed to use your data for some time without your explicit permission, never mind pay you for it under a set of specific contractual terms. To achieve that, Hu-manity wants to create large pools of users that would make it attractive to the data buyers.
“We are pooling large communities together to be able to notify corporations that don’t respect digital data streams of property, because they take a very business centric view of regulations to opt out, then invite them back into a property centric view of data within the new terms and conditions defined by the marketplace,” he said.
They are starting with health data because Etwaru says that this data is often sold for medical studies, whether you know it or not — albeit with PII removed. The other thing besides market pressure, which could drive companies like big pharma to make contracts with individuals to buy their data, is that they get much better data when they understand the whole patient. Even if they could figure out who the patient is, and it’s becoming increasingly possible with digital fingerprinting, they are legally prohibited from contacting an individual to correct the record or to get a better understanding of their history.
Hu-manity plays a couple of roles here according to Etwaru, For starters, they are attaching a traceable title number to the data. Then they plan to set up the marketplace and help put the seller and buyer together, all the while providing a track and trace mechanism that allows the data owner to ensure their data is being used in a way they wish. In that sense, they are acting as a broker between buyer and seller.
Interestingly, Etwaru admits there is no set market value for this data, at least as of yet, although he believes an individual’s medical data sets could sell for between $200-$400. For now, the company is working with a group of economists to determine the best way to approach pricing. He doesn’t believe it’s a good idea for individuals to negotiate their own terms, and that we should let these market cooperatives determine the value. His company will take 25 percent of the selling price as a brokerage fee, regardless of how it ultimately works.
The company was founded last spring and has raised $5.5 million on a $50 million valuation. There are many issues to work out before that happens, and many ways to stumble along the way, but the company has a compelling vision and it will be interesting to see if it can pull this together and gain market traction.
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Kik made waves last year after a successful $100 million ICO. Now the company has released its first beta product related to its Kin token. Called Kinit, it’s a simple wallet that enables users to earn, store, and spend its tokens.
“Kinit is a fun, easy way to earn Kin, a new cryptocurrency made for your digital life. Earning Kin is just like playing a game, only better, because you get rewarded for completing fun daily activities like surveys, quizzes, interactive videos and more,” reads the Google Play Store description. You can download the app for Android here.
The Kin token is unique for a few reasons. First it is not a traditional ERC-20 token and is instead uses Ethereum for liquidity and the on the Stellar network to improve transaction speed. Further, the company is spending a great deal – about $3 million – to get developers to develop on the token through its KinEcosystem site. The Kinit app is the first effort to get normal users to adopt the tool.
The app makes it possible for users to generate a few dollars in value per day and then exchange those dollars for gift cards and perks. According to CCN, Kik has created a product without a business model and instead it wants to drive the adoption of the token through giveaways.
“Kinit is the first publicly available app dedicated to Kin. Our goal with Kinit is to get Kin into more consumers’ hands. It’s a major step towards making crypto truly consumer-friendly through fun and engaging experiences, and we plan to learn and iterate based on real-world user behavior. We’re excited to get even more people earning and spending Kin — all on the Kin Blockchain,” wrote Rod McLeod, Kik’s VP of communications. The app currently asks you to complete surveys in order to get discounts and gift card codes for products.
With the rise of the product-less ICO it’s clear that Kik has the right idea. By encouraging usage they drive up the token price and token velocity and by launching a general beta full of cutesy imagery and text they are able to avoid the hard questions about developer adoption until far into the future. While the KinIt app is probably not what most Kin holders wanted to see, it’s at least an interim solution while the team builds out sturdier systems.
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Y Combinator wants to lure more companies into the funnel for its accelerator while democratizing free access to startup knowledge. It’s simultaneously moving up and down market to conquer the acceleration space, with both its recent Series A program for more mature startups and $1 million in grants for high potential founders from its extra-early-stage online course.
Today the entrepreneurship academy announced that the third year of its Startup School program will begin August 27, offering a 10-week set of lectures on how to build, grow and monetize a startup. More than 13,000 companies signed up last year, with 2,800 of the best receiving a YC alumni mentor, and 1,587 completing the program with an online Demo Day. It proved a powerful feeder, leading to 38 being admitted to YC’s core accelerator program that charges 7 percent equity for $120,000 in funding. Those included patent law firm Cognition IP, customer feedback platform Thematic and internet service provider Necto.
Startup School 2017’s participants came from around the world
But this year, YC is going to give 100 high-potential companies that complete the course a $10,000 grant for no equity in return. The cash comes from YC’s own bank account, filled from exits of its portfolio companies over the years and other revenue streams. These prizes could pique the interest of more founders around the world and keep them committed to following through with the self-directed learning. Interested companies can sign up here.
“Useful advice around how to grow products, how to sell, all the mechanics for starting a startup . . . there’s unending demand for that,” says Geoff Ralston, a YC partner and founder of RocketMail that was acquired and became Yahoo Mail. “In some countries it’s the only career path available,” he declares with a bit of the hyperbole Silicon Valley is known for. “In the U.S., it’s become way more mainstream than it ever was years ago.”
The last two years’ Startup School programs have included lectures from WhatsApp’s Jan Koum and Box’s Aaron Levie on how to build a product, Stripe’s Patrick Collison and Pinterest’s Ben Silbermann on hiring and culture, and investors Marc Andreessen and Ron Conway on how to raise money. YC won’t be running the program in partnership with Stanford University like last year, but still hopes to reach as many companies.
Box CEO Aaron Levie gives a Startup School lecture on building product
“Getting the most out of Startup School requires putting a lot in. I watched every lecture, took notes, attended all the office hours, and participated in the online community, and it was all worth it,” said Cognition IP co-founder Bryant Lee. “The learning experience will save you a ton of time down the road.”
Beyond the lectures and shot at the grants, YC will be offering participants more than $50,000 in credits to Amazon Web Services and other enterprise tools, plus discounted payment processing from Stripe. Graduates will also receive an online meeting with a YC partner later in the year to help them prep for applying to the core accelerator. Ralston says YC is already accustomed to vetting thousands of applications, so he’s confident it can sift through the Startup School students to find the gems.
The program effectively creates a vacuum that sucks in startups so YC can start forging a relationship with them. That’s critical, as it needs access to the best companies to make its program profitable since so many early-stage startups are destined to fail or end up generating paltry returns as acqui-hires by bigger corporations.
Startup School founders may be paired with a mentor like YC alum Christian Van Der Henst of Platzi for weekly online office hours
When asked if the “school” might delude some young wantrepreneurs, convincing them to abandon traditional higher learning or safer jobs to launch a company, Ralston countered, saying “I have to reject the idea that knowledge about what it takes to start a startup is weaponized or dangerous to people. I think there are way larger risks in the dynamicism and changes in the wold today than the risks of trying to start a startup or work at a startup and learn an incredible set of skills that are valuable in life or business.” At the very least, having their startup blow up in their face should build character.
“It can be tough for people if and when their startup doesn’t work out,” Ralston concludes. “But it can be tough when you work at a company for 10 years and get fired and don’t know where to go from there.”
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Okta, the cloud identity management company, announced today it has purchased a startup called ScaleFT to bring the Zero Trust concept to the Okta platform. Terms of the deal were not disclosed.
While Zero Trust isn’t exactly new to a cloud identity management company like Okta, acquiring ScaleFT gives them a solid cloud-based Zero Trust foundation on which to continue to develop the concept internally.
“To help our customers increase security while also meeting the demands of the modern workforce, we’re acquiring ScaleFT to further our contextual access management vision — and ensure the right people get access to the right resources for the shortest amount of time,” Okta co-founder and COO Frederic Kerrest said in a statement.
Zero Trust is a security framework that acknowledges work no longer happens behind the friendly confines of a firewall. In the old days before mobile and cloud, you could be pretty certain that anyone on your corporate network had the authority to be there, but as we have moved into a mobile world, it’s no longer a simple matter to defend a perimeter when there is effectively no such thing. Zero Trust means what it says: you can’t trust anyone on your systems and have to provide an appropriate security posture.
The idea was pioneered by Google’s “BeyondCorp” principals and the founders of ScaleFT are adherents to this idea. According to Okta, “ScaleFT developed a cloud-native Zero Trust access management solution that makes it easier to secure access to company resources without the need for a traditional VPN.”
Okta wants to incorporate the ScaleFT team and, well, scale their solution for large enterprise customers interested in developing this concept, according to a company blog post by Kerrest.
“Together, we’ll work to bring Zero Trust to the enterprise by providing organizations with a framework to protect sensitive data, without compromising on experience. Okta and ScaleFT will deliver next-generation continuous authentication capabilities to secure server access — from cloud to ground,” Kerrest wrote in the blog post.
ScaleFT CEO and co-founder Jason Luce will manage the transition between the two companies, while CTO and co-founder Paul Querna will lead strategy and execution of Okta’s Zero Trust architecture. CSO Marc Rogers will take on the role of Okta’s Executive Director, Cybersecurity Strategy.
The acquisition allows the Okta to move beyond purely managing identity into broader cyber security, at least conceptually. Certainly Roger’s new role suggests the company could have other ideas to expand further into general cyber security beyond Zero Trust.
ScaleFT was founded in 2015 and has raised $2.8 million over two seed rounds, according to Crunchbase data.
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Google has been fined a record breaking €4.34 billion (~$5BN) by European antitrust regulators for abusing the dominance of its Android mobile operating system.
Competition commissioner Margrethe Vestager has tweeted to confirm the penalty ahead of a press conference about to take place. Stay tuned for more details as we get them.
Fine of €4,34 bn to @Google for 3 types of illegal restrictions on the use of Android. In this way it has cemented the dominance of its search engine. Denying rivals a chance to innovate and compete on the merits. It’s illegal under EU antitrust rules. @Google now has to stop it
— Margrethe Vestager (@vestager) July 18, 2018
In a longer statement about the decision, Vestager said:
Today, mobile internet makes up more than half of global internet traffic. It has changed the lives of millions of Europeans. Our case is about three types of restrictions that Google has imposed on Android device manufacturers and network operators to ensure that traffic on Android devices goes to the Google search engine. In this way, Google has used Android as a vehicle to cement the dominance of its search engine. These practices have denied rivals the chance to innovate and compete on the merits. They have denied European consumers the benefits of effective competition in the important mobile sphere. This is illegal under EU antitrust rules.
In particular, the EC has decided that Google:
The decision also concludes that Google is dominant in the markets for general internet search services; licensable smart mobile operating systems; and app stores for the Android mobile operating system.
During the press conference Vestager said the Commission had determined that Google had breached its competition rules with Android since 2011. (Although its press release also notes that during 2013, after being called out by the Commission, Google gradually stopped making illegal payments to device manufacturers to exclusively pre-install Google Search. “The illegal practice effectively ceased as of 2014,” it adds.)
“The decision today concludes that the restrictions Google imposed on manufacturers and network operators using Android have breached [EU] rules since 2011,” said Vestager. “First that’s because Google’s practices have denied rival search engines the possibility to compete on their merits. They made sure that Google search engine is pre-installed on practically all Android devices, which is an advantage that cannot be matched.
“And by making payments to major manufacturers and network operators on condition that no other search app or search engine was pre-installed — well, then rivals were excluded from this opportunity.”
“Google’s practices also harmed competition and further innovation in the wider mobile space, beyond just Internet search — and that’s because they prevented other mobile browsers from competing effectively with the pre-installed Google Chrome browser.
“Finally they obstructed the development of Android forks. This could have provided a platform for rival search engines as well as other app developers to thrive.”
She raised the example of Amazon’s Android fork, Fire OS, as a rival Android platform that has suffered from Google’s contractual arrangements with device manufacturers.
“In 2012 and 2013 Amazon tried to license to device manufacturers its Android fork, called Fire OS. It wanted to co-operate with manufacturers to increase its chances of commercial success. And manufacturers were interested but due to Google’s restrictions, manufacturers could not launch Fire OS on even a single device,” she said.
“They would have lost the right to sell any Android phone with key Google apps. Nowadays, very few devices run with Fire OS. Namely only those manufactured by Amazon themselves. And this is not a proportionate outcome. Google is entitled to set technical requirements to ensure that functionality and apps within its own Android ecosystem runs smoothly. But these technical requirements cannot serve as a smokescreen to prevent the development of competing Android ecosystems.
“Google cannot have its cake and eat it.”
Vestager also made a point of characterizing Google’s actions as monopolistic towards data, saying that by blocking rival apps and services it “also denied rivals access to valuable data from increased user traffic which in turn could have allowed rivals to improve their products”.
During the press conference she was asked several times about whether breaking up Google might not be a more effective remedy than the cease & desist decision the Commission has reached today — which hands responsibility for Google to come up with a compliance remedy for its illegal behavior with Android (albeit, subject to ongoing monitoring by the Commission).
She replied that she wasn’t sure that breaking up Google would make for an effective competition remedy, arguing there are “no silver bullets” to ensuring competitive markets.
“Here we have a decision that is very clear, which will allow mobile device producers to have a choice — that will us, as consumers, to have a choice as well. That’s what competition is about. And I think that is much more important than a discussion of whether or not breaking up a company would do that,” she said, when asked whether she would exclude the possibility of breaking up Google — so she was sidestepping a direct answer to that.
“I think what will serve competition is for more players to have a real go, to be able to reach consumers so that we can use our choice to find what suits us the best,” she added. “Test out new search engines, new browsers, have maybe a phone that works in a slightly different way [via an Android fork]… maybe the totality of the phone, in the way it was presented, that would work to allow others to compete on the merits, to show consumers what can we do, what have we invented, this is where we put our efforts, this is the that innovation we want to present for you. This I think would enable competition.”
She also emphasized the importance of passing proposed EU legislation related to transparency and fairness for businesses that are reliant on online platforms.
“I think there is a very important discussion which is to discuss how to pass the legislation that my colleagues have tabled — legislation that will ensure that you have transparency and fairness in the business to platform relationship,” she said.
“So that if you’re a business and you find that ‘oh, my traffic has stopped’, that you know why it happened, when it happened and what to do to get your traffic back…. Because this will change the marketplace, and it will change the way we are protected as consumers but also as businesses.”
Google has tweeted an initial reaction to the decision, claiming Android has created “a vibrant ecosystem, rapid innovation and lower prices”.
.@Android has created more choice for everyone, not less. #AndroidWorks pic.twitter.com/FAWpvnpj2G
— Google Europe (@googleeurope) July 18, 2018
A company spokesperson confirmed to us that it will appeal the Commission’s decision.
In a lengthy blog post response, CEO Sundar Pichai expands on the company’s argument that the Android ecosystem has “created more choice, not less” — writing for example:
Today, because of Android, there are more than 24,000 devices, at every price point, from more than 1,300 different brands,including Dutch, Finnish, French, German, Hungarian, Italian, Latvian, Polish, Romanian, Spanish and Swedish
phone makers.The phones made by these companies are all different, but have one thing in common — the ability to run the same applications. This is possible thanks to simple rules that ensure technical compatibility, no matter what the size or shape of the device. No phone maker is even obliged to sign up to these rules — they can use or modify Android in any way they want, just as Amazon has done with its Fire tablets and TV sticks.
He also has a veiled warning about the consequences should Google’s “free distribution” model for Android come unstuck, writing:
The free distribution of the Android platform, and of Google’s suite of applications, is not only efficient for phone makers and operators—it’s of huge benefit for developers and consumers. If phone makers and mobile network operators couldn’t include our apps on their wide range of devices, it would upset the balance of the Android ecosystem. So far, the Android business model has meant that we haven’t had to charge phone makers for our technology, or depend on a tightly controlled distribution model.
The fine is the second major penalty for the ad tech giant for breaching EU competition rules in just over a year — and the highest ever issued by the Commission for abuse of a dominant market position.
In June 2017 Google was hit with a then-record €2.4BN (~$2.7BN) antitrust penalty related to another of its products, search comparison service, Google Shopping. The company has since made changes to how it displays search results for products in Europe.
According to the bloc’s rules, companies can be fined 10 per cent of their global revenue if they are deemed to have breached European competition law.
Google’s parent entity Alphabet reported full year revenue of $110.9 billion in 2017. So the $5BN fine is around half of what the company could have been on the hook for if EU regulators had levied the maximum penalty possible.
The Commission said the size of the fine takes into account “the duration and gravity of the infringement”.
It also specified it had been calculated on the basis of the value of Google’s revenue from search advertising services on Android devices in the European Economic Area (per its own guidelines on fines).
Pressed during the press conference on how the Commission had determined the size of the penalty, which is double the penalty it issued in the Google Shopping case, Vestager emphasized the time period over which it had been going on, the fact of it having three components, and the effect of it, combined with Google’s rising turnover — adding finally for emphasis: “It’s a very serious infringement. It’s a very serious illegal behavior.”
Google will have three months to pay the fine but has confirmed it will appeal the decision — and legal wrangling could drag the process out for many years.
Vestager confirmed that while antitrust fines must technically be paid to the EU within the three month deadline they are placed in a closed account until the end of any appeals process — meaning the money cannot be used in the meanwhile.
So, in the Android case, the $5BN will likely be locked up until the late 2020s — assuming Google’s appeals aren’t successful. Should Google fail to overturn the Commission’s decision in the courts, Vestager said the money would be returned to EU Member States “using the same key as the contribution to the European budget”.
“You can impose a fine if someone has done someone wrong, you cannot impose a fine because you need the money. That would be wrong,” she added. “This of course means that it will take quite some time… if we win in court — and I can assure you we have done our best to make that possible — then, eventually, the money will come back to Member States to serve European citizens.”
Prior to the Commission’s record pair of fines for Google products, its next highest antitrust penalty is a €1.06BN antitrust fine for chipmaker Intel all the way back in 2009.
Yet only last year Europe’s top court ruled that the case against Intel — which focused on it offering rebates to high-volume buyers — should be sent back to a lower court to be re-examined, nearly a decade after the original antitrust decision. So Google’s lawyers are likely to have a spring in their step going into this next European antitrust battle.
The latest EU fine for Android has been on the cards for more than two years, given the Commission’s preliminary findings and consistently prescriptive remarks from Vestager during the course of what has been a multi-year investigation process.
And, indeed, given multiple EU antitrust investigations into Google businesses and business practices (the EU has also been probing Google’s AdSense advertising service — a separate investigation that Vestager today confirmed remains ongoing).
The Commission’s prior finding that Google is a dominant company in Internet search — a judgement reached at the culmination of its Google Shopping investigation last year — is also important, making the final judgement in the Android case more likely because the status places the onus on Google not to abuse its dominant position in other markets, adjacent or otherwise.
Announcing the Google Shopping penalty last summer, Vestager made a point of emphasizing that dominant companies “need to be more vigilant” — saying they have a “special responsibility” to ensure they are not in breach of antitrust rules, and also specifying this applies “in the market where it’s dominant” and “in any other market”. So that means — as here in the Android case — in mobile services too.
While a one-off financial penalty — even one that runs to so many billions of dollars — cannot cause lasting damage to a company as wealthy as Alphabet, of greater risk to its business are changes the regulators can require to how it operates Android which could have a sustained impact on Google if they end up reshaping the competitive landscape for mobile services.
At least that’s the Commission’s intention: To reset what has been judged an unfair competitive advantage for Google via Android, and foster competitive innovation because rival products get a fairer chance to impress consumers. Although it is avoiding prescribing any specific remedies — beyond telling Google to stop it.
For instance Vestager was asked whether the Commission might want Google to send push notifications to existing Android users to highlight alternatives, and thereby offer a remedy to consumers who had already been impacted by the choice constraints it placed on device makers and carriers.
“It is for Google to figure out how to lift this responsibility,” she told reporters. “It’s for them to do this… Google may make that kind of choice [i.e. sending push notifications] — on that we have taken no position.”
However the popularity and profile of Google services suggests that even if Android users are offered a choice as a result of an EU antitrust remedy — such as of which search engine, maps service, mobile browser or even app store to use — most will likely pick the Google-branded offering they’re most familiar with.
That said, the antitrust remedy could have the chance to shift consumers’ habits over time — if, for instance, OEMs start offering Android devices that come preloaded with alternative mobile services, thereby raising the visibility of non-Google apps and services. Which is clearly the Commission’s hope.
Interestingly, Google has been striking deals with Chinese OEMs in recent months — to brings its ARCore technology to markets where its core services are censored and its Play Store is restricted. And its strategy to workaround regional restrictions in China by working more closely with device makers may also be part of a plan to hedge against fresh regulatory restrictions being placed on Android elsewhere.
Complainants in the EU’s earlier Google Shopping antitrust case continue to express displeasure with the outcome of the remedies Google has come up with on that front. And in a pointed statement responding to news that another EU antitrust penalty was incoming for Android, Shivaun Raff, CEO of Foundem, the lead complainant in Google Shopping case, said: “Fines make headlines. Effective remedies make a difference.”
So the devil will be in the detail of the Android remedies that Google comes up with.
“The decision requires Google to bring its illegal conduct to an end within 90 days in an effective manner,” said Vestager today. “At a minimum, our decision requires Google to stop and not to re-engage in the three types of restrictions that I have described. In other words our decision stops Google from controlling which search and browser apps manufacturers can pre-install on Android devices, or which Android operating system they can adopt. But it is Google’s sole responsibility to make sure that it changes its conduct in a way that brings the infringements to an effective end.”
“We will monitor this very closely,” she added, warning that failure to comply would invite further penalty payments — of up to 5% of the average daily turnover of Alphabet for each day of non-compliance, back dated to when the non-compliance started. “Our decision requires Google to change the way it operates and face the consequences of its action.”
Aptoide, one of the original app store complainants — which filed an antitrust complaint with the European Commission in 2014 complaining that Google’s policies did not allow any alternative app stores which competed with the Play Store to be valid content — welcomed today’s decision, albeit cautiously, as a “positive first step”. So there’s a lot of ‘wait and see’ in the air.
CEO Paulo Trezentos told us: “The EU’s ruling justifying our antitrust arguments is a positive first step forward, for a market more open, more competitive and better tailored for the users. It is these types of decisions that push industries to bigger levels and we hope that this will help everyone evolve.”
On the Google Shopping compliance front, Vestager had some additional words of warning for Google — saying: “We have not yet taken a position on whether Google has complied with the decision. And since we haven’t done so this remains very much an open question.”
She also said the Commission is continuing to investigate other elements of Google’s business practices related to other vertical search services.
“I cannot prejudge the outcome of these ongoing investigations,” she said, also citing the ongoing AdSense probe, and adding that they continue to be “a top priority for us”.
The European Commission announced its formal in-depth probe of Android in April 2015, saying then that it was investigating complaints Google was “requiring and incentivizing” OEMs to exclusively install its own services on devices on Android devices, and also examining whether Google was hindering the ability of smartphone and tablet makers to use and develop other OS versions of Android (i.e. by forking the open source platform).
Rivals — banding together under the banner ‘FairSearch‘ — complained Google was essentially using the platform as a ‘Trojan horse’ to unfairly dominate the mobile web. The lobby group’s listing on the EU’s transparency register describes its intent as promoting “innovation and choice across the Internet ecosystem by fostering and defending competition in online and mobile search within the European Union”, and names its member organizations as: Buscapé, Cepic, Foundem, Naspers, Nokia, Oracle, TripAdvisor and Yroo.
On average, Android has around a 70-75% smartphone marketshare across Europe. But in some European countries the OS accounts for an even higher proportion of usage. In Spain, for example, Android took an 86.1% marketshare as of March, according to market data collected by Kantar Worldpanel.
In recent years Android has carved an even greater market share in some European countries, while Google’s Internet search product also has around a 90% share of the European market, and competition concerns about its mobile OS have been sounded for years.
Last year Google reached a $7.8M settlement with Russian antitrust authorities over Android — which required the company to no longer demand exclusivity of its applications on Android devices in Russia; could not restrict the pre-installation of any competing search engines and apps, including on the home screen; could no longer require Google Search to be the only general search engine pre-installed.
Google also agreed with Russian antitrust authorities that it would no longer enforce its prior agreements where handset makers had agreed to any of these terms. Additionally, as part of the settlement, Google was required to allow third parties to include their own search engines into a choice window, and to allowing users to pick their preferred default search engine from a choice window displayed in Google’s Chrome browser. The company was also required to develop a new Chrome widget for Android devices already being used in Russia, to replace the standard Google search widget on the home screen so they would be offered a choice when it launched.
A year after Vestager’s public announcement of the EU’s antitrust probe of Android, she issued a formal Statement of Objections, saying the Commission believed Google has “implemented a strategy on mobile devices to preserve and strengthen its dominance in general Internet search”; and flagging as problematic the difficulty for Android users whose devices come pre-loaded with the Google Play store to use other app stores (which cannot be downloaded from Google Play).
She also raised concerns over Google providing financial incentives to manufacturers and mobile carriers on condition that Google search be pre-installed as the exclusive search provider. “In our opinion, as we see it right now, it is preventing competition from happening because of the strength of the financial incentive,” Vestager said in April 2016.
Google was given several months to respond officially to the antitrust charges against Android — which it finally did in November 2016, having been granted an extension to the Commission’s original deadline.
In its rebuttal then, Google argued that, contrary to antitrust complaints, Android had created a thriving and competitive mobile app ecosystem. It further claimed the EU was ignoring relevant competition in the form of Apple’s rival iOS platform — although iOS does not hold a dominant marketshare in Europe, nor Apple have a status as a dominant company in any EU markets.
Google also argued that its “voluntary compatibility agreements” for Android OEMs are a necessary mechanism for avoiding platform fragmentation — which it said would make life harder for app developers — as well as saying its requirement for Android OEMs to use Google search by default is effectively its payment for providing the suite for free to device makers (given there is no formal licensing fee for Android).
It also couched “free distribution is an efficient solution for everyone” — arguing it lowers prices for phone makers and consumers, while “still letting us sustain our substantial investment in Android and Play”.
In addition, Google sought to characterize open source platforms as “fragile” — arguing the Commission’s approach risked upsetting the “balance of needs” between users and developers, and suggesting their action could signal they favor “closed over open platforms”.
During today’s press conference, Vestager was asked whether she has concerns that the costs of handsets might rise should Google respond to the antitrust remedy by deciding to charge a licensing fee for OEMs to use Android, instead of distributing it for free.
She pointed to the revenue Google generates via the Play Store. “The revenue made from that is quite substantial so I think there is still a possibility for Google to recoup the investment made in developing the Android operating system,” she suggested.
“I think a number of different choices can be made by Google and it is for Google to make these choices,” she added. “What we see in general is that competition makes prices come down, gives you better choices. So you can have a theory that prices will come up, it is as likely that prices will come down because of more competition. The thing is now it’s open — there can be competition as to how this should work. And that’s the very point of the decision.”
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Zoox, a once-secretive self-driving car startup, is closing a $500 million raise at a $3.2 billion post-money valuation, Bloomberg Businessweek reports. Prior to the deal, Zoox was valued at $2.7 billion, Zoox confirmed to TechCrunch. The round, led by Mike Cannon-Brookes of Grok Ventures, brings its total amount of funding to $800 million.
Zoox’s plan, according to Bloomberg, is to publicly deploy autonomous vehicles by 2020 in the form of its own ride-hailing service. The cars themselves will be all-electric and fully autonomous. Meanwhile, ride-hail companies like Uber and Lyft are also working on autonomous vehicles, as well as a number of other large players in the space.
Zoox, which turned four years old this month, is a 500-person company founded by Tim Kentley-Klay and Jesse Levinson. In the meantime, head over to Bloomberg for the full rundown.
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Niantic — the company behind Pokémon GO — is back at it with another acquisition.
After acquiring Escher Reality back in February and Matrix Mill back in June, this morning the company announced it’s acquiring Seismic Games.
Seismic Games is probably best known for its work on Marvel: Strike Force, a mobile, turn-based RPG that has players build battle teams made up of all the big names from the Marvel comic universe.
Niantic’s two biggest games of the foreseeable future — Pokémon GO and Harry Potter: Wizards Unite — both rely heavily on licensed IP. So acquiring a team that already has a wealth of experience with licensed IP — specifically, a team that can walk that fine line of building enough new content to keep the players happy without doing something that sets off the IP owners — makes sense.
No terms of the deal were disclosed.
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For a certain kind of gamer, the premise of No Man’s Sky, that of an endless procedurally generated space universe teeming with life, was intoxicatingly perfect, almost too good to be true. After overselling that dream to the disappointment of just about everybody, Hello Games is back to make amends with a major new update: No Man’s Sky Next.
No Man’s Sky Next will introduce a spate of updates, including long-awaited full multiplayer gameplay, a visual update to improve textures and add detail, first to third-person perspective switching, unlimited base building and command freighters that allow you to create, upgrade and dispatch a fleet of ships from the comfort of your own bridge. You can see a few of those changes implemented in the trailer below.
The update, which will hit on July 24 as a free update to PlayStation and PC, also brings the advent of No Man’s Sky for the Xbox — great news for some console gamers who wanted to check it out without committing to a whole new system.
Whether No Man’s Sky Next will truly flesh out and deepen the innovative exploration game in a satisfying way remains to be seen, but both longtime players and those who followed along with curious hesitation now have something to look forward to. Happily, the wait won’t be long.
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Scott Heiferman, Meetup CEO and co-founder, is today moving into the chairman role at the community-building startup.
Meetup launched in 2003 with a simple goal: to give communities an easy way to meet up in real life. The company has since grown to 40 million members, with 320,000 Meetup groups and around 12,000 Meetups per day around the world.
Late last year, WeWork acquired Meetup for a reported $200 million. According to WeWork, thousands of Meetups were already happening in WeWork locations. Plus, WeWork has been holding its own events focused on community building, so the acquisition seemed like a natural fit.
That said, Heiferman has spent 16 years running Meetup on a day-to-day basis, and is ready to move into a visionary role and appoint someone else to take over leading the team and scaling the company out further. Meetup co-founder Brendan McGovern is moving on from the company, but didn’t share with TechCrunch his future plans.
In the meantime, Meetup is looking for a new CEO.
Here’s what Heiferman had to say in an email to the company:
Team,
Here’s a little summary…
Today I announced I’ll be moving into the role of Chairman at Meetup, and we’re starting the search for a new CEO. Brendan will move on from Meetup at that point.
We hired 100 people so far this year, so we want to add to Meetup’s leadership team. I’ll become Chairman to make room for a new CEO who loves the day-to-day of leading a big team to serve millions of people.
Meanwhile, I’m most obsessed with Meetup reinventing itself to help a billion people create real community in the 2020’s.
The ultimate goal of these changes is for Meetup to have much more positive impact in the world. To be great at the here-and-now. And great at the around-the-corner.
This is a big deal, I know. I care deeply about finding a CEO who will add to this team, grow us, expand us, and make us better than before; a bold move and a fresh generation of leadership.
Scott
FAQs
What’s happening?
We’re looking for a new CEO of Meetup. After we find a new CEO, I’ll move into the role of Chairman. Brendan will move on (when the new CEO comes) to pursue new adventures.
What’s Chairman; what’s CEO?
CEO leads the team and is ultimately responsible for decisions and results. Chairman is involved in strategy and vision.
Why are we looking for a new CEO?
I’ve always been open to the boldest moves to serve our mission — that’s why we joined WeWork last fall. WeWork believes in our potential and they see the incredible opportunity we have to grow and innovate to serve the next 100 million — or billion — members. But to get there, we need more attention and clarity on operational excellence. By stepping into the role of Chairman, where my primary job will be focusing on the vision of serving 10X more people, we can bring in a leader whose primary talent is larger-scale operations and methodical growth processes to complement my skills and accelerate Meetup’s growth.
When is this happening?
The search is kicking off now. It’s a top priority but it could take time to find the right person to join our team. I’m highly involved in the search – as are Shiva Rajaraman and Adam Neumann. I will remain CEO until our new CEO starts, keeping us moving toward our goals.
What are we looking for in a CEO?
It’s a very high bar. Thankfully it’s one of the best jobs in the world. A few of the key criteria:
–Huge belief in our mission and potential
–Success leading a 250+ team to significantly grow a technology product (ideally consumer marketplace/platform/network) by methodically and strategically focusing on key levers
–Operates with the integrity and authenticity that’s always been a part of MeetupWhat will the process be for interviewing and selecting a new CEO?
Shiva, Adam and I are primarily involved in the search and decision. All 12 Meetup Leadteamers will interview final candidates. The new CEO will report to Shiva.
Will there be more changes the leadership team?
There aren’t any changes planned right now. But we’re always open to Changing the Company, and Meetup is going to continue evolving to have the impact we want to have in the world.
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At Google, the company offers a ‘Grab and Go’ program that allows employees to use self-service stations to quickly borrow and return Chromebooks without having to go through a lengthy IT approval process. Now, it’s bringing this same idea to other businesses.
Chromebooks have found their place in education and a number of larger enterprise companies are also getting on board with the idea of a centrally managed device that mostly focuses on the browser. That’s maybe no surprise, given that both schools and enterprises are pretty much looking for the same thing from these devices.
At Google, the system has seen more than 30,000 users that have completed more than 100,000 loans so far.
While Google wants others to run similar programs (and use more Chromebooks in the process) it’s worth noting that this is a limited preview program and that Google isn’t building and selling racks or other infrastructure for this. As a Google spokesperson told us, Google will give companies that want to try this the open source code to build this system and advise them through the setup and deployment. It will also engage with partners to help them build the hardware or set up a ‘Grab and Go’ as a service system.
Employees who want to use one of these ‘Grab and Go’ stations simply pick up a laptop, sign in and move on with their day. When they are done, they simply return the laptop. That’s it. Easy.
That’s not quite as exciting as Google building and selling racks of Chromebooks, but this project is clearly another move to bring Chromebooks to the enterprise. Specifically, Google says that this program is meant for frontline workers who only need devices for a short period of time, as well as shift workers and remote workers.
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