Monthly Archives: November 2020

News: Europe lays out antitrust case against Amazon’s use of big data

The European Commission has laid out a first set of antitrust charges against Amazon focused on its dual role as a platform for other sellers but also a retailer itself on its own platform — and its cumulative use of third party merchant data to underpin Amazon’s own retail decisions. Competition chief Margrethe Vestager said

The European Commission has laid out a first set of antitrust charges against Amazon focused on its dual role as a platform for other sellers but also a retailer itself on its own platform — and its cumulative use of third party merchant data to underpin Amazon’s own retail decisions.

Competition chief Margrethe Vestager said its preliminary conclusion is the ecommerce giant has abused its market position in France and Germany, its biggest markets in the EU, via its use of big data to “illegally distort” competition into online retail markets.

“We do not take issue with the success of Amazon. Or its size. Our concern is very specific business conduct which appears to distort genuine competition,” she said at a press conference announcing the formal charges.

The action stems from a 2015 sectoral ecommerce enquiry carried out by the bloc’s competition division. The Commission subsequently announced a formal investigation of Amazon’s use of data from sellers on its platform in July last year, though it had begun looking into concerns about whether third party sellers were being placed at a data-disadvantage by the ecommerce giant as far back as 2018.

As part of the investigation, EU regulators obtained a massive data set from Amazon — covering over 80M transactions and more than 100M product listings on its European marketplaces — to analyse how its business uses merchant data.

“Amazon is data driven. It’s a highly automated company — where business decisions are based on algorithmic tools,” said Vestager. “Our investigation shows that very granular, real-time business data relating to third party sellers’ listings and transactions on the Amazon platform systematically feed into the algorithm of Amazon’s retail business. It is based on these algorithms that Amazon decides what new products to launch, the price of each individual offer, the management of inventories, and the choice of the best supplier for a product.”

The competition chief said its preliminary concern is thus that third party sellers are unable to compete on the merits as a result of the big data advantage Amazon gleans from its access to third party sellers’ data.

“Amazon has, for example, access to data on the number of ordered and shipped units of sellers’ products, revenues on the marketplace, the number of visits to sellers’ offers, information relating to shipping — including the past performance of the seller, the consumers’ claims on the sellers’ products including the activated guarantees. And Amazon gets this data from every seller, every listed product, every purchase on its platform,” she said. “Our concern is not about Amazon retail — about the insights that Amazon retail has into the sensitive business data of one particular seller. Rather they are about the insights that Amazon retail has about the accumulated business data of more than 800,000 active sellers in the European Union covering more than 1BN products.

“In other words this is a case about big data.”

Vestager said the investigation has shown Amazon is able to aggregate and combine individual seller data in real time and to draw what she described as “precise and targeted” conclusions from it.

That capability gives is a huge advantage over individual sellers on its platform who do not have access to the same level of big data to help their business decisions, is the contention.

“Many retailers will have to invest heavily to identify products of interest and bring them to the consumers — taking risks when they invest in new products or when choosing a specific price level. Our concern is that Amazon can avoid some of those risks by using the data that it has access to,” added Vestager.

Reached for comment on the charges, an Amazon spokesperson sent this statement:

We disagree with the preliminary assertions of the European Commission and will continue to make every effort to ensure it has an accurate understanding of the facts. Amazon represents less than 1% of the global retail market, and there are larger retailers in every country in which we operate. No company cares more about small businesses or has done more to support them over the past two decades than Amazon. There are more than 150,000 European businesses selling through our stores that generate tens of billions of Euros in revenues annually and have created hundreds of thousands of jobs.

Amazon will now have a chance to respond to the charges, after which the Commission will assess the evidence and take a decision on whether it believes there has been an infringement of EU competition law. If it believes there has it has the power to order an end to infringing conduct and impose a fine of up to 10% of a company’s annual worldwide turnover.

In the two markets EU regulators found Amazon to be dominant, with more than 70% of consumers in France and more than 80% in Germany who made online purchases bought something from Amazon in the last 12 months.

Vestager specified the Commission is defining the market as “platforms providing marketplace services” rather than more general retail.

Also today, the commissioner announced a second competition investigation into Amazon — this one focused on the Buy Box and Prime loyalty program. Vestager said regulators decided to split the Amazon cases so an ongoing investigation into the Buy Box and Prime doesn’t slow down progress on the big data probe.

Detailing the concerns around Buy Box and Prime she said: “Looking into Amazon’s data use revealed that Amazon may have set certain rules on its platform that artificially favors both its own retail offers as well as the offers of sellers that use Amazon’s logistics and delivery services. For this reason we have decided to open a second investigation into these business practices.”

The Buy Box appears on Amazon product listing pages — letting Amazon users click to add a product directly to their shopping cart. This means the choice of seller for the product which appears in the box is a key detail.

“The Buy Box is essential,” said Vestager. “It prominently shows you offers for one single seller of a chosen product with the possibility for the consumer to purchase it directly. So winning the Buy Box is crucial for the marketplace sellers as it seems that more than 80% of all transactions on Amazon are channelled through it.”

She also said it’s “of the essence” for retailers to be able to sell their products under Amazon’s Prime label.

“Amazon’s Prime consumers are very important to sellers — not only because they’re a constantly increasing number but also because Prime consumers spend significantly more on Amazon than others would do.”

“Our concern is that Amazon may artificially push retails to use its own related services,” she added — pointing to its logistics and delivery arms — which she said “may potentially lock them deeper into Amazon’s own ecosystem”.

Regulators will therefore be looking into “the potential effects” of the rules set by Amazon for the Buy Box and for Prime. “We want to make sure that sellers that do not use the Amazon logistic and delivery program also have a chance to compete on the merits on Amazon’s platform. We also want to make sure that retailers can shift to competing marketplaces without being locked into the Amazon ecosystem.”

While European regulators move forward with antitrust action related to Amazon’s marketplace practices, the ecommerce giant is also in the antitrust crosshairs of US lawmakers.

Last month it was one of a number of tech giants called out in an antitrust report by the U.S. House Judiciary Committee. The report argues Amazon wields monopoly power over SMEs via its dominance of online retail — which in turn enables it to “self-preference and disadvantage competitors in ways that undermine free and fair competition”.

Amazon’s response to the US committee’s scrutiny was a fierce rebuttal — saying it accounts for only a tiny fraction of global retail and isn’t even the largest US retailer by revenues. It also claimed its interests align with the third party sellers on its platform, denying there’s any conflict of interests.

This story is developing — refresh for updates…

News: Hopin raises $125M for its online events platform on the back of surging growth

This morning Hopin, a startup that provides online events software, announced that it has closed a $125 million Series B round of capital. The new funds come mere months after Hopin raised a $40 million Series A this summer. According to Hopin CEO Johnny Boufarhat, the new capital was raised at a $2.125 billion valuation,

This morning Hopin, a startup that provides online events software, announced that it has closed a $125 million Series B round of capital. The new funds come mere months after Hopin raised a $40 million Series A this summer.

According to Hopin CEO Johnny Boufarhat, the new capital was raised at a $2.125 billion valuation, making Hopin a double unicorn. IVP, a prior investor, and new investor Tiger Global led the round. A host of other investors took part in the round, including Northzone, Salesforce Ventures, Seedcamp, Accel, DFJ Growth, and Coatue.

That the startup raised more capital is not a surprise, this being the third round in 2020 that Hopin has announced. Its virtual events technology caught a tailwind when COVID-19 cancelled travel and in-person events all around the world. Suddenly, Hopin’s vision of hosting events online was the only way to hold confabs. (TechCrunch is a Hopin customer, which had no bearing on our choosing to cover this funding event but felt worth mentioning.)

Its growth surged as 2020 progressed, something TechCrunch reported when Hopin raised its Series A.

When the startup announced its preceding funding round, Hopin said that the number “monthly attendees of events” on its platform had expanded from 16,000 in March to 175,000 in June. Now, according to the company, it has more than 3.5 million users and over 50,000 groups hosting events use its software.

Hopin has big plans. After growing its annual recurring revenue (ARR) from $0 to $20 million in nine months, the startup intends to continue hiring rapidly to double-down on investing in its product. Boufarhat told TechCrunch that more than half of its hires will be technical talent, and that his company is currently about 50% developers.

Hopin’s revenue and valuation growth put it in the topmost tiers of startup performance. It’s a company to watch. And Hopin wants to keep scalin: After growing from a single person to 215 in a year or so, the startup expects to reach 800 staffers in 2021.

Boufarhat also said that Hopin is profitable today — the company was nearly profitable when it raised its February round worth $6.5 million — an impressive feat for a startup growing as quickly as it is.

But what about the future, what happens when a COVID-19 vaccine goes from being good news to being an in-market reality? Boufarhat told TechCrunch that Hopin’s original vision was hybrid events, allowing IRL events to merge with online experiences, we reckon. So, when the world gets a vaccine, Hopin doesn’t see the event as an existential risk to its platform.

Not every event translates online well, Boufarhat explained. The more intimate and personal an event, or “experiential” as the CEO said, the better it probably is as in-person affair. But it’s likely the world of corporate events that are driving Hopin’s growth, and those customers may invest in a hybrid events future when 2021 shakes out. We’ll see.

Looking to the future, Boufarhat wants Hopin to become a platform where other technologies can intersect with the startup. This may be how Hopin works with third-party VR technology, he said. And, the company is adding capabilities around its original events platform like a new “Hopin Events” website that will allow regular folks to sort events by speaker, topic, and other parameters. Perhaps Hopin Events will help drive interest into events that the startup hosts, making its service more attractive over competing companies’ own.

Hopin is somewhat expensively priced for its current ARR. But if it can keep up its rapid growth, the startup may quickly grow into its valuation. Especially if it can keep close to profitability as it scales. Let’s see how far Hopin can get in another quarter or two, and if we can get another ARR number out of the company in early 2021.

News: Alphabet’s X partners with Econet Group to roll out Project Taara wireless light-beam broadband in Africa

Alphabet’s X ‘Moonshot Factory’ subsidiary has a lot of cutting edge projects in development, so it’s always exciting when one of them gets ready for real-world deployment. On Tuesday, X announced that its ‘Project Taara’ high-speed optical wireless broadband endeavor is working with internet provider Econet and its subsidiaries to begin rolling out its tech

Alphabet’s X ‘Moonshot Factory’ subsidiary has a lot of cutting edge projects in development, so it’s always exciting when one of them gets ready for real-world deployment. On Tuesday, X announced that its ‘Project Taara’ high-speed optical wireless broadband endeavor is working with internet provider Econet and its subsidiaries to begin rolling out its tech across Sub-Saharan Africa.

This deployment follows a series of small pilots in Kenya specifically, but now Taara and Econet are ready to start adding high-speed wireless optical links to supplement and enhance Econet service reach more broadly, starting with Liquid Telecom customers in Kenya. Taara is yet another approach to extending the reach of broadband networks to parts of the Earth that have typically not had access or high-speed connections, due primarily to infrastructure challenges.

X’s Taara is essentially a fiber optic network cable without the cable – it uses a narrow, invisible beam of light to transmit data between two terminals that can span up to nearly 12.5 miles, while providing transfer speeds up to 20 Gbps, which means they can be used to connect thousands of customers or households while providing speeds high enough for streaming high quality video.

Image Credits: X, the moonshot factory

Taara’s technology can essentially be used to patch gaps in traditional fiber optic networks, spanning rivers or crossing terrain that would be hard or impossible to span using either under or aboveground cable. They do require unbroken line of sight, so X sets them atop tall structures to help ensure that’s achieved, and it also means they’re best suited to plugging holes in traditional networks, not necessarily building out entirely new ones. But contrasted to efforts like Alphabet’s Loon stratospheric balloons or SpaceX’s Starlink satellite-based network, it’s relatively easy and cheap to get this up and running and working with existing network infrastructure.

X has been piloting Taara in a number of deployments around the world, but this is a sign that it’s maturing towards a commercialization stage that could see it in service as a supplement to existing networks in a lot more places relatively soon.

News: Renewable power represents almost 90% of total global power capacity added in 2020

Bucking the slowdown in most of the power sector caused by responses to the COVID-19 pandemic, renewable energy actually grew in 2020, and will represent about 90% of the total power capacity added for the year, according to the International Energy Agency. A surge in new projects from China and the US led the charge

Bucking the slowdown in most of the power sector caused by responses to the COVID-19 pandemic, renewable energy actually grew in 2020, and will represent about 90% of the total power capacity added for the year, according to the International Energy Agency.

A surge in new projects from China and the US led the charge for renewable power, which will account for almost 200 gigawatts of additional power generating capacity around the world, according to the  IEA’s Renewables 2020.

Big additions came from hydropower, solar and wind. Wind and solar power generating assets are expected to jump by 30% in both China and the US as developers take advantage of incentives that are set to expire.

The agency predicts that India and the European Union will also jump in and add an additional 10% of renewable capacity — marking the fastest period of growth for the industry since 2015.

These supply additions are in part due to the commissioning of projects delayed by the COVID-19 pandemic, which disrupted supply chains and put a stop to construction.

“Renewable power is defying the difficulties caused by the pandemic, showing robust growth while others fuels struggle,” said Dr Fatih Birol, the IEA Executive Director, in a statement. “The resilience and positive prospects of the sector are clearly reflected by continued strong appetite from investors – and the future looks even brighter with new capacity additions on course to set fresh records this year and next.”

Throughout the first ten months of the year, China, India, and the EU have boosted auctioned renewable power capacity by 15% over the year ago period. Meanwhile, shares of publicly traded renewable equipment manufacturers and project developers have been outperforming most stock indices and the overall energy sector, the agency noted.

Much of this success, the agency noted, will require continued political support to work. Expiring incentives could reduce demand, but if governments provide some certainty around the continuation of subsidy programs, solar and wind additions could jump by another 25% by 2022.  With the right policy, solar photovoltaic installations could reach a record 150 gigawatts by 2022, which would be a 40% increase in just about three years.

“Renewables are resilient to the Covid crisis but not to policy uncertainties,” said Dr Birol, in a statement. “Governments can tackle these issues to help bring about a sustainable recovery and accelerate clean energy transitions. In the United States, for instance, if the proposed clean electricity policies of the next US administration are implemented, they could lead to a much more rapid deployment of solar PV and wind, contributing to a faster [decarbonization] of the power sector.”

If the agency’s predictions hold, renewable energy could become the largest source of electricity worldwide by 2025, according to Dr. Birol.

“By that time, renewables are expected to supply one-third of the world’s electricity – and their total capacity will be twice the size of the entire power capacity of China today,” Birol said in a statement.

News: Patreon and Acast partner for patron-only podcast distribution

Patreon and Acast are teaming up to make it easier for podcasters to publish episodes that are only available to the patrons financially supporting them on Patreon. Most paywall solutions for podcasts are pretty clunky or limited. That’s why Acast launched technology last year that allows publishers to release paywalled episodes that listeners can access

Patreon and Acast are teaming up to make it easier for podcasters to publish episodes that are only available to the patrons financially supporting them on Patreon.

Most paywall solutions for podcasts are pretty clunky or limited. That’s why Acast launched technology last year that allows publishers to release paywalled episodes that listeners can access on any podcast app.

Patreon, meanwhile, already supports the creation of a patron-only RSS feed, and Brian Keller, the company’s director of creator success said that “exclusive content is the biggest and most effective benefit that [podcasters] can offer to their members.”

Still, he said that many of the podcasters on Patreon are asking for a better solution, which is where the Acast partnership comes in.

Through the integration, a podcaster can link to their Patreon account in their public podcast show notes. If someone clicks on the link and they aren’t already a patron, they can sign up. If they are a patron, their membership level will be authenticated and they’ll be directed to a listening experience allows them to subscribe, via the podcast app of their choice, to a feed that combines whatever patron-only content they should have access to, plus all the free content included in the public feed.

Patreon + Acast

Image Credits: Acast

So from the patron/listener experience, you should only need to sign up once, then you’ll can get your premium episodes without any extra work. The podcaster, meanwhile, can manage their public and private feeds from a single dashboard, while also getting access to detailed listener data from Acast.

Leandro Saucedo, Acast’s chief strategy and business officer, noted that the companies aren’t forcing any Patreon creators to go down this route. They can still distribute their podcasts with whatever platform or tool they were using before.

“With this partnership in place, we hope that usage will be high as possible, but we’re not forcing anybody into it,” Saucedo said.

At the same time, he suggested that there should be a seamless migration process for any podcasters making the switch to Acast, without requiring any listeners to subscribe to a new feed.

Patreon and Acast have already been beta testing this integration with select podcasts, including  Sleep With Me and 90 Day Gays.

“I love the Acast integration!” said Sleep With Me’s Drew Ackerman in a statement. “The analytics let me know that patrons are listening to the content and give me clear insight into exactly what and how they’re consuming it. It’s secure and easy for patrons to get set up, and the fact that there is only one link to share makes it simple for listeners to find the content and brings new patrons to our membership!”

News: E-scooter startup Tier raises $250 million round led by SoftBank Vision Fund 2

Berlin-based micro-mobility startup Tier has raised a significant Series C round of $250 million. SoftBank Vision Fund 2 is leading the round, which proves that the Vision Fund team is still focused on high-risk, high-potential bets. As a reminder, SoftBank has invested in many late-stage funding rounds through its Vision Fund team. Portfolio companies include

Berlin-based micro-mobility startup Tier has raised a significant Series C round of $250 million. SoftBank Vision Fund 2 is leading the round, which proves that the Vision Fund team is still focused on high-risk, high-potential bets.

As a reminder, SoftBank has invested in many late-stage funding rounds through its Vision Fund team. Portfolio companies include Nuro, Getaround, GetYourGuide, DoorDash, Grab and WeWork. But this is the first time the company is investing in a scooter-sharing startup.

Tier’s existing investors Mubadala Capital, Northzone, Goodwater Capital, White Star Capital, Novator and RTP Global are also participating in today’s funding round. According to the Financial Times, the company is now valued just below $1 billion.

While Tier isn’t a well-known brand in the U.S., the company has been expanding rapidly across Europe. It now operates in 80 cities across ten countries. There are 60,000 electric scooters available in the app.

Like other e-scooter rentals startups, such as Lime, Bird and Dott, Tier lets you unlock a scooter using an app and lock it somewhere else. You get billed by the minute.

With the new influx of cash, the company plans to expand to more cities, deploy more vehicles and launch new products. The startup is also in the process of securing an important credit line to finance more vehicles.

Tier is also trying to differentiate itself from competitors. For instance, the company has been working on the fourth generation of its scooter with user-swappable batteries.

Image Credits: Tier

Most scooter startups already feature swappable batteries integrated in the deck. Micro-mobility companies roam around cities to replace those batteries. But Tier wants to expose those batteries so that users can swap those batteries themselves.

That’s why Tier wants to build energy networks in European cities. Small shops can choose to partner with Tier so that they can offer battery docks with four slots. Users can take a minute at the end of their ride to swap the battery and earn free credit. That battery network is reminiscent of Gogoro’s network of charging stations in Taiwan.

Tier, like Dott, sees itself as a logistics company, not a sharing-economy company. Instead of bringing costs down by relying on underpaid freelancing partners, the company tries to optimize its processes and relies on a centralized system.

As for other differentiating factors, Tier is starting to attach a box below the handlebar to store a foldable helmet for its users. When old scooter models are phased out, Tier sells refurbished scooters to German consumers on myTIER. The company also acquired electric mopeds in Berlin.

According to Business Insider, Tier has been profitable on an EBITDA basis for the third quarter of 2020. But the company reported some losses during the first half of the year. There is some seasonality with scooter rides as people are more likely to ride a scooter during the summer season.

It’s also hard to predict how the market will evolve due to the ongoing COVID-19 pandemic. But Tier now has enough cash to stick around for a while.

News: China proposes antitrust law ahead of Singles’ Day shopping spree

Debates over anti-competitive practices amongst China’s internet firms resurface every year in the lead up to Singles’ Day, a time when online retailers exhaust their resources and deploy sometimes sneaky tactics to attract vendors and shoppers. This year, just a day before the world’s largest shopping festival was scheduled to fall on November 11, China’s

Debates over anti-competitive practices amongst China’s internet firms resurface every year in the lead up to Singles’ Day, a time when online retailers exhaust their resources and deploy sometimes sneaky tactics to attract vendors and shoppers. This year, just a day before the world’s largest shopping festival was scheduled to fall on November 11, China’s market regulator announced a set of draft rules that could rein in the monopolistic behavior of the country’s top internet firms.

Over the years, e-commerce leaders Alibaba, JD.com, Pinduoduo, food delivery platform Meituan, social giant Tencent and other major industry players have been accused of unfair competition to various extent. Behavior targeted by Beijing’s new proposal includes price discrimination among consumers, preferential treatment for merchants who sign exclusive agreements with platforms, and compulsory collection of user data.

Some of China’s largest tech companies saw their shares drop on Tuesday afternoon trading in Hong Kong: Alibaba by 5.1%, JD.com by 8.78%, Meituan by 10.5%, and Tencent by 4.42%.

Meituan, JD.com and Pinduoduo declined to comment on the draft rules. Tencent and Alibaba cannot be immediately reached.

The aim of the regulatory proposal is “to prevent and stop monopolistic practices in internet platforms’ economic activity, to lower compliance costs for law enforcers and business operators, to enhance and improve antitrust regulations on the platform economy, to protect market fairness, to ensure the interests of consumers and society, and to encourage the healthy and continuous development of the platform economy.”

In other words, China wants to restore order in its sprawling internet industry, which has given rise to some of the world’s most valuable companies today. Major laws it weighed in recent years targeting its tech darlings include the e-commerce law passed in 2018 and the data security draft law that was seeking comments earlier this year. Just a few days ago, Beijing abruptly called off Ant Group’s highly anticipated initial public offering, a sign of the authorities’ heightened oversight over the fintech industry.

News: Watch Apple unveil the first ARM-based Mac live right here

Apple is organizing its third event in three months today. The company is holding a (virtual) keynote at 10 AM PT (1 PM in New York, 6 PM in London, 7 PM in Paris). And you’ll be able to watch the event right here as the company is streaming it live. Apple has already announced

Apple is organizing its third event in three months today. The company is holding a (virtual) keynote at 10 AM PT (1 PM in New York, 6 PM in London, 7 PM in Paris). And you’ll be able to watch the event right here as the company is streaming it live.

Apple has already announced at its developer conference that there would be a new Mac with an ARM-based processor this year. So today’s event seems like the perfect opportunity to introduce a new computer with Apple’s own processor.

Similarly, we’ll likely find out when macOS Big Sur is going to be released. The new major update is likely to ship with the new Apple computer. Apple could also use this opportunity for other, smaller announcements. Let’s see if the company has some new accessories to show off.

You can watch the live stream directly on this page, as Apple is streaming its conference on YouTube.

If you have an Apple TV, you don’t need to download a new app. You can open the Apple TV app and find the Apple Events section. It lets you stream today’s event and rewatch old ones.

And if you don’t have an Apple TV and don’t want to use YouTube, the company also lets you live stream the event from the Apple Events section on its website. This video feed now works in all major browsers — Safari, Firefox, Microsoft Edge and Google Chrome.

News: Mirror founder Brynn Putnam on life with Lululemon — and whether or not she sold too soon

Brynn Putnam has a lot to feel great about. A Harvard grad and former professional ballet dancer who opened the first of what have become three high-intensity fitness studios in New York, she then launched a second business in 2016 when — while pregnant with her son — she was exercising at home and couldn’t

Brynn Putnam has a lot to feel great about. A Harvard grad and former professional ballet dancer who opened the first of what have become three high-intensity fitness studios in New York, she then launched a second business in 2016 when — while pregnant with her son — she was exercising at home and couldn’t find a natural way watch a class on her laptop or phone. Her big idea: to install mirrored screens in users’ homes that are roughly eight square feet and through which they can exercise to all manner of streamed and on-demand exercise classes, paying a monthly subscription of just $39 per month.

If you’ve followed the home fitness craze, you already know these Mirrors quickly took off with celebrities, who gushed about the product on social media. Putnam’s company also attracted roughly $75 million in venture funding across several fast rounds. Indeed, by the end of last year, people had bought  “tens of thousands” of Mirrors, according to Putnam, and she was beginning to envision Mirrors as content portals that might feature fashion, enable doctor’s visits, and bring both kids classes and therapy into users’ homes. As she told The Atlantic back in January, “We view ourselves as the third screen in people’s homes.”

Then, in June, the company revealed it had sold for $500 million in cash — including a $50 million earn-out — to the athleisure company Lululemon. For Putnam, the deal was too compelling, allowing her to secure the future of her company, which continues to run as a subsidiary. Investors might have liked it, too, given that it meant a fast return on their investment, not to mention that Mirror had steep competition, including from Peloton, the biggest giant in the home fitness market.

The deal seems to be clicking right now. Just today, Lululemon announced that it is installing Mirrors in 18 of its now 506 U.S. locations, including in San Francisco, Washington, D.C., and Miami. Lulemon hasn’t started selling products directly through Mirror yet, but “shoppable content” is “certainly on our radar,” says Putnam. Meanwhile, Mirror’s revenues, expected earlier this year to reach $100 million, are now on target to surpass $150 million revenue, she says.

Still, as the pandemic has raged on, it’s easy to wonder what the young company might have grown into given the amount of time that people and their children are spending at home and in front of their screens. Late last week, we put the question to Putnam, who continues to manage a team of 125 people. You can listen to the full conversation here.

TC: People who follow the company know why you started Mirror, but how, exactly, did you start Mirror?

BP: In the case of Mirror, I had this concept for the product, and then really, the first step was buying a Raspberry Pi, a piece of one-way glass, and an Android tablet, and assembling it in my in my kitchen to see if this idea in my mind would be able to work and come to life.

TC: Did you take any coding classes? People might not imagine that a former ballet performer with a chain of fitness studios would put something together like that in her kitchen.

BP: No, I’ve been very fortunate to have a husband who has a bit of a development background. And so he helped me to put the first little bit of code into the Mirror and just really ensure that the concept I had in my mind could be brought to life. And then from there, obviously, over time, we hired a team.

TC: Are they manufactured in the States? In China? How did you start figuring out how to put those pieces together?

BP: I had heard a lot of hardware horror stories about teams working with design agencies to design these beautiful products and who, by the time they actually got to manufacturing, found out that something wasn’t feasible about their design when it came to commercialization or just running out of money in the process. So I actually went backwards. I drew a sketch on a napkin and did a small set of bullets of the things that I thought were really just crucial to make the product a success. And then I went to find factories in China that were familiar with digital signage, working with large pieces of glass, large mirrors, learned about their systems and processes, and then brought it back to the U.S. to a local manufacturer here on the East Coast to refine into a prototype. And then we eventually moved to Mexico when we were ready to scale.

TC: The mirror is about $1,500 dollars. How did you go about winning the trust of consumers that would lead them to make such a sizable investment?

BP: When you’re when you’re building an innovation product, you can’t really compete on specs and features like you do with phones or laptops. So you’re really building building a brand, which means that you’re telling stories. And in our case, we spent a lot of time, from the very early days, really imagining the life of our members and figuring out how to craft that story and tell that story.

And then we were fortunate early on to have members fall in love with the product. And then they started to tell our story for us. So once you have that customer flywheel that starts to kick in, your job becomes much easier.

TC: You had actors, celebrities, designers, and social media influencers talking about their Mirrors. Was it just a matter of sending it off to a few people who started getting online and sharing [their enthusiasm for the product] with their followers? Was it that simple?

BP: We knew that we wanted to make big bets early on to make the Mirror brand seem larger and more established than it was, because it’s a premium product in a new category. And we wanted people to trust in us and the brand. And so we did things like out-of-home advertisements quite early, we moved into television quite early, and we also did some very strategic early celebrity placements. But the way in which the celebrity placements grew and expanded was very much not intended and was just kind of a fascinating early example of the network effects of the product. One celebrity would get it and then another would see it in their home. Or they would see it in their stylist’s home or their agent’s home. And it spread through that community very, very quickly in one of the earliest examples of member love for us.

TC: How did you convince early adopters that your business had staying power, and were investors persuaded as quickly?

BP: Trying to assure customers that they wouldn’t invest in this Mirror, and then the company would go out of business in a few years and they would be they’d be left with a piece of hardware but no access to the content or the community that they’d fallen in love with was very important. It was one of the factors in deciding to partner with Lululemon and have the incredible brand stability and love of such a premium global brand.

In terms of fundraising, I think we were we were really fortunate to have a product that once you saw it, you got it and fell in love with it in a market that was clearly big and growing, with a really good competitive data point in Peloton.

TC: Who started that conversation with Lululemon? Were you talking to Peloton and other potential acquirers?

BP: I’ve been really fortunate to actually work with Lululemon for my entire fitness career. There was a team of Lululemon educators here in New York who were the very first clients of my studio business, and frankly, in many ways were responsible for helping that business to grow and thrive and to give me confidence as a first-time small business owner. Then we reconnected with Lululemon about a year before the acquisition as an investor; they made a small minority investment in the company. And we began to work together on various projects . . .From there, really, the partnership just grew. Mirror was not for sale. We were not looking for an acquirer. But it’s really your responsibility as a founder to always be weighing your vision, your responsibility to your team and your responsibility to your shareholders. And so when the opportunity presented itself — before COVID actually — it felt like really just too good an opportunity to pass up.

TC: But you also you had ambitions of turning this into a much broader content portal where you would maybe have doctor visits and other things, which I would think won’t happen now.

BP: The vision for Mirror very much remains the same and we’re excited to continue to expand the types of content that we offer via the Mirror platform, really with an eye toward any type of immersive experience that makes you a better version of yourself. So I think you will see a broader range of content from us in the coming years.

TC: You’ve mention in the past as a selling point that Mirror is a product that’s used by families. Is there children’s programming or is that coming soon?

BP I think one of the things that surprised us but delighted us about Mirror has been the number of households that have over two members. More than 65% of our households have over two members, which means that you’re often getting younger members of the household involved. I do think that is a function of both the versatility of the platform and the fact that multiple people can participate in more content. At the same time, we’ve actually seen the number of users under 20 grow about 5x during the COVID months as young adults have returned home to be with their their families or teenagers have started doing remote schooling. So we’ve leaned into that with what we call “family fun” content that’s designed to be performed by the whole family together.

TC: Do you see a secondary market for refurbished Mirrors in the future? Will there be a second version, if there isn’t already?

BP: We’ll obviously continue to to refine the hardware over time, but the real focus of the business is through improving the content, community and experience, and so for us — unlike Apple, where the goal is to really release a new model every year and continue to have folks upgrade the hardware — we focus on providing updates via the software and the content, so that we’re continuing to add value onto the baseline experience.

TC: What can people look forward to on this front?

BP: We’re taking a major step toward  building a connected community through our community feature set launching this holiday, including a community feature that enables members to see and communicate with each other and their instructor; face offs that allow members to compete head-to-head against another member of the community and earn points as you hit your target heart rate zones; and friending, so you can find and follow your friends in the Mirror community to share your favorite workouts, join programs together and cheer each other on.

TC: Are you still selling Mirrors to hotels and business outside of Lululemon?

BP: We do have b2b relationships. You can find mirrors in hotels, small gyms, buildings, residences, and then obviously direct-to-consumer through the Mirror website, the Lululemon website, and both of our stores

TC: When you look at Peloton now and how its stock has completely exploded this year,  do you think ever that you should have hung on a little longer? Do you ever think ‘maybe I sold too soon?’

I’ve woken up every day really for my entire career kind of focused on the same mission but trying to solve the problem and achieve my vision and in different ways. Which is: I really believe that confidence in your own skin is the foundation of a good and happy life. And fitness is an incredible tool for building that confidence that carries over into your personal relationships, your work performance, your friendships. And so for me, that’s always really been the North Star, which is, ‘How do we get more Mirrors into more homes and provide more access to to that self confidence?’ So I spend very little time comparing to competitors and much more time focused on our members’ needs and how to meet them.

News: Hong Kong insurtech startup Coherent gets $14 million Series A led by Cathay Innovation

Based in Hong Kong, Coherent helps insurance providers go digital. With their services more relevant than ever during the COVID-19 pandemic, the startup announced it has raised $14 million in new funding. The Series A round, led by Cathay Innovation with participation from Franklin Templeton, will be used to grow Coherent’s client base in Asia,

Based in Hong Kong, Coherent helps insurance providers go digital. With their services more relevant than ever during the COVID-19 pandemic, the startup announced it has raised $14 million in new funding. The Series A round, led by Cathay Innovation with participation from Franklin Templeton, will be used to grow Coherent’s client base in Asia, including insurers who want to add more digital services to their usual sales processes because of the pandemic.

Founded in 2018, Coherent’s platform, called Product Factory, allows insurance providers to digitize their backend operations by uploading Excel pricing models, which means their IT departments don’t need to write new code or re-haul their IT infrastructure.

The company also offers three tools for working with customers. Coherent Connect is a social media marketing campaign manager; Coherent Explainer is a sales tool for breaking down quotes; and Coherent Flow allows agents to sell policies to customers remotely with features like video chat and electronic signatures.

While Coherent’s remote tools are a key selling point now, outdated legacy systems have long been a pain point for insurance providers, slowing down backend operations and sales while increasing the cost of premiums.

John Brisco, co-founder and chief executive officer of Coherent, told TechCrunch that the startup has worked with more than 30 insurers in 10 global markets during 2020.

Global premiums initially shrank, but research by Swiss Re predicts the insurance industry will recover by next year, led by demand in China.

Coherent will focus on China and emerging markets in Asia. The startup, which currently has about 120 employees, plans to increase the number of its tech and actuarial talent in Hong Kong, Singapore, Shanghai and Manila, and build new teams for Japan, the United States and Thailand.

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