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I worked Circuit City when the PlayStation 2 launched. For weeks, we were sold out, and there was always a crowd around the blue demo unit in the gaming department. Iteasy to see why the PlayStation 2 was a hit looking back. It was powerful, inventive and excelled at local gaming. It was the right system for the time.
If Nintendo recent success proves anything, building for the time is more important than making for the future.
Nintendo is coming off a massive quarter that saw 88% year over year operating profit on the back of the Nintendo Switch. The company has sold nearly 20 million Switch systems since its launch, surpassing the total amount of Wii U systems sold and closing in on Gamecubetally of 21.7 million units.
The Switch is great. I can&t get over how good it is. Again, like other systems before it, the Switch is the right system for the time. Itportable, itsmall, and it leans heavily on cloud services. Itnot the most powerful system on the market nor does it pack 4k gaming or VR capabilities. The Switch doesn&t even have YouTube or Netflix. Ita game system.
The Switch was a big bet for Nintendo. The company was coming off of the nascent Wii U, which besides Mario Kart 8 and Splatoon, was a game system without good games. It seemed Nintendo had lost its edge. The Wii U, in a way, was a trial for the Switch. It brought gaming off the TV and into the hands of gamers — but those gamers had to be in the same room as the Wii U base station. The Wii U didn&t go far enough in all sense of the phrase.
By the time the Switch came out, the looming threat of mobile games seemed to be over. A few years earlier, it appeared that the smartphone was going to take over and eat up the casual gaming market. Even Sony got in on the theme, releasing a hybrid smartphone and game system called the Xperia Play. While the smartphone game market is alive and thriving, it never gobbled up the home console market. The Xbox One and PlayStation 4 launched and gamers settled into the couch. The Switch offers something different and timely.
To state the obvious, the Switch is mobile, and thatwhatneeded in todayenvironment. Itdifferent from the Xbox One and PlayStation 4 and in the best way possible. Like previous Nintendo products, the graphics are below the market average, and the capabilities are less than competitors. But that doesn&t matter. The Switchgaming experience, to some, is superior. I take my Switch on long flights. I can&t do that with a PlayStation 4.
Gamers agree. With nearly 20 million units sold since it launched in 2017, the Switch is nearing the sales amount of the Xbox One, which launched in 2013 and has sold between 25 and 30 million units. The PlayStation 4 is the clear winner of this generation of game systems, though, with nearly 80 million units sold — and an argument could be made that Sony built the Playstation 4 for todaygamers too, bypassing all the extras Microsoft included in the Xbox One and instead focusing solely on games.
Nintendo has done this in the past, too. Think back to the Wii. It launched in 2006 and went on to sell over 100 million units. In 2006 Sony and Microsoft were pushing heavily into HD gaming with the PlayStation 3 and Xbox 360. And for a good reason, too. Consumers were heavily shopping for their first HDTV at the time, and Sony and Microsoft wanted to build a system for the future. Both the PS3 and Xbox 360 went on to long, healthy lives but they never saw the runaway success of the Wii.
The Wii was the must-have Christmas gift for 2006 and 2007. It was novel more than beautiful. Compared to the graphics of the PS3, the Wii looked childish. But that was part of the appeal. First generation gamers were aging and having families, and the Wii was built for all ages. Anyone could pick up a Wiimote and swing it around to hit the tennis ball. To many outside the core gaming crowd, the Wii was magical. It was the right system at the right time.
The next part seems to be the hardest for Nintendo. Now that the Switch is a success, Nintendo needs to maintain it by building and supporting a robust ecosystem of games. And Nintendo cannot be the source of all the best games. Nintendo must court developers and publishers and keep them engaged in the advantages of the Switch gaming system. If it can do that, the Switch has a chance to be a generational product like the Wii before it.
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Write comment (100 Comments)Freshworks, a company that offers a variety of business software tools ranging from IT management to CRM for sales and customer support software, today announced that it has raised a $100 million funding round co-led by Sequoia and Accel Partners, with participation from CaptialG.
The companylast funding round came in the form of a $55 million Series F round led by Sequoia in 2016.Todayround brings the San Bruno-based companytotal funding to $250 million, at a valuation thatnow north of $1.5 billion, the company tells us. Freshworks also today noted that it now pulls in over $100 million in annual recurring revenue.
In addition to the new funding, Freshworks also today announced that it has hired a former AppDynamics VP of finance and treasury Suresh Seshardias its CFO. Seshardi helped AppDynamics prepare for its IPO, so ita fair bet that he&ll do the same at Freshworks. AppDynamics, of course, famously didn&t actually IPO but was instead acquired by Cisco only hours before the team was supposed to ring the bell on Wall Street.
Freshworks CEO Girish Mathrubootham tells us we shouldn&t hold our breath waiting for his company to IPO.&Freshworks hasn&t started the IPO process but we do feel that we will eventually go public in the U.S.,& he said. &With that said, our primary focus right now is on growing the business and investing in our platform. When the timing is right, we&ll make that decision.&
Freshworks, which launched its first product back in 2010, also tells us that it plans to use the new cash to invest in its platform and especially in looking at how it can use AI to bring new innovations to its tools.
Current Freshworks users include the likes of Sling TV, Honda, Hugo Boss, Toshiba and Cisco. In total, the companytools are now in use by about 150,000 businesses, making it one of the larger SaaS providers you have probably never heard of.
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Write comment (100 Comments)For those of us unlucky enough to be forced to accommodate mother naturewhims on a monthly basis, you know that — in addition to cramps, headaches and mood swings — it can be a challenge to find time in your schedule to buy the period products you need.
Desperate trips to the pharmacy when disaster hits can suffice, but the co-founders of the tampon subscription service Athena Club, Maria Markina and Allie Griswold, thought there had to be a better way to provide women the products they need in a cheap and empowering way.
&We&ve both had our fair share of tampon war stories,& Griswold told TechCrunch. &Itsomething that every woman goes through at some point in her life and ita universal problem that we wanted to make easier. There are so many other amazing things that women can and should be doing than worrying about [where to get tampons] every month.&
Athena Club launches today after receiving $3.8 million in seed funding led byHenry Kravis of KKR. The company currently offers two tampon types (Premium and Organic) and a variety ofabsorbances (ranging from light to super+ for its Premium product and regular to super for its Organic one). The company also has plans to expand its products into pads and liners as the brand progresses.
In each order, customers can decide how many bags they need (each reusable bag includes 18 tampons), what type of tampon and what mix of absorbances they want, and how frequently they need them delivered. A selection of its Premium tampons cost $6.50/bag and its Organic selections are $7.50/bag.
For the founders, this level of customization was an important part of giving women autonomy over their periods.
&[We chose] the name Athena Club because we believe Athena is a really strong, fearless, independent woman and we&re very excited to bring that essence to our brand.& said Griswold. &Like Athena, women today have many passions and talents. They can&t all fit into one box and we want to provide [the option] to find the right customized package that works for their body.&
Athena Club also recognizes that for some women, access to tampons and period products is more than just a nuisance but a critical health issue. To help provide security and education surrounding periods and womenhealth to women in need, Athena Club is committed to supporting groups like Period.org and Support the Girls. To date, Athena Club has already donated 10,000 tampons to women in need through Period.org and has plans to continue that support on a yearly basis.
Athena Club is joining a fairly crowded feminine care subscription space, but the founders say that its price point will help it stand apart from the crowd. Tampon subscription companies like LOLA offer a subscription plan priced at $10/box for 18 plastic applicator tampons (the same type and count as Athena Club) and Cora offers 18 tampons for $13/box. Other more extravagant boxes, like Hello Flo incorporate add-ons like chocolate or underwear in their boxes and can be priced upwards of $40.
And, all of these models are up against long-term, reusable period solutions like Thinx period underwear (which can cost up to $39 for two tampons worth of absorption per use) and plastic menstrual cups like the Diva Cup (which retails for $40.99.)
With so many options, Athena Club presents itself as the cheap, no-fuss solution for women who are through letting periods disrupt their lives.
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Write comment (97 Comments)&Happy to spend 10 minutes on our vision and the journey we&re on, but then, really, 15 minutes on what we&ve got today, what it is we&ve achieved, what it is our AI does,& says Tractable co-founder and CEO Alexandre Dalyac when I video called him a couple of weeks ago. &You can probably speed up all of that,& I quip back.
The resulting conversation, lasting well over an hour, spanned all of the above and more, including what is required to build a successful AI business and why he and his team think they can help prevent another &AI winter.&
Founded in 2014 by Dalyac, Adrien Cohen and Razvan Ranca after going through company builder Entrepreneur First, London-based Tractable is applying artificial intelligence to accident and disaster recovery. Specifically, through the use of deep learning to automate visual damage appraisal, and therefore help speed up insurance payouts and access to other types of financial aid.
Our AI has already been trained on tens of millions of these cases, so thata perfect case of us already having distilled thousands of peoplework experience Alexandre Dalyac
Those things, he says, broadly break down into cars, homes and crops, roughly equating to $1 trillion in damage each year. But, perhaps more importantly, livelihoods get impacted.
&If a car gets damaged, mobility is reduced. If a home gets damaged, shelter is reduced. And if crops get damaged, food is reduced. Across all of those accidents and disasters, we&re talking hundreds of millions of lives affected.&
It is here where a little lateral (and non-artificial) thinking is required. Accident and disaster recovery starts with visual damage appraisal: look at the damage, say how much itgoing to cost, unlock the funds and rebuild. The problem (and Tractable opportunity) is that having an appraiser look at a car, house or field can take days to weeks depending on availability — and therefore so can accessing funds to start rebuilding — whereas the claim is that computer vision and AI technology can potentially do the same job in minutes.
&When you assess, that is basically a very powerful but very narrow visual task, which is, look at the damage, how much is it gonna cost Today, as you can imagine, these kind of assessments are manual. And they take days to weeks. And so you instantly know that with AI that can be 10 times faster,& says Dalyac.
&In some sense this is a perfect class of AI tasks, because itvery heavy on image classification. And image classification is a task where AI can surpass human performance as of this decade. If you have instant appraisal, that means faster recovery. Hence the mission.&
Dalyac says that part of Tractablesecret sauce is in the many millions of proprietary labels the company has produced. This has been aided by its patented &interactive machine learning technology,& which allows it to label images faster and cheaper than typical labeling services.
The teamfocus to date has been to train its AI to understand car damage, technology it has already deployed in six countries, seeing the startup work primarily with insurers.
Related to this I&m shown a simple demo of Tractablecar damage appraisal tool. Dalyac opens a folder of car images on his laptop and uploads them to the software. Within seconds, the AI has seemingly identified the different parts of the car and determined which parts can be repaired and which parts need to be entirely written-off and therefore replaced fully. Each has an AI-generated estimated cost.
It all happens within a matter of minutes, although I have no way of knowing how difficult the pre-determined and fully controlled task is. Italso unclear how an AI can possibly do the full job of a human assessor based on a limited set of 2D images alone, and without the ability to peek under the hood or undertake further investigations.
&We&re trying to figure out how much damage there is to a vehicle based on photos,& explains Dalyac. &Theresome really tough correlations to pick out, which are: based on the photos of the outside, whatthe internal damage When you&re a human you are going to have seen and torn down maybe about a thousand to two thousand cars in your whole life of 20 or 30 years of doing that. Our AI has already been trained on tens of millions of these cases, so thata perfect case of us already having distilled thousands of peoplework experience. That allows us to get hold of some very challenging correlations that humans just can&t do.&
You need to find real-world use cases that will make a difference, where you can surpass human performance Alexandre Dalyac
What is abundantly clear is Dalyaccommitment to developing AI technology with real-world use that is commercially viable. If that doesn&t happen, he believes it won&t just be Tractable that will suffer, but the continued belief and investment in AI as a whole. Here, of course, hetalking about the prospect of another so-called &AI winter,& citing a recent Crunchbase report that says funding for artificial intelligence companies in the U.S. has levelled off and even started to decline at seed stage.
&If you&re trying to make the $15 billion that has been invested into AI not fuck up and lead to something successful that will prevent an AI winter that will lead to continuous improvement, you need a really good return on that asset class. And for that you need those businesses to be successful.
&To make an AI company successful, really successful — not just an acqui-hire, not just an IP exit but a real commercial success thatgoing to prevent an AI winter — you need to find real-world use cases that will make a difference, where you can surpass human performance, where you can change the way things work,& he says.
The reference to acqui-hire or IP exit takes on more meaning when you consider that Tractable was in the same cohort at Entrepreneur First as Magic Pony Technology, the AI startup acquired by Twitter for up to $150 million for its image enhancing technology. And most recently, the team behind Bloomsbury AI, another EF company, was acqui-hired by Facebook for $20-30 million.
To ensure that Tractable can continue its mission of applying AI to accident and disaster recovery — and presumably not sell too early — the startup has closed $20 million in Series B investment in a round led by U.S. venture capital firm Insight Venture Partners. Existing investors, including Ignition Partners, Zetta Venture Partners, Acequia Capital and Plug and Play Ventures, also participated. The new capital is to be spent on accelerating growth, expanding its research and development and entering new markets.
(The Series B also included an additional $5 million in secondary funding, seeing some investors at least partially exit. I understand Tractablefounders sold a relatively small number of shares as they were permitted to take money off the table. Dalyac declined to comment.)
As we wrap up our call, I note that all of Tractablemain investors, not including EF, are from the U.S. — something Dalyac says was a deliberate decision after he discovered the gulf between European and U.S. valuations.
&Thata shame, isn&t it& I say with my European tech ecosystem hat on.
&It isn&t; itenormous exports for the U.K.,& says the Tractable CEO who is French-born but raised in the U.K. &We have, as of today, the vast majority of our headcount in London. The entire product team is in London. The entire R-D team is in London. But most of the revenue comes from the United States. We are making AI an export industry of the U.K.&
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Write comment (92 Comments)Startups in Latin America, your time is running out. You have just one week to apply for the inaugural TechCrunchStartup Battlefield Latin Americaon November 8, 2018, in São Paulo, Brazil. The application page can be foundhere, and the deadline to fill out an application is Monday, August 6 at 5 p.m. PST.
Just last week we were in Buenos Aires and Santiago to speak with startups, VCs and accelerators aboutStartup Battlefield.Startup Battlefield is TechCrunchpremier startup competition, which over the past 12 years has placed 750 companies on stage to pitch top VCs and TechCrunch editors. Those founders have gone on to raise more than $8 billion and produce more than 100 exits. Startup Battlefield Latin America aims to add 15 great founders from Latin America to those elite ranks.
Herehow Startup Battlefield Latin America works. TechCrunch editors with years of pitch-off experience review all eligible applications (more on eligibility in a moment) and select 15 finalists.
Finalists receive free pitch coaching and will be prepped and raring to go for the main event, which takes place in front of a live audience at São PauloTomie Ohtake Institute. During three preliminary rounds, five startups per round will each have six minutes to pitch and present their demo before a panel of top VC judges. The judges have six minutes following each pitch for a rigorous Q-A.
Five of the 15 startups will move on to the finals and pitch again to a new set of judges and, out of that final cohort of five, the judges will pick one startup to be the firstTechCrunch Startup Battlefield Latin America champion.
The winning founders receive a $25,000 non-equity cash prize and a trip for two to the next TechCrunch Disrupt, where they can exhibit free of charge in the Startup Alley. While there, they might even qualify to participate in the Startup Battlefield.
And then therethe media coverage — and itnot just for the winning team. All Battlefield participants benefit from the broad exposure that comes with competing in Startup Battlefield. In addition to the potential interest of the media outlets and investors sitting in the audience, we video all the Startup Battlefield sessions and post them on TechCrunch.com. Thatpretty awesome exposure.
Now, letget down to eligibility. All founders must meet these basic requirements:
- Have an early-stage company in &launch& stage
- Be headquartered in one of these countries: Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, French Guiana, Guyana, Paraguay, Peru, Suriname, Uruguay, Venezuela, (Central America) Belize, Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Mexico, Panama, (Caribbean — including dependencies and constituent entities), Dominican Republic and Puerto Rico
- Have a fully working product/beta reasonably close to, or in, production
- Have received limited press or publicity to date
- Have no known intellectual property conflicts
- Apply by August 6, 2018, at 5 p.m. PST
Now that you know the drill, whatstopping you from taking your shot Startup Battlefield Latin Americagoes down on November 8, 2018, in São Paulo, Brazil, but you must apply by August 6, 2018, at 5 p.m. PST. We want to see you there, so apply right now!
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Write comment (99 Comments)WhatsApp has added a much-requested new feature after it began to allowusers to make group voice and video calls.
Itbeen just over three years since the company, which is owned by Facebook, introduced voice calls and later a video option one year later. Today, WhatsApp counts over 1.5 billion monthly users and it says they make over two billion minutes of calls via its service each day.
Starting this week, callers can now add friends by hitting the &add participant& button which appears in the top right corner of their screen. The maximum number of participants is four and, impressively, WhatsApp said the calls areend-to-end encrypted.
Thatnot an easy thing to do. Telegram, a self-professed secure messaging app, hasn&t even gotten around to encrypting its group messaging chats, let alone group calls.
On the encryption side, WhatsApp has long worked with WhisperSystems to cover all messages and calls on its platform from prying eyes and ears. That said, the relationship between the two become a little more complicated this year when WhatsApp co-founder Brian Acton donated $50 million of his wealth — accumulated from Facebookacquisition of his company in 2014 — to the Signal Foundation, which is associated with WhisperSystems.
Acton quit Facebook last year — this year he encouraged people to delete the social network for its data and privacy screw-ups — while his fellow WhatsApp co-founder Jan Koum joined him in departing in May of this year.
Like Acton, Koum was apparently irked by scandals such as Cambridge Analytica, although his on record explanation for quitting was to &do things I enjoy outside of technology, such as collecting rare air-cooled Porsches, working on my cars and playing ultimate frisbee.& Each to their own…
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