Google to offer blockchain as part of cloud service

Google has announced the second of two partnerships that will allow it to offer the financial services industry and others a cloud-based platform on which they can develop and run blockchain-based applications.

In a blog post ahead of its Google Cloud Next '18 conference this week, the search giant said it is partnering with Digital Asset and BlockApps to enable customers to "explore ways they might use distributed ledger technology (DLT) frameworks on Google's Cloud Platform (GCP)."

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Life without Uber should be simple for Grab, but a battle with regulators in Singapore could see the companyacquisition of UberSoutheast Asia business unwound while some consumers have voiced concern around a lack of competition.

Grab co-founder Hooi Ling Tanrecently claimed competition remains in the market, but that hasn&t stopped another consumer backlash after the ride-hailing firm altered its loyalty program without warning.

To be fair to Grab, earning loyalty points for taxi rides is something unique — Uber doesn&t offer any kind of program, for example — and the changes initiated last week seem aimed at spreading the benefit beyond taxis and into Grabnewer ventures, which include its GrabPay payment service and food deliveries.

However, in doing so, the company made two cardinal sins. The changes included the lowering ofbenefits for Grabhighest tier (read: most loyal) customers — with rebates dropping from a range of 3.5-4.5 percent to 0.7-1.7 percent, as MileLion explains in thorough detail. Worse than that, it initiated the new terms, which include these drastic drops, on a Friday and with immediate effect.

That meant points earned over the past year were suddenly devalued with no apparent recourse.

Southeast AsiaGrab hit by backlash over changes to customer loyal program

10 July 2018; Tan Hooi Ling, Co-Founder, Grab, speaks at a pressconferencee during day one of RISE 2018 at the Hong Kong Convention and Exhibition Centre in Hong Kong. Photo by Stephen McCarthy / RISE via Sportsfile

Unsurprisingly that sparked a backlash, with many consumers accusing Grab of making the changes to save on money. (Grab has said it hasn&t increased prices after Uberexit despite some consumers claiming to the contrary.)

That led to a second announcement, made late on Monday, that postponed the introduction of the new loyalty program terms until September 30. However, it hasn&t scrapped the new changes themselves.Thatthe right move, and it gives customers the chance to spend the credit they earned in the way they believed it would be redeemed before the change kicks in.

&We acknowledge that customers would appreciate time to adjust to the changes. Effective tomorrow (24 July) at 8am until 30 September, GrabRewards members can claim ride reward points at the previous rates. Customers who have purchased Grab ride rewards based on the new rates will have the difference in points refunded,& the company said in a statement.

It added that it plans to introduce &more exclusive perks& for its higher-tier‘platinum& and ‘gold& customers before the end of the year. TechCrunch understands that will relate to partnerships with third-parties, enabling users to spend points accumulated with Grab in more places although details aren&t finalized.

In the past, competition with Uber might have given Grab some leeway for messing up communication with users. But, as this latest saga shows, the removal of that competition has dented consumer confidence in Grab, and that means every misstep has the potential to alienate or upset users more than it did in the past. Thatpart and parcel of adjusting from being the underdog fighting a global giant to being the biggest fish in the pond.

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Catering marketplace company ezCater is already putting its big $100 million funding round to good use. The company is acquiring GoCater, a European marketplace that operates in the same field. This is ezCaterfirst international expansion move.

If you&re in charge of ordering catered lunch at your office, you probably have heard about ezCater . The company lets you order breakfast, lunch or dinner for 10, 30 or maybe 100 people at once. This service could be particularly useful to impress a client, throw an office party, get lunch together during an off-site and more.

But ezCater doesn&t cook anything itself. The company is a marketplace and connects you with catering companies and big restaurants around you. In other words, ezCater lets you browse the menu of dozens of restaurants around you from the same website and place an order without picking up the phone.

Of course, ezCater didn&t invent catering. But catering is a fragmented industry with a lot of friction. Ithard to know how much you&re going to pay in advance, it takes a lot of effort to find a new restaurant outside of your usual list. And restaurants could use a new way to promote their offering. Those are the perfect ingredients to create an online marketplace.

You may already know all the options around your office, but ordering through ezCater provides additional benefits. For instance, all your receipts are centralized in the same interface, which lets you get a clear overview of your spendings on catering.

You can also let other people order food for their clients and events. ezCater lets you set maximum amounts, tipping policies and more.

GoCater offers more or less the same thing, but in France and Germany. The company started as a spinoff from French startup La Belle Assiette. GoCater lets you create a whitelist of catering options. You can also set up an approval system so that the intern doesn&t order ice creams for everyone. Finally, GoCater clients only get billed once per month, even if companies order multiple times.

You pay the same price if you order through GoCater or the catering company directly. Catering companies end up paying a cut on GoCater orders. But the startup takes care of billing, accounting and accounts receivable. This way, you can focus on your core business instead of chasing money from past clients.

ezCater is an order of magnitude bigger than GoCater. ezCater works with 60,000 restaurants, while GoCater only has a few hundred restaurants on its platform. Itworth noting that ezCater has been around for much longer.

But GoCater has one big advantage over ezCater — they have a team on the ground in Europe, ready to attract new restaurants and corporate clients. Itclear that ezCater was looking for a way to get started in Europe, and GoCater seems like the right fit.

For now, the company will keep both brands after the acquisition. The teams will slowly merge the platforms into a single product.

&The entire GoCater team is staying, and we&re now going to rapidly expand the European team of the company — both the sales team for Europe and the tech and product team for the group,& GoCater founder and CEO Stephen Leguillon told me.

ezCater acquires GoCater to expand beyond the US

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The title could just as quickly be & Sweet Justice. &. The U.K.-based publishing home Little, Brown has accepted release a brand-new book about Cameron and Tyler Winklevoss, who famously settled a 2008 lawsuit against their former Harvard classmate Mark Zuckerberg over Facebookearliest days, then made a much larger fortune with their settlement money by investing it in bitcoin. According to local service publication The Bookseller, the brand-new opus, titled & Bitcoin Billionaires, & covers a great deal of territory, from the brothers trying without success to raise a venture fund in Silicon Valley (no one wished to upset Zuckerberg, is the claim), to very first hearing about bitcoin on a jaunt to Ibiza, Spain. They were so convinced of its merits after being pitched on the cryptocurrency that they supposedly ended up purchasing one percent of all the bitcoin in circulation during or around 2012. Whether the book —-- which has actually been gotten in the U.S. by Flatiron Books —-- is made into a film remains to be seen, but it appears as likely as not, given that its author is fellow Harvard grad Ben Mezrich, who also authored The Accidental Billionaires. That book was ultimately adapted by Aaron Sorkin into the Academy Award-winning motion picture about Facebookorigins, The Social Network. When Mezrich began pitching his newest effort to publishing homes in the spring, the New York Post reported on & buzz that therealready a motion picture offer in the works for the prepared book. &. In the meantime, the Winklevoss twins are receiving some fresh attention in Fortune, which included them in a new 40 Under 40 List that the outlet published today and which focuses on young lobbyists at the & edge of financing and innovation. & The reasoning behind their inclusion: the brothers, now 36, run among the worldmost prominent crypto funds with their New York and L.A.-based company Winklevoss Capital. They also oversee the three-year-old digital possession exchange Gemini, which they established in 2015.

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It was revealed at E3 last month that Microsoft was building a cloud video gaming system. A report today calls that system Scarlett Cloud and itonly part of Microsoftnext-gen Xbox strategy. And it makes a lot of sense, too. According to Thurrott.com, kept in mind website for all things Microsoft, the next Xbox will come in two flavors. One will be a traditional gaming console where games are processed locally. You understand, like how it deals with video game systems right now. The other system will be a lower-powered system that will stream video games from the cloud —-- most likely, MicrosoftAzure cloud. This streaming system will still have some processing power, which is in part to counter latency typically associated with streaming video games. Apparently part of the video game will run locally while the rest is streamed to the system. The streaming Xbox will likely be readily available at a much lower cost than the standard Xbox. And why not. Microsoft has actually offered Xbox systems with a slim earnings margin, relying on sales of video games and online services to comprise the distinction. A streaming service thattalked about on Thurrott would further make the most of this design while tapping into Microsoftdeep understanding of cloud computing. A couple of companies have tried streaming complete computer game. Onlive was one of the very first; while successful for a time, it eventually went through adramaticround of layoffsbefore asurprise sale for $4.8 million in 2012. Sony provides a substantial library of PS2, PS3 and PS4 games for streaming through its PlayStation Now service. Nvidia entered into the streaming game this year and provides a small choice of streaming through GeForce Now. However these are all side tasks for the companies. Sony and Nintendo do not have the international cloud computing platform of Microsoft, and ifMicrosoftstreaming service hits, it could alter the landscape and force competitors to reassess whatever.

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Doughbies should have been a bakery, not a venture-backed startup. Founded in the frothy days of 2013 and funded with $670,000 by investors, including 500 Startups, Doughbies built a same-day cookie delivery service. But it was never destined to be capable of delivering the returns required by the VC model that depends on massive successes to cover the majority of bets that fail. The startup became the butt of jokes about how anything could get funding.

This weekend, Doughbies announced it was shutting down immediately. Surprisingly, it didn&t run out of money. Doughbies was profitable, with 36 percent gross margins and 12 percent net profit, co-founder and CEO Daniel Conway told TechCrunch. &The reason we were able to succeed, at this level and thus far, is because we focused on unit economics and customer feedback (NPS scoring). Thatit.&

Doughbies& cookie crumbles in a cautionary tale of venture scale

Many other startups in the on-demand space missed that memo and vaporized. Shyp mailed stuff for you and Washio dry cleaned your clothes, until they both died sudden deaths. Food delivery has become a particularly crowded cemetery, with Sprig, Maple, Juicero and more biting the dust. Asked his advice for others in the space, Conway said to &Make sure your business makes sense — that you&re making money, and make sure your customers are happy.&

Doughbies certainly did that latter. They made one of the most consistently delicious chocolate chip cookies in the Bay Area. I had them cater our engagement party. At roughly $3 per cookie plus $5 for delivery, it was pricey compared to baking at home, but not outrageous given SF restaurant rates. From its launch at 500 Startups Demo Day with an &Oprah& moment where investors looked beneath their seats to find Doughbies waiting for them, it cared a lot about the experience.

Doughbies& cookie crumbles in a cautionary tale of venture scale

But did it make sense for a bakery to have an app and deliver on-demand Probably not. There was just no way to maintain a healthy Doughbies habit. You were either gunning for the graveyard yourself by ordering every week, or like most people you just bought a few for special occasions. Startups like Uber succeed by getting people to routinely drop $30 per day, not twice a year. And with the push for nutritious and efficient offices, it was surely hard for enterprise customers to justify keeping cookies stocked.

Flanked by Instacart and Uber Eats, there weren&t many ripe adjacent markets for Doughbies to conquer. It was stuck delivering baked goods to customers who were deterred from growing their cart size by a sense of gluttony.

Without stellar growth or massive sales volumes, there aren&t a lot of exciting challenges to face for people like Conway and his co-founder Mariam Khan. &Ultimately we shut down because our team is ready to move on to something new,& Conway says.

The startup just emailed customers explaining that&We&re currently working on finding a new home forDoughbies, but we can&t make any promises at this time.& Perhaps a grocery store or broader food company will want its logistics technology or customer base. But delivery is a brutal market to break into, dominated by those like Uber who&ve built economies of scale through massive fleets of drivers to maximize routing efficiency.

In the end, Doughbies was a lifestyle business. Thatnot a dirty word. A few co-founders with a dream can earn a respectable living doing what they care about. But they have to do it lean, without the advantage of deep-pocketed investors.

As soon as a company takes venture funding, itunder pressure to deliver adequate returns. Not 2X or 5X, but 10X, 100X, even 1,000X what they raise. That can lead to investors breathing down their neck, encouraging big risks that could tank the business just for a shot at those outcomes.Two years ago we saw a correction hit the ecosystem, writing down the value of many startups, and we continue to see the ripple effect as companies funded before hit the end of their runway.

After the correction comes The Conclusion

Desperate for cash, founders can accept dirty funding terms that screw over not just themselves, but their early employees and investors. FanDuel raised more than $416 million at a peak valuation of $1.3 billion. But when it sold for $465 million, the founders and employees received zero as the returns all flowed to the late-stage investors who&d secured non-standard liquidation preferences. After nearly 10 years of hard work, the original team got nothing.

Not every business is a startup. Not every startup is a rocket ship. It takes more than just building a great product to succeed. It can require suddenly cutting costs to become profitable before you run out of funding. Or cutting ambitions and taking less cash at a lower valuation so you can realistically hit milestones. Or accepting a low-ball acquisition offer because itbetter than nothing. Or not raising in the first place, and building up revenues the old-fashioned way so even modest growth is an accomplishment.

Investors are often rightfully blamed for inflating the bubble, pushing up raises and valuations to lure startups to take their money instead of someone else&s. But when it comes to deciding what could be a fast-growing business, sometimes its the founders who need the adjustment.

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