No matter what slice of the mobility market you’ve claimed as your own — AVs, EVs, data mining, AI, dockless scooters, robotics or the batteries that will charge and change the world — you won’t find a better place to showcase your extraordinary tech and talent than TC Sessions: Mobility 2021.

Buy a Startup Exhibitor Package and virtually plant your early-stage mobility startup in front of a global audience that’s focused exclusively on one of the most complex, rapidly evolving industries. TC Sessions: Mobility, which takes place on June 9, features the top minds and makers, draws thousands of attendees, fosters collaborative community and creates a networking environment ripe with opportunities.

Pro tip: This package is for pre-Series A, early-stage startups only.

The Startup Exhibitor Package costs $380, and it comes with four all-access passes to the event. But wait (insert infomercial voice here), there’s more!

Your virtual expo booth features lead-generation capabilities. You can highlight your pitch deck, run a video loop and/or host live demos. Network with CrunchMatch, our AI-powered platform, to find and connect with the people who can help move your business forward. CrunchMatch lets you host private video meetings — pitch investors, recruit new talent or grow your customer base.

You’ll have access to all the presentations, panel discussions and breakout sessions, too. And video-on-demand means you won’t miss out.

Here’s a peek at just some of the agenda’s great programming you and, thanks to those extra passes, your team can attend — or catch later with VOD:

EV Founders in Focus: We sit down with the founders poised to take advantage of the rise in electric vehicle sales. This time, we will chat with Kameale Terry, co-founder and CEO of ChargerHelp! a startup that enables on-demand repair of electric vehicle charging stations.Will Venture Capital Drive the Future of Mobility? Clara Brenner, Quin Garcia and Rachel Holt will discuss how the pandemic changed their investment strategies, the hottest sectors within the mobility industry, the rise of SPACs as a financial instrument and where they plan to put their capital in 2021 and beyond.Driving Innovation at General Motors: GM is in the midst of sweeping changes that will eventually turn it into an EV-only producer of cars, trucks and SUVs. But the auto giant’s push to electrify passenger vehicles is just one of many efforts to be a leader in innovation and the future of transportation. We’ll talk with Pam Fletcher, vice president of innovation at GM, one of the key people behind the 113-year-old automaker’s push to become a nimble, tech-centric company.

TC Sessions: Mobility 2021 takes place June 9. Buy a Startup Exhibitor Package and set yourself up for global exposure and networking success. Show us your extraordinary tech and talent!

Is your company interested in sponsoring or exhibiting at TC Sessions: Mobility 2021? Contact our sponsorship sales team by filling out this form.

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Whether you’re building a company or thinking about investing, it’s important to understand your strategic advantage. In order to determine one, you should ask fundamental questions like: What’s the long-term, sustainable reason that the company will stay in business?

The most important elements for founders to consider when figuring out their strategic advantage(s) include one-sided or “direct” network effects (e.g., with social media sites like Facebook), marketplace network effects (e.g., with two-sided marketplaces like Uber), data moats, first mover and switching costs.

Let’s take a quick look at an example of one-sided network effects. At the very earliest stages of Facebook’s existence, it was just Mark Zuckerberg, a few friends and their basic profiles. The nascent social media platform wasn’t useful beyond a few dorm rooms. They needed a strategic advantage or the company would not make it beyond the edge of campus.

In fact, Facebook only truly became a useful platform — and accelerated as a business — when more users came into the fold and more types of email addresses were accepted. Add to that the introduction of an ad marketplace revenue model and you have a clear strategic advantage — based on one-sided network effects — that gave Facebook a strategic edge over other early social media sites like MySpace.

These one-sided network effects are different from two-sided network effects.

Two-sided network effects are most common in marketplace business models. In a two-sided network, supply and demand are matched, like Uber riders (demand) being matched with Uber drivers (supply). The Uber product is not necessarily more valuable just because more users (riders) join, the way Facebook is more valuable when more users join.

In fact, when more users (riders) join the demand side of the Uber network, it might actually be worse for the user experience — it’s harder to find a driver and wait times get longer. The demand side (riders) gets value from more supply (drivers) joining the platform and vice-versa. That’s why it’s called a two-sided network, or a marketplace.

Regardless of industry, a successful startup without a strategic advantage is just a validated business model vulnerable to copycat companies looking for a market entry point. Copycats can range in size from startups with similar grit to large companies like Facebook or Google that have limitless resources to drive competition into the market, and potentially run the startup with the original idea out of business. This vulnerability can prove fatal unless a startup’s founding team explores and embraces one or more strategic advantages.

There’s a lot of noise out there. The ability to effectively communicate can make or break your launch. It will play a role in determining who wins a new space — you or a competitor.

Most people get that. I get emails every week from companies coming out of stealth mode, wanting to make a splash. Or from a Series B company that’s been around for a while and hopes to improve their branding/messaging/positioning so that a new upstart doesn’t eat their lunch.

How do you make a splash? How do you stay relevant?

Worth noting is that my area of expertise is in the DevOps space and that slant may crop up occasionally. But these five specific tips should be applicable to virtually any startup.

Leverage your founders

This is especially important if you are a small startup that not many people know about. Journalists don’t want to hear opinions from your head of marketing or product — they want to hear from the founders. What problems are they solving? What unique opinions do they have about the market? These are insights that mean the most coming from the people that started the company. So if you don’t have at least one founder that can dedicate time to being the face, then PR is going to be an uphill battle.

That doesn’t mean there isn’t plenty to do to support these efforts. Create a list of all the journalists that have written about your competitors. Read those articles. How can your founder add value to these conversations? Where should you be contributing thought leadership? What are the most interesting perspectives you can offer to those audiences?

This is legwork and research you can do before looping founders into the conversation. Getting your PR going can be like trying to push a broken-down car up the road: If the founders see you exerting effort to get things moving on your own, they’re more likely to get beside you and help.

Here’s an example: It may be unreasonable to ask a founder to sit down and write a 1,000-word thought leadership piece by the end of the week, but they very likely have 20 minutes to chat, especially if you make it clear that the contents of the conversation will make for great thought leadership pieces, social media posts, etc.

The flow looks like:

You come up with topic ideas based on research.The founder picks their favorite.You and the founder schedule a 20-minute chat to get their thoughts on paper.You write up the content based on those thoughts.

When you’re head-down and nose to the grindstone — I’m looking at all you hard-working early-stage startup founders — it’s easy to miss a deadline for an outstanding opportunity. Case in point: competing in Startup Battlefield at TechCrunch Disrupt 2021 in September.

We want every game-changing, innovative startup — from anywhere around the world — to have a shot at massive exposure to investors, media and other influential unicorn-makers. The $100,000 in equity-free prizemoney would be nice, too, right? That’s why we’re extending our application deadline for another full week.

It won’t cost you a thing to apply or to participate, so don’t let this trajectory-changing opportunity slip past you. Apply to Startup Battlefield here before May 27 at 11:59 p.m. (PT).

The TechCrunch editorial team will vet every application and ultimately choose roughly 20 startups to go head-to-head. Each team receives weeks of free, rigorous coaching from our seasoned Battlefield team. Your pitch, presentation skills and business model will reach new heights of excellence. You’ll also be ready to deftly handle all the questions you’ll receive from our expert VC judges.

Startup Battlefield plays out over several rounds, with the field progressively narrowing. Each time you make the cut, you’ll repeat your pitch-and-answer session to a new set of judges. All that training, prep and focus leads to a final showdown and one last grab for the brass ring. And then it’s up to the judges to decide which stand-out startup wins the championship and that huge check.

While only one startup wins the money and the title, every team that competes benefits from standing in a global spotlight. Sean Huang, co-founder of Matidor, competed in Startup Battlefield at Disrupt 2020. His team was one of the five finalists. Here’s what he said about his experience:

“Going through Startup Battlefield helped us simplify and improve our pitch. It helped us not only with brand messaging, but also to win other pitch competitions after Battlefield. By pitching in the finals, we booked a demo with one of the final panelists. We received inbound investment interest from 12 Tier-1 investors, and eight potential key clients came to our website for a demo session. We also received an endorsement letter for our Y Combinator application from a fellow Battlefield participant, with whom we formed a great connection.”

You’re head down and focused — that’s why we’re giving you a one-week extension. So… stop, look up and grab this opportunity to take your startup to whole new levels. Get your nose off that grindstone and apply to Startup Battlefield here before May 27 at 11:59 p.m. (PT).

Is your company interested in sponsoring or exhibiting at Disrupt 2021? Contact our sponsorship sales team by filling out this form.

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After years in the backwaters of venture capital, edtech had a booming 2020. Not only did its products become must-haves after schools around the globe went remote, but investors also poured capital into leading projects. There was even some exit activity, with well-known edtech players like Coursera going public earlier this year.

But despite a rush of private capital — which has continued into this year, as we’ll demonstrate — edtech stocks have taken a hammering in recent weeks. So while venture capitalists and other startup investors are pumping more capital into the space in hopes of future outsize returns, the stock market is signaling that things might be heading in the other direction.

Who’s right? One investor that The Exchange spoke to noted that market turbulence is just that, and that he’s tuning into activity but not yet changing his investment strategy. At the same time, the recent volatility is worth tracking in case it’s a preview of edtech’s slowdown.

The Exchange explores startups, markets and money. 

Read it every morning on Extra Crunch or get The Exchange newsletter every Saturday.

Let’s look at the changing value of edtech stocks in recent months, parse some preliminary data via PitchBook that provides a good feel for the directional momentum of edtech venture capital, and try to see if there’s irrational exuberance among private investors.

You could argue that it’s public investors who are suffering from irrational pessimism and that private-market investors have the right of it. But since public markets price private markets, we tend to listen to them. Let’s go!

Falling shares

We’re sure that you want to get into the private-market data, so we’ll be brief in describing the public-market carnage. What follows is a digest of edtech stocks and their declines from recent highs:

Compared to its 52-week high, Chegg stock has lost over a third of its value.After reaching $62.53 per share in April, Coursera has shed about half of its value and is trading close to its $33 IPO price.2U closed at $33.92 per share yesterday, its shares also losing half of their value compared to their 52-week high.Staying on that theme, Stride (K12) closed at $26.77 per share yesterday, which is about half of its 52-week high.

Cisco has been busy on the acquisition front this week, and today the company announced it was buying threat assessment platform Kenna Security, the third company it has purchased this week. The two companies did not disclose the purchase price.

With Kenna, Cisco gets a startup that uses machine learning to sort through the massive pile of threat data that comes into a security system on a daily basis and prioritizes the threats most likely to do the most damage. That could be a very useful tool these days when threats abound and it’s not always easy to know where to put your limited security resources. Cisco plans to take that technology and integrate into its SecureX platform.

Gee Rittenhouse, senior vice president and general manager of Cisco’s Security Business Group, wrote in a blog post announcing the deal with Kenna that his company is getting a product that brings together Cisco’s existing threat management capabilities with Kenna’s risk-based vulnerability management skills.

“That is why we are pleased to announce our intent to acquire Kenna Security, Inc., a recognized leader in risk-based vulnerability prioritization with over 14 million assets protected and over 12.7 billion managed vulnerabilities. Using data science and real-world threat intelligence, it has a proven ability to bring data in from a multi-vendor environment and provide a comprehensive view of IT vulnerability risk,” Rittenhouse wrote in the blog post.

The security sphere has been complex for a long time, but with employees moving to work from home because of COVID, it became even more pronounced in the last year. In a world where the threat landscape changes quickly, having a tool that prioritizes what to look at first in its arsenal could be very useful.

Kenna Security CEO Karim Toubba gave a typical executive argument for being acquired: it gives him a much bigger market under Cisco than his company could have built alone.

“Now is our opportunity to change the industry: once the acquisition is complete, we will be one step closer to delivering Kenna’s pioneering Risk-Based Vulnerability Management (RBVM) platform to the more than 7,000 customers using Cisco SecureX today. This single action exponentially increases the impact Kenna’s technology will have on the way the world secures networks, endpoints and infrastructures,” he wrote in the company blog.

The company, which launched in 2010, claims to be the pioneer in the RBVM space. It raised over $98 million on a $320 million post-money valuation, according to PitchBook data. Customers include HSBC, Royal Bank of Canada, Mattel and Quest Diagnostics.

For those customers, the product will cease to be standalone at some point as the companies work together to integrate Kenna technology into the SecureX platform. When that is complete, the standalone customers will have to purchase the Cisco solution to continue using the Kenna tech.

Cisco has had a busy week on the acquisition front. It announced its intent to acquire Sedona Systems on Tuesday, Socio Labs on Wednesday and this announcement today. That’s a lot of activity for any company in a single week. The deal is expected to close in Cisco Q4 FY 2021. Kenna’s 170 employees will be joining the Security Business Group led by Rittenhouse.

Risk defense startup SpecTrust is emerging from stealth today with a $4.3 million seed raise and a public launch.

Cyber Mentor Fund led the round, which also included participation from Rally Ventures, SignalFire, Dreamit Ventures and Legion Capital.

SpecTrust aims to “fix the economics of fighting fraud” with a no-code platform that it says cuts 90% of a business’ risk infrastructure spend that responds to threats in “minutes instead of months.” 

“In January of 2020, I got a bug in my ear to, instead of an API, build a cloud-based service that handles all this complex orchestration and unifies all this data,” said CEO Nate Kharrl, who co-founded the company with Bryce Verdier and Patrick Chen. “And, it worked. And it worked fast enough that you can’t even tell it’s there doing its work.”

For example, he says, SpecTrust even in its early days was able to pull identity behavior information in seconds.

“Today, it’s more like five and seven milliseconds,” he said. “And, engineers don’t have to lift anything or adjust data models.”

Since the San Jose, California-based startup’s offering is deployed on the internet, between a website or app and its users, an organization gets fraud protection without draining the resources of its engineers, the company says. Founded by a team that ran risk management divisions at eBay and ThreatMetrix, SpecTrust is banking on the fact that companies — especially financial institutions — will be drawn to the flexibility afforded by a no-code offering.

Much of the industry is split up between compliance and onboarding, authenticating risk and payments, and user trust and safety, Kharrl said.

“We put all the tools together to address all things combined, to make sure the person an institution is talking to is who they say they are, and not acting with malicious intent,” he told TechCrunch. “We sit in between them and their traffic to make sure the risk and fraud teams have what they need to spot bad guys.”

Online businesses spend billions on risk defense yet still lose a lot of money to fraudsters, scammers and identity thieves, Kharrl said. And, the COVID-19 pandemic led to a global shift in the digital economy as more people came to rely on the internet to meet day-to-day needs. 

“With these new trends in commerce and banking came more opportunities for fraudsters, scammers and identity thieves to target people and businesses,” he added. For example, an alarming number of cybercriminals employed no-code attack tools and click-to-deploy infrastructure to launch sophisticated attacks.

Fintech and crypto companies are feeling the biggest impacts, as legacy software designed for big banks, for example, can be slow and expensive, said Kharrl. 

“We built SpecTrust to instantly put complete assessment, automation and enforcement capabilities in the hands of teams charged with fighting modern cybercrime threats,” he said.

Using its platform, the company says an organization’s risk team can review and investigate everything a customer does “from its first page view to its last click with unified behavior, identity, history and risk data.” 

Even non-technical staffers can do things like identify attack behavior, verify customer identity information, validate payment details and work to mitigate threats before they become losses, according to Kharrl.

Jon Lim of SignalFire says that SpecTrust has built an end-to-end risk protection platform that enables customers of all sizes and risk profiles “to access the latest innovative risk protection solutions, quickly respond to the evolving threat landscape and share the best practices and learnings across the entire customer base.”

And of course, it was drawn to the startup’s no-code platform and ability to provide visibility over every user interaction versus treating each interaction as an independent event.

“This not only delivers stronger protection to customers but also a smoother experience to the end user,” Lim said.

The fraud prevention space is hot these days. Sift, which also aims to predict and prevent fraud, in April raised $50 million in a funding round that valued the company at over $1 billion.

In the old software world — think Oracle and SAP — sales were the competitive advantage. Today, we live in a world of product-led growth, where engineers (and the software they have built) are the biggest differentiator. If your customers love what you’re building, you’re headed in the right direction. If they don’t, you’re not.

However, even the most successful product-led growth companies will reach a tipping point, because no matter how good their product is, they’ll need to figure out how to expand their customer base and grow from a startup into a $1 billion+ revenue enterprise.

The answer is the hamburger model. Why call it that? Because the best go-to-market (GTM) strategies for startups are like hamburgers:

The bottom bun: Bottom-up GTM.The burger: Your product.The top bun: Enterprise sales.

In the hamburger GTM model, your product is the meat. We’ll go through each layer before talking about some of the best ways to implement the model successfully at your company.

The hamburger model

The meat — product at the center: The hamburger model starts with a great product. As a founder, this means you don’t need to think about revenue on Day One. You do, however, need to obsess over your customers, what they want and how to build it. Nothing is more important.

The bottom bun — users not leads: In a top-down sales model, marketing creates leads that are then converted into sales by enterprise reps. In a bottom-up model, marketing creates users, not leads, and those users are never touched by sales. For companies that have been customer-obsessed from the very beginning because they built something people love, this bottom-up model can feel far more natural and fuel a successful business.

The top bun — building enterprise sales: Even the best bottom-up sales models aren’t enough on their own, and every company eventually needs top-down sales. It may sound counterintuitive, but even the companies most famous for their bottom-up approaches now have enterprise sales teams. That’s because there are certain types of customers — for example, healthcare, insurance and government — that require salespeople to engage with due to compliance and security reasons.

These are the basic elements of the hamburger GTM model: A killer product that sets you apart, a bottom-up sales strategy to convert users into paying customers, and a sales team to go after bigger customers that require more attention.

Retail giant Walmart announced this morning it’s acquiring the Tel Aviv-based startup Zeekit, which allows consumers to virtually “try on” clothing when shopping online. The company leverages a combination of real-time image processing, computer vision, deep learning and other AI technology to show shoppers how they would look in an item by way of a simulation that takes into account body dimensions, fit, size and even the fabric of the garment itself.

Deal terms were not disclosed. According to data from PitchBook, Zeekit had raised over $24 million in outside capital, but we’ve confirmed that’s inaccurate. Zeekit raised a $9 million Series A in 2016, and has raised a total of $16 million since 2014.

The company had already been working with a range of retailers and brands ahead of the acquisition, including Walmart, as well Macy’s, Asos, Tommy Hilfiger, Adidas and others. It had once worked with Rebecca Minkoff during Fashion Week to help women shop the show’s looks.

Zeekit was founded in 2013 by CEO Yael Vizel, VP of Research and Development Nir Appleboim and CTO Alon Kristal, with the premise that if online shoppers could see how clothing would look on their own bodies, the technology could reduce the rate of returns due to non-fitting, non-flattering items.

Walmart says customers will be able to use the Zeekit technology to virtually try on items from brands including Free People, Champion, Levi Strauss, ELOQUII Elements, Free Assembly, Scoop, Sofia Jeans by Sofia Vergara, plus its own private label brands, like Time and Tru, Terra & Sky, Wonder Nation and George.

When the technology goes live on Walmart.com, customers can choose to upload an image of their own or choose from a series of models that best represent their height, shape and skin tone in order to see themselves virtually in any item of clothing. The goal is to provide a similar experience to trying on clothing when shopping online as you would otherwise have had when in a retail store.

Shoppers will also be able to share their virtual outfits with friends for a second opinion, via the new integration, adding the social element back into online shopping.

In addition to the virtual try-on, Walmart says Zeekit’s technology may be used to build other fashion experiences over time, including a virtual closet experience where you could mix and match styles.

With the deal’s closure, Zeekit’s three co-founders will be joining Walmart.

“We’re confident that with the team’s expertise in bringing real-time image technologies, computer vision and artificial intelligence to the world of fashion, we’ll identify even more ways to innovate for our customers in our continued effort to be the first-choice destination for fashion,” said Denise Incandela, Walmart U.S. EVP of Apparel and Private Brands, in an announcement.

Walmart in years past had heavily invested in apparel, including by acquiring online brands like Bonobos, ModCloth, Eloquii and others, and even tried offering some brands, like Nike, their own shop on Walmart. com. Not all of these efforts paid off. Walmart sold ModCloth only a couple of years after buying it, for example, after ModCloth customers balked at being owned by a retail giant, and the brand remained unprofitable. More recently, Walmart partnered with online consignment shop ThredUP to list a large number of secondhand items on Walmart’s website.

In addition to the struggles around profitability, apparel more broadly has been a harder area for online retail to get right, often because of the difficulties involved with picking out items that have to fit unique bodies and the non-standard sizing fashion designers use — meaning clothing can run smaller or larger, depending on a given brand, even when shopping “your size.”

Another factor that may have impacted the acquisition was the pandemic, which pushed e-commerce years ahead, as retailers closed their doors and consumers stayed home to shop online due the circumstances of the health crisis. During this time, Amazon passed Walmart as the top apparel retailer in the U.S., according to Wells Fargo, which estimated its apparel and footwear sales grew 15% in 2020 to over $41 billion, or 20-25% higher than Walmart.

Walmart didn’t say when Zeekit would go live on Walmart’s website, only that it would show up “soon.”

We understand that, post-acquisition, Walmart will not continue to operate Zeekit’s existing business. Zeekit will work with their current customers on a transition plan.

Updated 5/13/21, 11:05 AM ET with more accurate funding totals. Previously we noted PitchBook data. We’ve since confirmed the figures directly. 

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