Feb
11

Impala raises $20 million to build the API of the hotel industry

Impala has raised another round of funding just a few months after raising an $11 million Series A round. This time, the startup is raising a $20 million Series B round led by Lakestar. Latitude Ventures is also participating in the round.

The company is building a service that works pretty much like Plaid, but for hotel rooms. The hotel industry relies on old-school “property management systems” to manage rooms, room types, pricing, extras, taxes, etc.

Instead of asking hotels to switch to an entirely different property management system, the company is upgrading those systems with a modern API. This way, you can build applications that query hotel data directly with a few lines of code. You get a standardized JSON response from the API.

Impala is currently compatible with a handful of property management systems. The company is still adding more systems in order to cover a wider range of hotels.

Three hundred hotels are currently working with Impala, such as Accor hotels (Mercure) and Hyatt-branded hotels. The company currently has a backlog of 3,500 hotels. It really shows that the industry has been waiting for a product like this.

While Impala is still focused on surfacing data in an easy-to-code manner, the company is already thinking beyond read-only data. The startup wants to let developers book rooms directly using the Impala API.

It could open up hotel bookings to many other services. For instance, you could imagine being able to book rooms on Lonely Planet’s website. Services selling train tickets and flights could upsell you with hotel rooms.

In order to offer rooms on the usual hotel booking services from Booking Holdings websites (Booking.com, Priceline, Agoda, Kayak…) and Expedia Group websites (Expedia, Hotels.com, HomeAway, Trivago…), many hotels currently work with channel managers to send out information to multiple services at once. In the future, Impala could replace those channel managers with its API.

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Feb
10

Uber and Postmates lost a bid to temporarily block California's new gig-worker law, a legal setback that could immediately affect their financials

Uber and Postmates's lawsuit against the state of California suffered a big setback on MondayA Los Angeles judge rejected a bid to temporarily block California's gig-worker law from going into effect while Uber and Postmates challenge it in court. Gig-economy companies like Uber and Lyft have been fighting fiercely to block Assembly Bill 5, which is aimed at giving wage and benefit protections to people who work as independent contractors.The ruling means that the new law will be enforced while Uber and Postmates sue the state of California, and could have serious financial effects on both companies. A statement from Uber reiterated the company's commitment to continuing to challenge the case in court.Visit Business Insider's homepage for more stories.

Postmates and Uber's lawsuit against California hit its first bump on Monday, as the two companies lost a preliminary motion to temporarily block California's gig-worker law from going into effect while they challenge it in court. 

A Los Angeles District Court judge presiding over the case said that the interests of the public outweighed any 'irreparable' harm that the new law could wreak on the companies' finances.  

"The balance of equities and the public interest weigh in favor of permitting the State to enforce this legislation," Judge Dolly M. Gee ruled. 

The judge's ruling means that the new law will be enforced while Uber and Postmates sue the state of California, a setback for the companies that could have serious financial implications.  

The two companies have been fighting fiercely to block California's Assembly Bill 5, which was approved by lawmakes in September. AB 5 is aimed at giving wage and benefit protections to people who work as independent contractors. But gig-economy companies have said that the additional labor costs could be a death knell to their businesses.

Uber and Postmates sued the state of California at the end of December, two days before AB 5 was set to go into effect. The two companies argued that the law violated federal and state guarantees of equal protection and due process, by targeting ride-share and delivery companies. 

A statement from Uber to Business Insider reiterated the company's commitment to continuing to challenge the case in court.

"We are joining a growing group of companies and individuals suing to ensure that all workers are equally protected under the law and can freely choose the way they want to work," an Uber spokesperson said. 

Shona Clarkson, an organizer with Gig Workers Rising, pushed back against Uber's claim that the law harmed worker protections. 

"The company is trying every trick in the book to get away with not treating drivers with the dignity and respect they deserve," Clarkson told Business Insider. "Drivers won't stop organizing until they get living wages, benefits and a voice at work."

Original author: Bani Sapra

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Feb
10

What happened to Slack today

You’ve been busy. I’ve been busy. But people are talking about Slack all over Twitter, so let me catch us both up.

All the ruckus concerning Slack and its publicly traded stock appeared to kick off with a Business Insider story, which had the following headline:

Slack just scored its biggest customer deal ever, as IBM moves all 350,000 of its employees to the chat app

Given the context of the simmering Slack versus Teams battle, having Slack win what appeared to be a huge, new contract was big news. Slack’s shares shot higher, and the news engendered all sorts of headlines that now look a bit silly.

Like this one:

Slack may survive after all, after IBM choose [sic] them as exclusive supplier for 350,000 employees 

Slack shares traded up sharply all day. They were worth 15.4% more than yesterday, and then, all of a sudden this fine afternoon, trading of Slack’s equity was halted, pending news.

This led to general chaos, with everyone trying to figure out what had happened. Had Google bought Slack? Had Slack bought a small poodle? Was IBM not a Slack customer? It wasn’t clear.

Halting a stock, to be clear, is a big deal, and instantly brings attention to the company in question. Public firms don’t hold for news much, as it’s no good and no fun. It’s also why earnings come after hours.

Later, Slack released an SEC filing, which included the fact that IBM was already one of its customers. This meant that IBM was not a new customer, and that the headline 350,000 employee figure would not manifest itself in that many novel seats of Slack sold.

The company itself put a final bit of ironmongery in the human plasticware, saying the following in the filing to tamp down the market’s enthusiasm:

IBM has been Slack’s largest customer for several years and has expanded its usage of Slack over that time. Slack is not updating its financial guidance for the fourth quarter of the fiscal year ended January 31, 2020 or for the fiscal year ended January 31, 2020.

Womp womp, I believe is the phrase.

Also this happened, but the day’s events appear to be mostly a lot of whatnot that wound up being not what we thought.

When Slack finally did begin to float in after-hours trading, it quickly gave back about half of its gains. Slack shares are currently worth $24.56 in after-hours trading. They started the day worth around $23, and traded as high as the mid $27s.

Now you know.

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Aug
01

Our New Fund – Foundry Group Next 2018

Several email apps scrape the contents of people's inboxes and sell that data to finance and e-commerce companies, according to a new Motherboard report.The apps are primarily interested in tracking "transaction data," gleaning information from receipts and shipping emails that show people's consumer behavior.The apps then sell that data to third-party companies that use the information to make investment decisions.Email apps scraping peoples' inboxes for profit include Edison, Cleanfox, and Slice.Visit Business Insider's homepage for more stories.

Several email productivity apps, popular for offering people tools to organize their inbox, are scanning the content of users' emails and selling that data to clients for profit, according to a new report by Motherboard's Joseph Cox.

The apps, whose data-selling practices Motherboard learned about from confidential documents, include Edison, Cleanfox, and Slice. 

Edison's website says it "accesses and processes" people's emails, and Cleanfox and Slice offer similar disclaimers. More specifically, the companies scan users' inboxes for emails that include receipts or shipping notifications to track the items users are purchasing and how much they're spending.

The apps then sell anonymized or pseudonymized versions of that information to clients that are interested in consumer trends, like finance and e-commerce companies.

An Edison spokesperson said in a statement to Business Insider that it uses software that "automatically recognizes commercial emails and extracts purchase information from them," ignoring "personal and work email." 

A spokesperson for Rakuten, the company that owns Slice, told Business Insider that the company tells its users that it is collecting their data for market research and that the company values "the protection of consumer privacy."

In an email to Business Insider, Foxintelligence CEO Edouard Nattée emphasized that the company discloses to new users that it uses anonymized data from "transactional emails."

"What we do is precisely the opposite of what companies like Facebook or Google are doing. We are building a model where the users get a free product and still, the user doesn't become the product," Nattée said.

While each of the three companies highlighted that the data being collected is anonymized or pseudonymized, multiple recent studies by computer science researchers have called the notion of anonymized data into question — in most cases, researchers found that anonymous data stolen in breaches could be easily tied back to specific people with relatively high certainty. 

Original author: Aaron Holmes

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Feb
10

I took a ride in SoftBank-backed Ola cabs on its launch day in London and saw first-hand how it's different than Uber

Ola, an Indian ride-hailing firm, launched its operations in London on Monday, giving strong competition to the likes of Uber and Bolt.The Softbank-backed firm is offering users discounts and drivers zero commissions in order to lure numbers. The app has stronger safety features with options like a start code to give to the driver before the journey begins. Visit Business Insider's homepage for more stories

Ola, a ride-hailing app launched in London on Monday and I decided to take a ride and find out just how different it is from its peers. 

But I am not new to Ola. I have taken many Ola rides during vacations in India where Ola has become the standard means of transport and is more popular than Uber. My parents, who weren't the most app-savvy till about a few years ago, have switched to Ola instead of taking their Hyundai out and so has a large part of the smartphone-savvy Indian population. 

However, back in London, it's always been Uber or Kapten for me. But I decided to give Ola a try on Monday evening and here's how I think it's different from its peers.

Spriha Srivastava/Business Insider

I took a short journey, and used the £5 ($6.46) introductory voucher from Ola. The app is pretty straightforward and easy to use. It gives you the option to add a few stops, and a range of cars to choose from. These are categorized as "Comfort," "Comfort XL" and Exec. Upon selecting your choice of car, a waiting time is shown and you are then connected to Ola drivers in your area.

I selected a Comfort Ola, with a waiting time of 5 minutes. Now, here's where Ola is different from all the other ride-hailing services I have taken. Once you confirm your ride, the app sends you a start code, which is written on the left hand corner of the app. When you sit in the car, the driver asks for this code in order to start the journey. Without this code, a journey cannot be activated. 

Spriha Srivastava/Business Insider I sat in my ride and was welcomed by the driver as his "first Ola customer." The driver, David, whose name we changed because of privacy concerns, said he worked for all the ride-hailing apps in London. This includes a long list of Uber, Bolt, Kapten, ViaVan and now Ola. Upon asking him which one he likes the best, he said Bolt because they cut the lowest commission from drivers. 

"Ola is currently offering zero commissions till March 20. I am not sure what happens after that," he said. 

David, however, wasn't very pleased with the launch of another ride-hailing app.

"It's the same customers but more companies. As drivers, we don't have loyalty toward any of them. It will be so easy if there was a single service for both drivers and riders," he said. 

While on the ride, I began playing around with the app and realized another feature that was very different from Ola's peers - the safety icon. It is conveniently placed on the right-hand side, at the top of the app. Upon clicking it, you get an alarming red message that asks you to swipe in the event of an emergency and promises the safety team will be in contact immediately. 

Spriha Srivastava/Business Insdier

Ola promises a 24/7 customer care support and has been offering vouchers in order to lure riders. The Indian ride-hailing app's launch on Monday saw front-page ads as well as a huge presence on social media. The company, which has raised close to $3.8 billion from Softbank, gives Uber and its peers another rival to battle in the increasingly crowded ride-hailing space. 

Original author: Spriha Srivastava

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Feb
10

Roomba vacuums were heavily discounted during Amazon Prime Day — here are the deals we saw last year

Of the numerous robot vacuums that were available on Amazon Prime Day last year, the one that could be most credited with beginning the self-cleaning craze is the Roomba from iRobot. Unsurprisingly, given its high-tech capabilities, the line of robot vacuums is not cheap.

iRobot's line of Roomba robot vacuums can clean your house as you sit back and relax or paint the town red. They're usually several hundred dollars and can even cost up to $1,000, which is why it makes sense to take advantage of Prime Day Roomba sales. If you've always wanted to upgrade from your handheld vacuum to a fancy new robovac, Prime Day 2020 may be your chance. 

Other robot vacuums from brands like Ecovacs and Eufy were also on sale last year, but if you're looking specifically for an iRobot model, Amazon's next Prime Day could have some pretty solid deals.

For now, make sure you're an Amazon Prime member so you can shop all the best Prime Day 2020 deals. You can get a free 30-day trial here. And start planning your shopping list by taking a look at all of the best Roomba discounts we saw during Prime Day last year, below. 

iRobot Roomba 690 RoboVac, $229.99 (originally $374.99) [You saved $145] Amazon iRobot Roomba 690 RoboVac, $229.99 (originally $374.99) [You saved $145]iRobot Roomba 671 RoboVac, $289.99 (originally $349.99) [You saved $60]iRobot Roomba 980 RoboVac, $549.99 (originally $899) [You saved $349.01]iRobot Roomba 891 Robot Vacuum, $299.99 (originally $449) [You saved $149.01]
Original author: Connie Chen

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Feb
10

How to restart any Apple TV model in 3 ways, to fix glitches and other issues

You can restart an Apple TV in three ways: through a remote shortcut, through the Settings app, or by unplugging it.It can be useful to restart your Apple TV occasionally, especially if you're experiencing bugs or glitches.Visit Business Insider's homepage for more stories.

Since the Apple TV doesn't have a power button, you can't physically restart it from the device unless you unplug and plug it back in. 

Restarting can be useful for several reasons, especially if your Apple TV is frozen or needs to be troubleshooted. 

Luckily, there are ways to restart an Apple TV that are easier than unplugging it from the wall. Here's how to restart your Apple TV in two ways, using the remote and Settings app.

Check out the products mentioned in this article:

Apple TV 4K (From $179.99 at Best Buy)

How to restart an Apple TV

First, you can use the remote.

If you have a Siri Remote or Apple TV Remote — this remote has a touchpad and a microphone button — hold down the Home and Menu buttons until the light on your Apple TV flashes. Let go when the light on your Apple TV starts flashing and it will restart. 

The Home button has an icon that looks like a TV screen. Apple If you have an older Apple TV Remote, hold the Menu and down buttons until the light on your Apple TV flashes. Let go, and your device will reset.

You'll want to hold down the "Menu" and down buttons. Apple

You can also restart your Apple TV by going through the Settings app.

On an Apple TV 4K or Apple TV HD:

1. Open the Settings app, which has an icon that looks like a gray gear.

2. Scroll down to and click on "System."

3. Select "Restart."

Select the "Restart" option. Ryan Ariano/Business Insider

Your Apple TV will take a moment to restart.

On an Apple TV 3 or older:

1. Open your Settings app.

2. Open the "General" menu.

3. Scroll to and click on "Restart."

If for some reason your remote isn't working and you can't use it to restart your device, instead unplug your Apple TV, wait for six seconds, and then plug it back in.

 

Original author: Ryan Ariano

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Feb
10

Disney Plus costs $7 a month on its own, but you can bundle it with Hulu and ESPN+ for an extra $6

Alyssa Powell/Business Insider

Disney's new streaming service Disney Plus is now available. A month-by-month subscription costs $6.99/month. The yearly subscription is a little cheaper and costs $69.99/year ($5.83/month).For these prices, subscribers get ad-free access to thousands of movies and TV shows, including exclusive original programming from Disney, Pixar, Marvel, Star Wars, National Geographic, and 20th Century Fox. There's also a bundled package option. For $12.99/month, you can get Disney Plus, Hulu, and ESPN+. If you buy each individually, the total cost would be $17.97/month. New subscribers can try the service for free for the first seven days. 

One of the most affordable streaming services on the market is now available on your TV. 

Disney Plus, a new ad-free streaming service created by the Walt Disney Company, became available on November 12 and immediately attracted 10 million subscribers on its first day. Analysts predict there will be 18 million customers by the end of 2020. 

The highly anticipated service features programming from not only Disney, but also all of Disney's subsidiaries: Pixar, Marvel, Star Wars, National Geographic, and 20th Century Fox. 

Subscribers can enjoy movies and TV series old and new, including programming that can only be found on Disney Plus. 

Find more information about the cost and features of Disney Plus below. 

There are a few different prices, depending on whether you want to pay on a monthly basis, commit to a yearlong subscription, or bundle Disney Plus with Hulu and ESPN+. Regardless of which you choose, you get a seven-day free trial to see whether you want to sign up for the full subscription.  

Seven-day trial for new subscribers to Disney Plus only: Free 

Month-by-month subscription: $6.99/month

Yearly subscription: $69.99/year (comes out to $5.83/month)

Disney Plus, Hulu, and ESPN+ bundle: $12.99/month ($17.97/month if you sign up for each service individually)

Disney Plus, Hulu (ad-free), and ESPN+ bundle: $18.99/month ($23.97 if you sign up for each service individually). Read on to find out how to get the bundle with the ad-free version of Hulu. 

What's included in this price? 

Ad-free streaming of thousands of Disney movies and TV shows, including original movies, series, and documentaries exclusive to Disney PlusUnlimited downloads Ability to stream on four devices simultaneouslyAbility to add up to seven profiles 

How does the price of Disney Plus compare to that of other streaming services? 

Disney Plus offers a competitive price. Here's how it compares to other popular, non-live TV streaming services. The prices shown are for the ad-free plans (if applicable). 

Netflix: $8.99 to $15.99/month 

Hulu: $11.99/month 

Amazon Prime Video: $8.99/month 

Apple TV: $4.99/month

HBO Now: $14.99/month

If you would also like sports content and movies and TV from non-Disney sources, you should consider the bundle option. The Disney Plus, Hulu, and ESPN+ bundle, which is also now available, costs $12.99/month. If you sign up for each of these services individually, the total would come out to $17.97/month.

However, the version of Hulu in the bundle still includes ads. In order to enjoy the ad-free version of Hulu while getting the savings of the bundle, you need to become a Hulu customer first. Here's what to do: 

Sign up for ad-free Hulu ($11.99/month). Sign up for the Disney Plus bundle with the same email address you used to sign up for ad-free Hulu. You will have new Disney Plus and ESPN+ accounts but will continue to be billed separately for your Hulu subscription. Every month, Disney will credit you $5.99, which is the value of the ad-supported Hulu in the original bundle. 

Read everything else you should know about Disney Plus here:

Disney Plus: Everything you need to know about Disney's ad-free streaming serviceHow to get a free week of Disney PlusAll the new movies you can watch on Disney Plus — from the live-action 'Lady and the Tramp' to holiday comedy 'Noelle'All the new shows you can watch on Disney Plus — from 'The Mandalorian' to new Pixar shortsAll the kids' movies you can stream on Disney Plus — from 'Snow White' to 'Frozen'All the new kids' shows you can watch on Disney Plus — from 'Vampirina' to the new reboot of 'Star Wars: The Clone Wars'All the Marvel movies and shows you can stream on Disney Plus — from 'Iron Man' to the new 'Loki'Every single Star Wars movie will be available on Disney PlusAll the Pixar films and shorts you can stream on Disney Plus — from 'Toy Story' to 'Inside Out'
Original author: Connie Chen

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Feb
10

Tech companies like Samsung are moving into the advertising business, using data to create targeted people — but it will take a lot more than that to succeed

Mike Shields, the former advertising editor for Business Insider who is now CEO of Shields Strategic Consulting, argues that tech companies like Samsung and Vizio's moves into advertising could be successful — but that there are a lot of pitfalls.Samsung has data on when and how customers watch ads, which it could use to produce better advertisements.Samsung will have to contend with a slew of other well-armed competitors making a similar play, though.Click here for more BI Prime stories.

If you spent any time bouncing around the Aria in Las Vegas last month — the unofficial gathering spot for hordes of media and advertising executives invading the Consumer Electronics Show — it was hard to miss the presence of the biggest players in the industry. Google bought everyone in one conference hall donuts; WarnerMedia took over a full restaurant while hosting a mini VR experience. 

And folks holding illuminated signs for Samsung Ads were everywhere.

Here's a question: Did you know Samsung was in the ad business? You know, the South Korean guys known for cool cell phones and fridges and speakers and laptops — and yes, giant TVs.

The electronics giant has been very quiet on the ad front. But since 2015, Samsung has been selling advanced TV ad campaigns, including on Samsung TV home screens as well as within a free video offering available on these devices.

Samsung isn't the only TV maker edging into Madison Avenue's turf. Late last year, Vizio announced plans to build out its own ad sales unit.

I can't decide if this represents a brilliant, potentially disruptive new set of contenders for the $70 billion ad market ... or a total fool's errand.

What do the TV makers know about advertising, though?

For starters, these companies make hardware. Advertising is not their core business, and likely won't ever be.

Many have compared Samsung and Vizio's emerging role in advanced TV delivery to that of traditional cable distributors.

And as much as Comcast, Cox, Cablevision, and all the rest have attempted to build a vibrant direct sales business, armed with inventory and loads of set top box data, advertising has never been more than a side gig. First and foremost, they care about selling cable packages and keeping customers happy.

Those with long memories will recall the cable ad data consortium that rolled out in the early 2000s with enormous promise and proved an enormous letdown.

Scott Ferber, who founded the early web video ad tech firm Videology, sees parallels between cable providers' lackluster embrace of advertising and the TV manufacturers of today.

"To succeed in advertising right now, you need audience, inventory, and you need data," he said. "These guys don't have all three. They don't own anything except data."

To be sure, proprietary audience data is highly valuable in today's ad world. Just ask Facebook and Google how their gardens are growing.

Samsung knows what you're watching in real time

According to Cathy Oh, global head of marketing and analytics at Samsung Ads, the venture has ACR data on 45 million smart TVs. ACR stands for automatic content recognition — it's essentially tech that can pick up what's on a person's screen in real time. 

So Samsung knows exactly what shows and ads its TV owners are watching, and for how long they watch. And they don't share data with anybody, Oh said.

Plus, Samsung has built its own ad tech stack — including an in-house DSP. In that way, it's not unlike Roku, which started as a hardware company before becoming a formidable TV ad player.

What Roku has, of course, is a user interface that people love and often turn to first. Do most people have or want that kind of relationship with their actual TVs?

More importantly, Roku controls 30% of the ad inventory from its partners. So it's got all three legs of Ferber's ad stool.

However, is it crazy to wonder whether Samsung, and Vizio, follow the Roku playbook? Could these TV makers build out knock-off app stores, essentially replace the need for a secondary device, and become the primary way people navigate their streaming?

"It's very smart of them because they own first-party data and have access to the apps," said a top ad buyer. "So they could basically push Roku out of their space. If you have a smart TV, why do you need Roku?"

As the OTT ad market evolves, real estate is everything. If smart TVs' built-in user interfaces become the new way people pick which apps and shows to watch, TV makers could be thrust into a new pole position.

There are a lot of "ifs" here, of course — along with plenty of potential pitfalls (like, say, privacy). "I believe all of these 'new entrants' to advertising want to copy Google and Facebook with their unique data access and targeted advertising capabilities, but underestimate the difficulty of obtaining and the value of scaled, diverse demand," Ferber said.

Right now, the demand for OTT advertising is still mostly headed toward the big media incumbents, along with Hulu and YouTube. However, it's clear that brands are continually looking for alternatives as linear TV ratings decline. Which doesn't favor traditional TV companies.

At the same time, there's loads of fervor for buying ads on TV using the same kind of tech and targeting you see in digital advertising.

That's what Samsung is betting on.

"Over the past several years, we have watched the definition of TV change and the way advertisers leverage TV change with it," Oh said. "What's interesting is that today, TV is not just a mass-reach platform: It can also provide precision."

All true. Of course, Samsung will have to contend with a slew of other well-armed competitors making a similar play. From NBCUniversal's Peacock to CBSViacom's Pluto to everything Amazon touches — it's getting crowded fast.

Over time, Samsung could find the ad business about as compelling as fellow hardware-titan Apple did (which is to say, not very).

Or it could be TV's sleeping giant.

Original author: Mike Shields

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Feb
17

Startup buys startup: PullRequest snags remote developer hiring platform Moonlight

To respond to a Yelp review using a business account, you first have to claim your business, then log into your account, and access your "Reviews" section. Responding to reviews left about your business is the best way to engage with clientele, and thanks to the many tools Yelp offers, it only takes a few seconds to do so.Visit Business Insider's homepage for more stories.

While a bad Yelp review is the last thing a business owner wants to see, it's something that even the finest establishments are sure to experience at times. 

It's how you reply to that bad review that matters, though. With politeness, honesty, and ideas for how you can make the patron's next visit better, you might just win a customer back.

Before you can respond to any reviews, however, you first have to know how to.

Check out the products mentioned in this article:

MacBook Pro (From $1,299.99 at Best Buy)

Microsoft Surface Pro 7 (From $699.99 at Best Buy)

iPhone 11 (From $699.99 at Best Buy)

Samsung Galaxy S10 (From $899.99 at Best Buy)

How to respond to a Yelp review

1. First, you have to claim your business's Yelp page by following the steps at biz.yelp.com in a browser on your Mac, PC, iPhone, or Android device, or simply log into your account. 

Create a Yelp business page or log in to your account. Isabella Paoletto/Business Insider

2. Go to the "Reviews" section of your account page.

3. Find the review in question and click "Write a Response." You can now type out your reply, which will be displayed underneath the review. 

4. Click "Preview" to preview the text.

5. Click "Post Comment" to post your public-facing response. 

You can also send the reviewer a private direct message. On said review, click "Send Direct Message," say your piece, then hit "Send."

If you only have a few seconds, but want to acknowledge a good review, you can also click the "Thank" button under a review. This will send a quick private note that simply thanks the poster for a good review.

Original author: Steven John

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Feb
10

CurieMD is using telehealth to plug the menopause support gap

U.S. femtech startup CurieMD is offering menopause diagnosis and treatment prescription via a telehealth platform — beginning in California, where it launched late last year.

Founder Dr. Leslie Meserve  says the goal is to widen access to treatment and support services for mid-life women, spying a business opportunity in offering an auxiliary digital service targeting an area of women’s health which she says is often overlooked within standard health service provision and suffers from a lack of trained physicians.

She also suggests there is a “unique fear” in the U.S. around the use of hormone therapy for treating the menopause that’s left an access gap in support services — blaming concerns sparked by misleading publicity attached to the 2003 Women’s Health Initiative study which implied a link with breast cancer.

“The authors of the study released a press release prematurely that then became an overnight sensationalized story about hormone therapy causing breast cancer,” she explains. “What they didn’t say was that in the estrogen-only arm of the trial there was actually a lower incidence of breast cancer. So that was never stated anywhere. The other thing they failed to state was that the slight increased risk was not statistically significant… They did women a huge disservice by releasing this press release prematurely.”

More than 15 years on, Meserve believes the time is right for telehealth services to help plug the information and support gap that still orbits menopause, in part as a consequence of “deeply rooted” but misplaced fear of hormone therapy.

Investment in products targeted women’s health and wellness has also been jumping up in recent years as VCs cotton on to an underinvested opportunity which more founders are also focusing on — led by female entrepreneurs driving attention toward women’s issues.

There are now a number of femtech startups specifically focused on menopause. Asked about competitors, Meserve points to several other U.S. startups — including Gennev and Elektra Health.

“There is a lot more interest in telehealth and I believe the time is absolutely right for more information to be given to the world… to make sure that women know that going through menopause is not the end of anything — it’s the beginning of a wonderful second half of life,” she suggests, arguing that the regular healthcare services women are accessing often don’t have the time to dedicate to discussing menopausal symptoms and potential treatments with their patients.

“Telehealth is not going to be appropriate for every single medical issue, that’s for sure, but the diagnosis and treatment of menopausal symptoms is really based on a discussion,” she says. “We do let patients know that we are an adjunct to the regular care that they need to be receiving from their gynecologist and primary care physicians. But menopausal treatment requires a lot of discussion, a lot of talk therapy — it’s a very cognitive diagnosis and treatment. And many OB-GYNs and primary care doctors really don’t have the time needed to explain the pros and cons of hormone therapy to their patients.

“They do the physical. They address immediate, urgent needs, but they may not have the time to address something that doesn’t feel as urgent. Menopausal symptoms — from insomnia to hot flushes — they don’t feel as urgent to practitioners so I don’t think that they’re always given the time needed. And we know that physicians and other practitioners are very rushed. The way our insurance models go they have to see patients every nine to 15 minutes and sometimes a 15-minute office visit just isn’t enough to perform both a pap smear, a physical and answer all of these questions. So we’re an adjunct. We’re not in place of their regular physical exams — we’re an addition to those.”

Meserve practiced in primary care for close to two decades before moving into specializing in menopause services herself — a shift that led to the idea of setting up a company to address mid-life women’s health issues via a web-based telehealth platform.

“I’ve kind of grown up with my patients and a few years ago I was noticing that my patients were having lots of menopausal symptoms so I self-trained in the treatment of menopause and then became a certified menopause practitioner,” she tells TechCrunch, explaining her own transition from practicing in primary care to focusing on menopause care. 

“I realized obviously I was only going to be able to see a very small number of patients and patients in my community. And I know that women across the country are suffering with these symptoms and they’re not able to find physicians that are comfortable talking about menopause and treating menopause. And so, through friends of friends, I was connected to another physician in our community, along with his friend who has expertise in startups and we had the idea [for the company].”

“We know that there’s a lack of trained physicians in this area, we know that women want this relief — they want symptom relief, they want to live wonderful lives,” she adds, saying the key idea is to use telehealth consultations and algorithmic triage to reach “as many women as are wanting the treatment.”

CurieMD patients fill in an online quiz about themselves and their symptoms to get treatment suggestions — which can include a prescription for an oral contraceptive or, in cases where there may be a risk associated with taking estrogen, an antidepressant for perimenopausal symptom relief; and a plant-based hormone therapy for menopausal women — with the startup using an algorithm to help the telehealth practitioners offer the right treatment suggestions.

“Based on the way that patients answer questions in our questionnaire they’re driven down a certain path to help our practitioners choose the right therapy,” she explains, noting that they’re not using AI to drive recommendations. Rather, patients’ responses are used to determine which additional questions they get asked to pull out other relevant information — in a classic decision tree algorithm.

“The first thing we have to determine is whether they’re in perimenopause or menopause,” she says, discussing the decision flow. “So in perimenopause their cycles are fluctuating, their ovaries are coming in and out of retirement. That happens in their 40s. And women start to have perimenopausal and menopausal symptoms at that time — many of them do. So they”ll be having hot flushes, night sweats, irritability, mood symptoms. But the treatment for perimenopause is different from menopause. Perimenopausal patients can be treated very effectively with low-dose oral contraceptive pills — so one of the algorithm’s branches is, first of all, are you in menopause or perimenopause?

“And then for menopausal patients they have the option of choosing bioidentical hormone therapy. And if they have had a hysterectomy they only need estrogen — and so they would go down the pathway asking about their estrogen needs. And then if they still have a uterus they will need both estrogen and progesterone. So then they have the choice of what type of estrogen they want to choose — whether they want oral estrogen or estrogen delivered through the skin, which is a patch.”

In cases where a woman is having vasomotor symptoms such as insomnia and hot flushes but has had breast cancer or where there’s another contra-indication to estrogen (such as having previously had a blood clot), CurieMD’s platform may prescribe an antidepressant to treat her symptoms.

“They are candidates for an antidepressant called Venlafaxine [that’s] very effective for treating vasomotor symptoms in all patients — but we use it mostly for women who are unable to take estrogen,” says Meserve.

For now the platform has just three doctors performing remote consultations for the “dozens” of early sign-ups it’s seen so far — with a third-party company supplying the trained physicians that are conducting the remote consultations.

“We’re working with a large, national company that hires physicians who have chosen to provide telehealth,” she says. “They’re board certified and we provide additional training in women’s health for them — especially in the medications… that we offer.”

Per Meserve CurieMD applies “narrower” prescribing guidelines than an in-person physician might use — exactly “because it is a telehealth company.”

She gives the example of a patient who has had a blood clot in the past — where an in-person physician might be able to discuss with a patient’s haematologist and come up with a plan for them to be on a very low-dose estrogen patch. In this case, CurieMD’s remote service would not be able to offer such a joined-up approach to prescribing a treatment.

“In telehealth we don’t know all the physicians in each patient’s community so we’re not going to be able to do co-ordinated care as well with specialist, outside of the box patients,” she says. “So if they have any risk factors, such as a history of clotting, or of course if they have a history of breast cancer we’re not going to be able to treat those patients with hormone therapy. So if they really want hormone therapy that’s going to be an in-person visit with a physician.”

Another exception would be patients who have migraines and who may want to be on an oral birth control pill. “It depends on the type of migraines they have,” she says. “So that’s beyond the scope of what we’re going to prescribe.”

As part of the questionnaire process patients are also asked to rate the severity of their symptoms. Meserve says she’s confident this will enable it to not only demonstrate to individual patients the efficacy of the prescribed treatment but also enable it to present findings to the wider medical community — with the aim of demonstrating “the safety and efficacy of telehealth” for this particular use-case.

“One of the things that I’d like to make sure that we’re doing is really convincing the medical community at large about the safety of telehealth in certain medical conditions,” she says. “It’s not appropriate for every medical condition… There are certain things that need to have an in-person visit. But the medical community is starting to understand and adapt and trust telehealth — but I think the more data that we have the more we’re going to be able to convince them that this is a nice adjunct to in-person visits.”

“Patients are more accepting of [telehealth] than physicians are. Physicians are very conservative and very slow to change and so I feel that one of our missions is to present the data to physicians and help them understand that this is not a substitute for good in-person care, it’s just an addition,” she adds.

The business model for the service is direct to patient — which means CurieMD is not plugging into the U.S. insurance healthcare market. Rather, there’s a sign-up fee (currently waived), a per consultation fee and recurring subscription (taken via credit card) for any ongoing prescriptions which are shipped to patients by a mail-order pharmacy contracted for that piece of the service. (In an FAQ on its website, the startup claims its consultation fees “are lower than that of most co-pays and our medication pricing is competitive with that of most pharmacies.”)

The team has raised around $1 million in angel and VC investment to fund development of the business so far.

Meserve says the plan is to scale nationwide, taking a state by state approach to building out coverage in order to get the necessary contracts and physician licences in place.

“I would like to be in another 20 states by the end of this year,” she adds.

In terms of differentiation versus the growing number of femtech startups that have also supported an opportunity to offer menopause-related treatment support, she says: “We believe we’re the only one that contracts with a pharmacy and has the prescription delivered through a mail order service.”

She also flags that the hormone therapy CurieMD’s service prescribes — and delivers “right to the door in discreet packaging” — is a bioidentical plant-based “FDA-approved” treatment, suggesting that’s another point of differentiation for its approach.

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Feb
10

The Trump administration won't allow New Yorkers to apply for or renew Global Entry due to the state's 'sanctuary' law — but there's a free app travelers can use to bypass customs lines. Here's how it works.

New Yorkers who have applied to or were looking to reenroll in Global Entry — the federal program that allows US travelers pre-screened by US Customs and Border Protection (CBP) to pass through customs more quickly upon reentering the States — will no longer be granted membership as of last week.

On February 5, Department of Homeland Security (DHS) Acting Secretary Chad Wolf announced the ban in a letter published online by Fox News. In addition to Global Entry, which is CBP's flagship trusted traveler program and had 5 million members in 2018, New Yorkers will no longer be eligible to join NEXUS, SENTRI, and FAST. TSA Precheck, which allows travelers to move more quickly through security at US airports, is not affected at this time, Azi Paybarah reported for The New York Times.

The perks of Global Entry membership include skipping customs paperwork and long lines at 53 major airports across the US. Instead of filling out paperwork, members head straight to a Global Entry kiosk for approval. To apply for the program, travelers submit an application online, pay a $100 application fee, and schedule an interview at an enrollment center.

The DHS ban was instituted in response to New York's "Green Light Law," a "sanctuary" policy that allows residents without legal immigration status to obtain driver's licenses and prevents federal agencies looking to enforce immigration policies from accessing Department of Motor Vehicles databases, Business Insider's David Slotnick reported.

New York Attorney General Letitia James announced on Friday that she will sue the Department of Homeland Security for barring New Yorkers from enrolling in Global Entry and other trusted traveler programs. 

An estimated 175,000 New Yorkers will lose their Global Entry membership by the end of 2020 

A Global Entry kiosk awaits travelers registered for the service. Reed Saxon/AP Photo

Approximately 50,000 New Yorkers are currently in the application process for Global Entry and will not receive approval, Paybarah reported. Global Entry applicants will be refunded and members will enjoy benefits until their membership expires, according to a release by CBP.

"We expect the impact to affect about 150,000 to 200,000 New York residents who try to renew their membership in one of the Trusted Traveler Programs each year," DHS Acting Director Ken Cuccinelli said on a conference call with reporters last Thursday. "By the end of 2020, roughly 175,000 New Yorkers are going to be kicked out of our Trusted Traveler Programs, and no others will be able to join."

Fortunately for time-pressed New Yorkers, a free-to-use mobile app is still in effect and lets users bypass customs lines in 27 US airports

Mobile Passport, a mobile app approved by US Customs and Border Protection, allows US travelers to bypass long customs lines at 27 airports and 4 cruise ports across the States. Harrison Jacobs/Business Insider

Mobile Passport, a mobile app authorized by CBP, lets US and Canadian passport holders skip long customs line at no cost.

The Points Guy reporter Victoria Walker pointed out that the DHS ban does not include language about the app.

Mobile Passport offers fast-track customs lines at 27 major US airports and 4 cruise ports. These include John F. Kennedy Airport and Newark Liberty National Airport.

Users can submit their passport and customs declaration information (as well as that of family members) to CBP via the app before arrival. Once at the airport or cruise port, users receive a QR code to present along with their physical passport to CBP officers in Mobile Passport Control lines. 

Business Insider's first international correspondent Harrison Jacobs, who visited more than 20 countries over the course of a year, opted for Mobile Passport over Global Entry while traveling in order to bypass the Global Entry application time — which can take up to a few months — and raved about the app's ease of use.

"There is usually little or no line, because all CBP officers have to do is scan the QR code on your Mobile Passport app and, voila, you're home free," he wrote. "In the year I've been using the app, I've never had to wait more than a minute or two."

For an additional $4.99 per month of $14.99 per year, users can upgrade to Mobile Passport Plus, which offers data auto-population from passport scans as well as the ability to save passport data for future trips.

Original author: Melissa Wiley

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Aug
23

Facebook Gaming takes new applications for Black Gaming Creator Program

To close apps on your Apple TV, you'll need to open the app switcher, which can be done with just a click.You can only close apps on the Apple TV 4K and Apple TV HD, as other Apple TV models don't run apps in the same way.You'll also need to be using a Siri or Apple TV remote, as you need to use the touchpad to close apps.Visit Business Insider's homepage for more stories.

When you switch from one app to another on newer Apple TV models, the first app doesn't close. It'll instead run in the background, so it can quickly open if you switch back to it.

This can be an issue if you switch between apps often. If one app freezes, it can slow down your entire Apple TV system. In this case, you'll need to close it.

Note, however, that this is only applicable to the Apple TV 4K and Apple TV HD models. On earlier Apple TV models, when you exit an app, it closes automatically. 

Here's how to close apps on an Apple TV 4K or Apple TV HD.

Check out the products mentioned in this article:

Apple TV 4K (From $179.99 at Best Buy)

How to close apps on your Apple TV

To properly close apps, you'll need to be using the Siri Remote (also called the Apple TV Remote in some locations). It's black, and has a smooth touchpad at the top.

1. Return to your Apple TV's homescreen.

2. Double-click the Home button on your Apple TV remote. It's the button with a picture of a television screen on it. This will pull up all the apps that are currently open, arranged as separate windows.

3. Scroll with the touchpad until you find and select the app you want to close.

You can scroll freely through all the apps you have open. Ryan Ariano/Business Insider

4. Swipe up on the trackpad on your remote. This closes the app.

You can keep scrolling through and closing your open apps until you've closed as many as you want. Once you've closed all your open apps, the only item left will be the Apple TV homescreen.

You can't close or hide the Apple TV homescreen. Ryan Ariano/Business Insider

Click once on the center of the trackpad, and you'll return to the Apple TV homescreen.

Original author: Ryan Ariano

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Jan
11

Elon Musk shows off the assembled Starship test rocket

Wieden and Kennedy, the agency behind Nike and McDonald's, is known for hiring industry outsiders and having unconventional organizational structures.It's not big on titles, favors industry outsiders, and takes an unconventional organizational approach. Business Insider talked to insiders about why what it's like to work at the agency.Click here for more BI Prime stories.

For people in advertising, Wieden and Kennedy, the agency behind award-winning ads for brands like Nike, Old Spice, and McDonald's is one of the most sought-after places to work.

"You look at the ballsy sh-- they put out … then you look away from the Adweek article and onto your sad Google Doc filled with subject line options for a Black Friday promo," one young advertising employee said of Wieden's appeal.

Not only is it notoriously hard to get a job there, it's an unconventional place to work. Current and former executives described what people should expect.

Wieden and Kennedy makes a point of hiring outsiders and encouraging them to explore

One of the first things people will notice about Wieden is the people. Unlike other agencies, it's known for hiring people from outside advertising, and is full of people with unique perspectives and personalities.

Former creative director Matt O'Rourke said co-founder Dan Wieden once summed up his philosophy by asking, "Why would I hire ad people?"

John Jay, now global president of creative at Japanese retailer Uniqlo's parent company Fast Retailing, had no agency experience when he came to Wieden from Bloomingdale's marketing department.

In another oft-cited example, Dan Wieden famously got secretary Janet Champ to work in the creative department; she later became lead copywriter for Nike and founded her own agency.

The agency embraces controlled chaos, few titles

Wieden is known for its unstructured brainstorming sessions. Executive creative director Karl Lieberman, who leads the team handling Bud Light, McDonald's, and Delta Airlines in New York, said leadership sees chaos as good for creativity.

Bud Light's popular "Dilly Dilly" campaign, for example, came from a conversation about how annoying it can be to have people bring six packs of expensive craft beer to a party.

"I was very organized and all about the process of advertising, from insight to manifesto to 30-second script," Lieberman said. "They weren't interested in any of that stuff."

Wieden and Kennedy also has a less traditional structure than other agencies.

For example, the Portland staff is organized in small teams called "pods" built around expertise like brand management and media strategy rather than by client. Lieberman said each pod functions as its own agency, with some handling multiple accounts.

The agency also has few executive-level titles. Lieberman said the idea is to let people focus on the work itself by minimizing approval processes and potential for tension between people.

A display in the agency's New York office. Wieden and Kennedy

Wieden and Kennedy puts a big focus on diversity

Wieden and Kennedy puts great emphasis on employee diversity, and has affinity groups for  female, black, Asian, Latin, and LGTBQ employees along with podcasts like Affinity Talks and On She Goes, a travel-themed show launched by six women of color in the company's publishing department.

Halfway around the world, executive creative director Ian Toombs, who runs the agency's operations in Shanghai, said he tries to achieve a bilingual office by hiring local people and ex-pats who are willing to relocate to China.

The hours are long and pay isn't the top in the industry

Like every ad agency, long hours are the norm, but Wieden is unapologetic about telling people they will have to make sacrifices in the interest of the work.

One source who spoke on condition of anonymity said recruiters told him 60-70 hour weeks are "the norm," and Lieberman said employees may work over the weekend on campaigns that never get made.

Wieden is also known for taking creative risks for clients, even in a seemingly straightforward area like media buying.

Media director Lawrence Teherani-Ami said he expected people on his team to weigh in on other teams' work. He's also fired people who he said were quick to cite numbers in criticizing ideas.

Global head of talent Melanie Myers and Toombs also acknowledged that a job at Wieden and Kennedy doesn't bring the industry's biggest titles or paychecks, though Myers said the agency pays competitively.

In some ways, Wieden is like everywhere else. Lieberman said Wieden unquestionably makes some mediocre work. Myers said: "It can certainly have its own form of sh--show like any place can."

Original author: Patrick Coffee

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Feb
10

How to turn on your Apple TV without a remote and control it with your iPhone or iPad

You can turn on an Apple TV without a remote simply by plugging it in — once it's plugged in, it will turn on automatically.If your Apple TV is in Sleep Mode, try unplugging it and plugging it back in to wake it.If you no longer have an Apple TV remote, you can pair an iPhone, iPad, or iPod and use it as your remote instead.Visit Business Insider's homepage for more stories.

Your Apple TV has no physical buttons on the box, and can only use a specific set of remotes. 

While this makes it look more minimalistic, it can be problematic if you lose your remote and want to use your Apple TV. 

Luckily, you don't need a remote to turn on an Apple TV. And even if you've lost the remote, you can use your iPhone, iPad, or iPod Touch as a makeshift controller.

Check out the products mentioned in this article:

Apple TV 4K (From $179.99 at Best Buy)

How to turn on your Apple TV without a remote

1. Make sure your television is set to the same HDMI input that the Apple TV is plugged into.

2. Unplug your Apple TV. If you're not sure which plug controls the power, it should be the black cable coming out of the back of your Apple TV. Pull this cable out of the Apple TV, or unplug it from its outlet.

Not all Apple TVs will have the same ports on the back, but they all have the power cable in the same spot. Apple

3. Plug it back in. When you do so, the Apple logo should show up on your TV screen briefly before it goes to a blank screen. The white "on" light in the Apple TV itself should blink.

After a few seconds, your Apple TV's homescreen will appear.

You'll now be able to pair an iPhone or iPad to use as a remote. To see how, check out our article, "How to use your iPhone as an Apple TV remote with a free app."

Once this other device is paired, it can be used to turn your Apple TV on in the future.

 

Original author: Ryan Ariano

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Feb
10

Buzzy primary care startup Iora Health just raised $126 million. Meet the 8 companies changing how doctors get paid and building the future of medicine.

In the past few years, a crop of companies has been gaining steam with new approaches to primary care. 

Rather than getting paid for each visit or procedure that a patient needs, startups are looking to change the way primary care is practiced, in many cases working to get paid a large fixed sum each month to take care of all of a patient's health needs.

In many cases, that means seeing fewer patients a year — hundreds, rather than thousands — offering additional services, or making the process of getting an appointment more convenient.  

Read more: A new kind of doctor's office charges a monthly fee and doesn't take insurance — and it could be the future of medicine

And others are taking note. For instance, health systems including Utah-based Intermountain Healthcare and Pennsylvania-based Geisinger are taking similar approaches with some of their primary-care doctors. The federal government is planning to pay for care for some Medicare patients in a similar way too.

Investors have taken an interest in the model, pouring hundreds of millions in funding into some of the companies. And the space stands to bring in even more cash, from the public markets as well as private. One Medical in January kicked off trading on the public markets, surging to a $2.7 billion market cap in its first day of trading. Iora Health in February raised an additional $126 million. 

The rise of some of these models — in particular venture-backed Iora, family-owned ChenMed, and private-equity-backed Oak Street Health — comes at a time when the market for Medicare Advantage plans has grown increasingly competitive.

As of last year, more than 20 million Americans were enrolled in private Medicare Advantage plans. People can typically choose to enroll in Traditional Medicare or Medicare Advantage plans when they turn 65. Either way, their health needs are largely funded by the US government.

Read on to see how the startups are shaking up the traditional way we do primary care. 

This article was published on August 20 and has been updated.

Original author: Lydia Ramsey

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Aug
01

Pico nabs $24.7M to create VR hardware that challenges Facebook, Google

Over the last few years, Facebook has been busy building out AI capabilities in areas like computer vision, natural language processing (NLP) and ‘deep learning,’ in part by acquiring promising startups in the space.

Understandably, this has seen the U.S. social networking giant look to the U.K. for AI talent, including an acqui-hire of NLP startup Bloosbury AI in 2018, and most recently, acquiring Scape Technologies, a British company using computer vision to offer more accurate location positioning for augmented reality.

Now TechCrunch has learned that a third U.K. acquisition quietly took place this December, seeing Facebook acquire Deeptide Ltd., the company behind Atlas ML, which is also the custodian of “Papers With Code,” the free and open resource for machine learning papers and code.

A regulatory filing for Deeptide reveals that Facebook became a majority owner on 13th December 2019. The same day, Atlas ML co-founder Robert Stojnic published a Medium post titled “Papers with Code is joining Facebook AI,” which went largely unnoticed outside of the machine learning research community.

Terms of the deal — or even that the acquisition took place — weren’t announced by Facebook at the time, beyond Stojnic’s sanctioned post. However, according to my sources within London’s tech community, the ballpark price is thought to have been around $40 million or thereabouts.

Founded in 2018 by Stojnic and Ross Taylor, Atlas ML wanted to “make it easier to discover and apply deep learning research”. The young startup was an alumni of Entrepreneur First (EF) — along with Bloomsbury and Scape — and raised subsequent seed funding from Episode1 and Kindred Capital.

I’ve contacted Facebook for comment and will update this post if and when I hear back.

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Feb
10

Localytics founders announce Demand Sage, a startup bringing marketing intelligence to small and mid-sized businesses

Just a couple days after mobile analytics and marketing company Localytics was acquired by Upland Software, two of its founders are announcing their new startup, Demand Sage.

CEO Raj Aggarwal and CTO Henry Cipolla previously co-founded and served in the same roles at Localytics, and they founded Demand Sage with Chief Product Officer Randy Dailey — whom Aggarwal described as the “perpetual all star” of the Localytics product team.

Aggarwal explained that the idea for Demand Sage emerged from their time at Localytics, where the team worked with large enterprises and used customer data to “refine their customer experience.” But he discovered that “even for a mid-sized company like ourselves, it was impossible, infeasible to take advantage of those same capabilities.”

At least, it was impossible in the past, but Aggarwal said the landscape has changed in ways that allow Demand Sage to now bring “the best of a large enterprise’s marketing intelligence capabilities to small and medium-sized companies,” (as he put it in a blog post introducing the company).

First, there’s cost. Aggarwal told me that while a smaller business can’t afford the “massive cost to cleanse and manipulate data,” many are now using online software that collects and structures the data for them, so Demand Sage can take advantage of that work.

“The problem is that the enterprise solutions are built in a way that requires customization or data manipulation as the first step to really understand what that data is,” he said. “That’s what makes it cost tens of thousands of dollars, often. That’s the first piece that we think we can eliminate immediately.”

Second, there’s the fact that marketers are increasingly creating their reports in Google Sheets, because of its flexibility. And third, Aggarwal said that while “the raw cost of computation has gone down,” the data remains “pretty difficult to access and challenging for a non-data scientist to use it.”

So Demand Sage was built to take advantage of and address these shifts. It initially plugs into HubSpot (with plans to integrate with other marketing platforms) and Google Sheets, automatically generating what Aggarwal said are “spreadsheets that are well-formatted and well structured” to highlight trends and anomalies that are relevant to marketers, which can then be used for “communicating those insights back into organizations.”

To be clear, we’re not talking about basic analytics data, but rather more nuanced analysis, the kind of thing that Dailey said smaller businesses struggled with in the past.

“We might ask them what factors influenced customer converting down the funnel, and they would say we don’t do that analysis,” Dailey said. “They often just left it on the cutting room floor.”

As for whether Demand Sage can perform this kind of analysis across different industries, Cipolla added, “Because the data is coming from a really opinionated API, typical data science tasks like anomaly detection and basic predictions should work for any industry.”

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Aug
01

DoorDash CEO Tony Xu to deliver startup lessons at Disrupt SF

“It’s an open secret that every company is on fire,” says Kintaba co-founder John Egan. “At any given moment something is going horribly wrong in a way that it has never gone wrong before.” Code failure downtimes, server outages and hack attacks plague engineering teams. Yet the tools for waking up the right employees, assembling a team to fix the problem and doing a post-mortem to assess how to prevent it from happening again can be as chaotic as the crisis itself.

Text messages, Slack channels, task managers and Google Docs aren’t sufficient for actually learning from mistakes. Alerting systems like PagerDuty focus on the rapid response, but not the educational process in the aftermath. Finally, there’s a more holistic solution to incident response with today’s launch of Kintaba.

The Kintaba team experienced these pains firsthand while working at Facebook after Egan and Zac Morris’ Y Combinator-backed data transfer startup Caffeinated Mind was acqui-hired in 2012. Years later, when they tried to build a blockchain startup and the whole stack was constantly in flames, they longed for a better incident alert tool. So they built one themselves and named it after the Japanese art of Kintsugi, where gold is used to fill in cracked pottery, “which teaches us to embrace the imperfect and to value the repaired,” Egan says.

With today’s launch, Kintaba offers a clear dashboard where everyone in the company can see what major problems have cropped up, plus who’s responding and how. Kintaba’s live activity log and collaboration space for responders let them debate and analyze their mitigation moves. It integrates with Slack, and lets team members subscribe to different levels of alerts or search through issues with categorized hashtags.

“The ability to turn catastrophes into opportunities is one of the biggest differentiating factors between successful and unsuccessful teams and companies,” says Egan. That’s why Kintaba doesn’t stop when your outage does.

Kintaba Founders (from left): John Egan, Zac Morris and Cole Potrocky

As the fire gets contained, Kintaba provides a rich text editor connected to its dashboard for quickly constructing a post-mortem of what went wrong, why, what fixes were tried, what worked and how to safeguard systems for the future. Its automated scheduling assistant helps teams plan meetings to internalize the post-mortem.

Kintaba’s well-pedigreed team and their approach to an unsexy but critical software-as-a-service attracted $2.25 million in funding led by New York’s FirstMark Capital.

“All these features add up to Kintaba taking away all the annoying administrative overhead and organization that comes with running a successful modern incident management practice,” says Egan, “so you can focus on fixing the big issues and learning from the experience.”

Egan, Morris and Cole Potrocky met while working at Facebook, which is known for spawning other enterprise productivity startups based on its top-notch internal tools. Facebook co-founder Dustin Moskovitz built a task management system to reduce how many meetings he had to hold, then left to turn that into Asana, which filed to go public this week.

The trio had been working on internal communication and engineering tools as well as the procedures for employing them. “We saw firsthand working at companies like Facebook how powerful those practices can be and wanted to make them easier for anyone to implement without having to stitch a bunch of tools together,” Egan tells me. He stuck around to co-found Facebook’s enterprise collaboration suite Workplace while Potrocky built engineering architecture there and Morris became a mobile security lead at Uber.

Like many blockchain projects, Kintaba’s predecessor, crypto collectibles wallet Vault, proved an engineering nightmare without clear product market fit. So the team ditched it and pivoted to build out the internal alerting tool they’d been tinkering with. That origin story sounds a lot like Slack’s, which began as a gaming company that pivoted to turn its internal chat tool into a business.

So what’s the difference between Kintaba and just using Slack and email or a monitoring tool like PagerDuty, Splunk’s VictorOps or Atlassian’s OpsGenie? Here’s how Egan breaks a site downtime situation handled with Kintaba:

You’re on call and your pager is blowing up because all your servers have stopped serving data. You’re overwhelmed and the root cause could be any of the multitude of systems sending you alerts. With Kintaba, you aren’t left to fend for yourself. You declare an incident with high severity and the system creates a collaborative space that automatically adds an experienced IMOC (incident manager on call) along with other relevant on calls. Kintaba also posts in a company-wide incident Slack channel. Now you can work together to solve the problem right inside the incident’s collaborative space or in Slack while simultaneously keeping stakeholders updated by directing them to the Kintaba incident page instead of sending out update emails. Interested parties can get quick info from the stickied comments and #tags. Once the incident is resolved, Kintaba helps you write a postmortem of what went wrong, how it was fixed, and what will be done to prevent it from happening. Kintaba then automatically distributes the postmortem and sets up an incident review on your calendar.

Essentially, instead of having one employee panicking about what to do until the team struggles to coordinate across a bunch of fragmented messaging threads, a smoother incident reporting process and all the discussion happens in Kintaba. And if there’s a security breach that a non-engineer notices, they can launch a Kintaba alert and assemble the legal and PR team to help, too.

Alternatively, Egan describes the downtime fiascoes he’d experience without Kintaba like this:

The on call has to start waking up their management chain to try and figure out who needs to be involved. The team maybe throws a Slack channel together but since there’s no common high severity incident management system and so many teams are affected by the downtime, other teams are also throwing slack channels together, email threads are happening all over the place, and multiple groups of people are trying to solve the problem at once. Engineers begin stepping all over each other and sales teams start emailing managers demanding to know what’s happening. Once the problem is solved, no one thinks to write up a postmortem and even if they do it only gets distributed to a few people and isn’t saved outside that email chain. Managers blame each other and point fingers at people instead of taking a level headed approach to reviewing the process that led to the failure. In short: panic, thrash, and poor communication.

While monitoring-apps like PagerDuty can do a good job of indicating there’s a problem, they’re weaker at the collaborative resolution and post-mortem process, and designed just for engineers rather than everyone, like Kintaba. Egan says, “It’s kind of like comparing the difference between the warning lights on a piece of machinery and the big red emergency button on a factory floor. We’re the big red button . . . That also means you don’t have to rip out PagerDuty to use Kintaba,” since it can be the trigger that starts the Kintaba flow.

Still, Kintaba will have to prove that it’s so much better than a shared Google Doc, an adequate replacement for monitoring solutions or a necessary add-on that companies should pay $12 per user per month. PagerDuty’s deeper technical focus helped it go public a year ago, though it has fallen about 60% since to a market cap of $1.75 billion. Still, customers like Dropbox, Zoom and Vodafone rely on its SMS incident alerts, while Kintaba’s integration with Slack might not be enough to rouse coders from their slumber when something catches fire.

If Kintaba can succeed in incident resolution with today’s launch, the four-person team sees adjacent markets in task prioritization, knowledge sharing, observability and team collaboration, though those would pit it against some massive rivals. If it can’t, perhaps Slack or Microsoft Teams could be suitable soft landings for Kintaba, bringing more structured systems for dealing with major screw-ups to their communication platforms.

When asked why he wanted to build a legacy atop software that might seem a bit boring on the surface, Egan concluded that, “Companies using Kintaba should be learning faster than their competitors . . . Everyone deserves to work within a culture that grows stronger through failure.”

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Mar
19

This 3D-printing startup helps orthodontists straighten your teeth

Are you a student enthralled by robots and the AI that powers them? Do you live within striking distance of UC Berkeley? Ready to learn from the greatest minds and makers in the field? Then we want you at TC Sessions: Robotics + AI 2020 on March 3 at UC Berkeley’s Zellerbach Hall.

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If you’re not familiar with our Robotics/AI session, listen up. It’s a full day of interviews, panel discussions, Q&As, workshops and demos. And it’s all dedicated to these two world-changing technologies. Last year, we hosted 1,500 attendees. We’re talking the industries’ top leaders, founders, investors, technologists, executives and engineering students.

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Fostering the Next Generation of Robotics Startups: Robotics and AI are the future of many or most industries, but the barrier of entry is still difficult to surmount for many startups. Joshua Wilson (co-founder & CEO, Freedom Robotics) and Scott Phoenix (co-founder & CEO, Vicarious) will discuss the challenges of serving robotics startups and companies that require robotics labor, from bootstrapped startups to large-scale enterprises.Live Demo from the Stanford Robotics Club: It just wouldn’t be a robotics conference without the opportunity to see robots in action. We’ve got you covered.Pitch Night Pitch-off Finalists: Early-stage companies, hand-picked by TechCrunch editors, will take the stage and have five minutes to present their wares.Saving Humanity from AI: UC Berkeley’s Stuart Russell argues in his acclaimed new book, “Human Compatible,” that AI will doom humanity unless technologists fundamentally reform how they build AI algorithms.

TC Sessions: Robotics + AI 2020 takes place on March 3. We’re making the event affordable for students, because there’s no future tech without them. Invest $50 in your tomorrow — buy your student ticket today, and join us in Berkeley!

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