In a deal today involving two companies with links to the Boston area, Progress Software, which helps companies build business software, announced it was buying Telerik for $262.5M. Telerik’s portfolio includes a .net toolbox, a mobile development platform and a CMS called Sitefinity, as well as access to a developer community of over 1.4M people.
According to Karen Tegan Padir, president of application development and deployment at Progress, her company has been around for 30 years providing tools for application development and data connectivity, and has been profitable, but they weren’t growing, so a couple of years ago the company developed a strategy to return to its core development roots and began purchasing companies to help it modernize and grow.
Today’s purchase of Telerik is another step in that strategy to modernize the company. Padir said while her company has offered some front-end creation, it’s fair to say that Telerik gives Progress some serious UI chops it had been lacking and builds on these other tools.
What’s more, she told me combining the companies isn’t just about tools, it’s also about growth. She said Telerik had $60M in revenue last year and is growing at a rapid 20 percent per year. And Progress gets access to Telerik’s community of more than 1.4M developers. Plus it gives Telerik a different way of selling.
Whereas Progress has been a traditional sales and marketing company, she said Telerik gets 50 percent of its sales online without anyone ever talking to the customer. They want to develop more of that non-traditional sales style and Padir said this could be particularly useful when combined with other online properties like Rollbase.
Al Hilwa, an analyst who covers software development for IDC says it’s a good deal for Progress and gives them access to a new set of tools, but they’ll need to tread lightly with their acquisition. “Telerik’s offerings do not overlap with Progress and mostly allow it to expand its reach to other areas of development and specifically to the Microsoft ecosystem of developers. This is new for Progress, though many of its traditional users use .NET technologies, it has not typically addressed that space. To keep this growth going, Progress has to execute well on this acquisition and essentially operate Telerik with a high degree of independence,” he wrote me in an email.
Progress describes itself as “simplifying the development, deployment and management of business applications on-premise or in the cloud, on any platform or device, connected to any data source.” The company claims 4 million users and 47,000 businesses in over 175 countries run applications on the Progress OpenEdge platform and database.
Progess works on the back end providing tools to build applications, while Telerik provides tools for building the interface on the front end. The two companies together compliment one another as Telerik combined with their other recent purchases, gives Progress front-end mobile development tools it was lacking, giving them a strong portfolio of products across platforms and locations providing customers with a comprehensive development platform in mobile, cloud, on-premises or the web.
Progress is based in Bedford, MA and Telerik’s US headquarters are in Waltham, MA with it’s world headquarters in Sofia, Bulgaria.
Photo Credit: (c) Can Stock Photo
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Editor’s note: Christoffer O. Hernæs is Executive Vice President of Strategy, Innovation and Analysis of Sparebank 1 Group, Norway’s second-largest financial institution. He was previously a partner at Core Group, where he worked with strategy development and innovation for the TMT and financial service.
Not long after the Alibaba IPO, eBay announced that it aims to spin off PayPal as a separately traded company. The rumors of PayPal as an acquisition target are already looming, and one of the contenders is Jack Ma’s Alipay, now called Ant Financial. A deeper insight into Alipay is interesting in light of the potential changes similar players like Apple, Amazon and PayPal pose for the financial services industry.
Enough has been written on Alibaba to elaborate any further on the parent company other than restating that analysts describe the company as a combination of Amazon, eBay, Google and PayPal, but the potential jewel in the crown in the Alibaba-ecosystem is the payments- and financial services company Alipay. Alipay was separated from Alibaba in 2011 and established as a Chinese national company controlled by Jack Ma and other Alibaba executives. Since its inception in 2004, Alipay has shown a tremendous growth curve, aided by the transaction volume from Alibaba, Tabao and Tmall.
Alipay currently has a user base of 300 million and controls half of the Chinese e-commerce market. Not long after receiving a private banking license on September 29, Alipay consolidated all financial services and rebranded as Ant Financial Group. According to Alibaba executives, the name ‘Ant’ was chosen to symbolize the potential strength of a number of smaller brands working together. Ant Financial also plans to expand its overseas businesses, with the aim of providing the infrastructure for global e-commerce companies.
What makes Ant Financial stand out from the majority of other technology-based challengers to the financial industry is the fact that Alipay has a much broader focus and a more aggressive approach where it approaches the core business in banking apart from other challengers that focus on payment solutions.
Alipay was created as a payment solution for online shopping and has become the dominant player on the Chinese market with $519 billion processed in 2013, which accounts for more than double the value of goods sold through Alibaba. With transaction costs as low as 0.3 percent, Alipay has become an alluring choice for many online retailers apart from Alibaba, as well. Within traditional retail, Alipay Wallet has secured its position as the world’s most widely used mobile wallet with over 100 million users in 2013.
To strengthen this position, Alipay Wallet recently entered a partnership with Huawei that will allow Alipay users to use fingerprint recognition to verify payments similar to Apple Pay in Huawei’s next smartphone. This collaboration will undoubtedly strengthen Alipay further in physical retail in both the Chinese and Asian markets.
What sets Alipay apart from other contenders in the payments area is that Alibaba like Amazon has quietly established large lending portfolios to SMEs. This business was sold in its entirety from the parent company Alipay prior to the IPO to refine Alipay as a financial services company apart from the logistics focus of Alibaba.
But what makes Alipay revolutionary is neither the payment solution nor its lending portfolio, but last year’s launch of Yuebao, a mobile deposit and investment platform. In just eight months Yuebao acquired deposits of over $90 billion through unbeatable conditions of almost double the returns compared to traditional Chinese banks. For incumbents, this represents a major threat, as Alipay creates an expectation of much higher yield than the banks are able to provide without compromising the interest margin and ultimately the profitability.
The combination of this makes Ant Financial able to operate as a full-scale bank with deposits, investments, lending and payment platform. While we all are waiting for the next move from Apple, PayPal, Amazon and Square, Alipay is steamrolling the Asian payments ecosystem. With the IPO in mind, it is clear that China is not big enough for Jack Ma, and it is my belief that it is just a matter of time until Ant Financial becomes a challenger to both incumbents in the financial sector, as well as disruptive technology companies in the U.S. and European markets.
Through the divestment of Alipay from its parent company without the consent from owners Yahoo and Softbank, and the sudden consolidation of services and rebrand, Ant Financial has shown a trend of letting its plans be dark and impenetrable as night, and when it moves, falls like a thunderbolt. With this in mind, the next move from Ant Financial is worth watching. After all, some claim that all warfare is based on deception.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/tG4N-KTz09o/
In our latest Foundation interview, I sat down with Jelly CEO and co-founder Biz Stone. We discussed his entrepreneurial roots, leaving college to jump into the world of art and design, and embarking on a social startup in the early days of the web.
Biz on shifting from an artist to a tech entrepreneur:
This is building companies, and building experiences for people to be able to design their own websites and express themselves. For an artist, its a fun thing. It’s kind of meta to have your art as a way for others to express themselves.
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Flint Mobile, a point-of-sale mobile payments solution originally built around snapping photos of your credit card instead of dongles or using other hardware to make payments, is today announcing that it has raised another $9.4 million in funding led by new, strategic investor Verizon via its Verizon Ventures arm; as well as an expansion of its service to the wider internet in a new service called Sell Online.
The Series C funding round includes follow-on investments from earlier investors Digicel, Storm Ventures and True Ventures, and also had participation from new investor Peninsula Ventures. It takes the total raised by Flint Mobile to just over $20 million.
Flint CEO Greg Goldfarb would not go into too much detail about the reasoning behind Verizon investing, but it sounds like this is more than just a pure financial interest.
“They see our strategy to focus on mobility for business as interesting,” he said in an interview. “I can’t talk about their strategic thinking and I can’t disclose things that are not yet announced.”
For its part, mobile carriers have long been trying to come up with initiatives to raise their profile with small and larger businesses to get them to take more enterprise services; and they also have taken many stabs at trying to figure out how to play a key role in the mobile payments industry — but with very mixed success.
Working with Flint, which has merchant and business customers in the “high tens of thousands” with average transactions in the range of $120, Verizon could have some hopes of tackling both of those.
When I first wrote about Flint in 2012 (at the time of a $3 million funding round), I noted that the absence of any kind of dongle, or needing to rely on merchants investing in any kind of new hardware at all, was part of what made Flint’s services stand apart from some of the other point of sale solutions out there.
And indeed, this case proven to be the case, Goldfarb says, with its customers coming in large part from the class of independent business people like fitness trainers and accountants who want to minimise the amount of equipment they use as they travel from client to client, but also want to have solutions help them take prompt, on-the-spot payments.
Yet just as payments alone have proven not to be a natural fit for a standalone business for the likes of Square and others, the same has applied to Flint.
The mobile payments service was doing fine, but Goldfarb said the company had started “to hear requests from customers who needed to bill in advance and send invoices,” which led them to integrate with services like Intuit’s QuickBooks to expand the product.
It has also included being one of the first companies to integrate Apple’s Passbook into a loyalty couponing service. (“We are looking at Apple Pay, yes,” Goldfarb says in answer to my question about Apple’s newest expansion of Passbook into commerce.)
And this is where Sell Online, which lets Flint businesses add a payment option straight into their websites, fits in, stemming from requests from customers who want to offer basic payments from their sites that integrate with the rest of what they are doing with Flint.
“We’ve evolved from simple payments on the spot to giving people a way to run their businesses from the palms of their hands,” he says. “Later, we might start to look at booking services and appointments,” he adds. “It would be great to that through Flint as well.”
Sell Online is priced at the same rate as Flint’s mobile payments service — 1.95% for debit card payments and 2.95% for credit card transactions.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/7LDiJz9GrDE/
Boostable doesn’t have to sell its ads. Marketplaces sell them for it. Ticket, crowdfunding, and ecommerce marketplaces make money when their users sell things, so they’re incentivized to route traffic to the listings they host, which is exactly what Boostable’s easy-peasy ad-buying tool does for marketplace sellers do. So the marketplaces do the legwork of recommending Boostable’s ads to their sellers, the ads drive sales, and everyone makes money.
If that sounds lucrative, you know why Morado Ventures, Omidyar Network, and SV Angel invested in Y Combinator alum Boostable’s $3.2 million seed. The funding will help Boostable seduce more name-brand marketplaces.
Most people say you should start a company with people you like. Selcuk Atli started Boostable with his arch nemesis.
Originally from Istanbul, Atli came to New York on a Fulbright Scholarship and eventually ended up in California where he raised $4 million for an ecommerce ad company called Social Wire. One of its biggest competitors was Social Amp, founded by Alex Chang. The bitter rivalry turned into a fruitful partnership years later when the two co-founded Boostable, raised $500,000 from SV Angel, and went through YC. Keep you enemies closer, right?
Marketplaces make a lot of money, but on a small margin. Etsy makes just 3.5% per sale. That means they know who potential repeat customers are, but they don’t have much to spend on ads to reach them. But the sellers who list on them can earn serious profits. The problem is they aren’t savvy enough to reinvest those profits in effective ads, and these sellers are so scattered that they’re tough for ad tool developers to track down.
Boostable has solved the puzzle, though. Marketplaces give it customer targeting data and promote the tool to their sellers, who simply set a budget and paste in the URL of their ecommerce store, room rental, crowd funding project, or event. Boostable auto-generates creative for their listing and runs optimized ad campaigns on Facebook targeting previous purchasers on that marketplace or other potential customers. Ideally, these drive sales ROI-positive sales for the sellers, which earn fees for the marketplace, and Boostable takes a cut. Boostable now has about 10 marketplaces on board, including “unique” ecommerce portal OpenSky.
For example, if a jeweler wanted more sales for a necklace they’re selling on OpenSky, they’d just punch their OpenSky URL into Boostable, which would buy it ads and earn the jeweler, marketplace, and itself money as long as the ads are effective enough to get enough people buying necklaces to offset the ad budget.
The scheme isn’t new, at least offline. It’s called cooperative advertising. A product maker like GoPro will help a retailer like Best Buy sell more of its devices so they both earn money. Boostable wants to bring the whole thing online. Atli tells me “It’s a $150 billion business and 98% of it is offline.”
To chase that market, it’s now raised $3.2 million thanks to a “seed” raised partially before it joined YC and completed now from Morado Ventures, Omidyar Network, SV Angel, Digital Garage, Vast Ventures, Fuel Capital and heavyweight adtech angels like Ric Calvillo (Nanigans), Auren Hoffman (LiveRamp), David Marcus (Facebook), Hiten Shah (Kissmetrics), and Linda Rothenberg (Endeavor). That will help it expand beyond its six-person team, sign more marketplace bigwigs like Ticketmaster and eBay, and add more advertising channels like Twitter.
So why wouldn’t the marketplaces just build these ad tools so they don’t have to share a cut with Boostable? Atli says “it’s a whole other competency. They already outsource all of their advertising tools.” Plus, Boostable has an advantage as many sellers operate on multiple marketplaces simultaneously, so it could help them get more sales across all their storefronts, which a marketplace itself couldn’t do.
One problem is that many marketplaces are designed to promote comparison shopping and discovery. If a seller buys an ad pointing to their listing, they don’t want the visitor to instantly click to a competing seller on the marketplace and buy there instead. That’s why Boostable is working with marketplaces to either strip out some of their comparison shopping promos from the seller listing landing pages for the ads, or include coupon codes in the ads that incentivize customers to buy from whomever paid for the ad. Marketplaces are weary to change their product, though.
Good thing Boostable has a big carrot to dangle. If it can get sellers from competing marketplaces to be loyal to its ad tool, it can promise to get them aboard a new marketplace if they play ball.
Commerce used to be strictly professional. But now, almost everyone is selling something on the side — a free room in their house, a handicraft, tickets to an event they’re throwing, or contribution spots for their Kickstarter. Boostable could be the company that turns a new generation of merchants into lucrative new advertisers.
[Image Credit: Lead Commerce]
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/D8yHSx28goU/
Google’s Inbox email app is now available, and we have access to the limited release, which is being distributed via Google’s tried-and-true invite system. While many will have to wait to check it out for themselves, our first impressions might help you decided whether you want to even try chasing down an invite.
First, this is a good-looking app that benefits from Google’s new commitment to Material Design principals across its apps. Animations are pretty, there are bold primary colors everywhere that let you know exactly where you are in the app, and icons and controls are both well-designed and very clearly indicative of what they represent. My only complaint as to the look and feel are that the “Done” section header had me clicking on it repeatedly, as it’s often used as a button in mobile software to let users exit back to a main page.
As to functions and features, I was able to test this on a personal account only, since it isn’t yet enabled for Google Apps deployments, which means it wasn’t exposed to the full hell that is my work account. Still, the benefits were immediate and apparent – Google easily separates ‘real’ and automated emails, into several categories using functionality similar to the ‘Categories’ it launched for Gmail previously.
These are color- and icon-coded, making it easy to survey at a glance and find exactly what you need, and to dispatch with the rest in a single swipe for each category. You can also swipe on any individual message or group to send it to either your Done pile (akin to Archive) or snooze them for addressing later. You can set the snooze to remind you of the message or group at a predefined time and date (the app offers quick suggestions and full custom scheduling) or at a place of your choosing, using geofencing.
Three sections define your email, including the main Inbox, the Snoozed section and the Done group, and you can reach these using a pull-out sidebar menu. Here you can also access all the new categories, as well as your legacy email folders. A Plus icon in the bottom right corner lets you quickly compose an email or a reminder, and comes complete with quick access to your most recent inbox contacts (either those you’ve emailed, or those who’ve emailed you).
My first impressions are that the above features are genuinely very useful – the client got the emails I care about to the top of my screen without me having to mess with any settings, and the compose button’s smart contacts list meant I could address stuff that needs addressing without even digging in.
The Snooze and Done functions give you a smart single swipe email management system, which is better than those present in other apps like Mailbox in my initial experience. Snooze is particularly useful, since it’s a very granular “later” button that might actually result in me addressing them in due time.
Time and more email volume are needed before I can truly pass judgement on Inbox, but it already seems a worthy competitor to the native Gmail app for managing Gmail on my iPhone, which qualifies as an impressive start.
Article source: http://feedproxy.google.com/~r/Techcrunch/~3/ERmjlAETIE4/
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