Daily Tech Snippet: Thursday, August 4

• Tesla misses Q2 earnings, delivers 14,402 vehicles: Tesla missed its Q2 earnings targets today in a report released after the close of the market. Tesla executives are not wavering on yearly targets, despite a slower than expected quarter. All of this comes amidst a seemingly never-ending wave of Tesla headlines dominating Silicon Valley over the last few weeks. The energy company born out of an automobile company reported non-GAAP Q2 revenue of $1.56 billion up from last year’s Q2 revenue of $1.2 billion. The company came close but ultimately missed analyst estimates of $1.6 billion. Tesla closed down 0.62 percent today at $225.79. After the news was released, Tesla shares moved up almost instantly in after-hours trading after the news dropped but have been fluctuating up and down by 2 percent since.Wall Street analysts expected an adjusted net loss of $52 cents a share but found themselves with a worse than expected loss of $1.06 per share. Tesla delivered 14,402 new vehicles consisting of 9,764 Model S and 4,638 Model X in Q2, slightly ahead of last month’s estimates. Tesla had originally aimed to deliver 80,000 vehicles by the end of the year. It is growing tougher by the day for the company to hit that goal. On the bright side, the company noted that almost half of Q2 production occurred in the final four weeks of the quarter. Moreover, Tesla had an additional 5,000 cars in transit at the quarter end on their way to be delivered.

• Why it makes sense for Walmart to buy Jet.com — even for $3 billion: Walmart missed out on a Marc Lore company once, when Amazon swooped in to beat it to the purchase of Diapers.com’s parent company several years back. The giant retailer may not let it happen again. Walmart is in talks to acquire Jet.com, Lore’s new startup that has raised more than $800 million in financing in an attempt to build a new online megastore, according to a person familiar with the talks. It is not clear how far along they are. News of the talks was first reported by the Wall Street Journal, which said the tie-up could value Jet at as much as $3 billion. A Walmart spokesman did not respond to a request for comment. A Jet spokesman declined to comment. A $3 billion price tag would be a steep one for Walmart, considering that Jet is largely still unproven and burning more than $20 million a month on advertising alone. A deal would also certainly not be what Lore had in mind when he set out to build a legitimate competitor to Amazon, Walmart and others after his non-compete agreement with the Seattle-based retailer expired two years ago. But it would be a marriage of necessity for both sides, and one that probably makes too much sense not to happen. On the Walmart side, its e-commerce efforts have largely been viewed as a failure in recent years for a retailer of its size and power. Annual revenue for the division is around $14 billion, compared to $99 billion for Amazon, excluding Amazon’s AWS cloud computing unit.Five years ago, it would have seemed possible, but unlikely, that Walmart could catch up with Amazon. Today, that notion is laughable.For Lore and Jet, the deal would be something of a shocker. Lore pocketed dozens of millions of dollars when he sold Diapers.com to Amazon so he doesn’t exactly need the money. That’s one of the reasons his backers believed him when he said his goal was to build a company worth tens of billions. But the hurdles to get there have been significant from the start and perhaps even larger than Lore imagined. Jet only really works long-term as a standalone company if it can convince millions of people to order multiple items at a time to earn discounts; individual product prices aren’t typically better than its competitors.

• Dorsey's Square reports 41.5 percent jump in quarterly revenue: Mobile payments company Square Inc on Wednesday reported a 41.5 percent jump in revenue and diminishing losses as more large merchants make sales using Square's technology, a sign the company has moved beyond serving only pop-up shops and food trucks.Square stock was up more than 14 percent to about $12 in after-hours trading following the second-quarter earnings call. The price at closing bell was $10.44. Square's revenue reached $438.5 million, up 41.5 percent from its earnings of $310.0 million a year earlier. It processed $12.5 billion in payments, up 42 percent from a year ago, mostly due to new and larger retailers using Square, the company said. About 42 percent of total payments is coming from larger retailers, signaling a dramatic transition for Square. The company started seven years ago as a card reader that turns a mobile phone into a payment terminal, and was sold primarily to pop-up stores, coffee shops, food trucks and other small merchants that couldn't afford elaborate payment systems.Square, which went public in November, has expanded to offer an array of services for businesses such as point-of-sale registers, invoice software and loans. Square Capital, the loan program, saw a 123 percent increase over last year, with $189 million in loans made to businesses. Square added five investors to the program, which will provide capital for additional borrowers, said Sarah Friar, Square chief financial officer. About 90 percent of borrowers renew their loans.Friar said Square's familiarity with borrowers - the company lends to merchants it has already done business with - and the low cost of the program distinguishes it from other lenders.Still, the company is not profitable. Its losses narrowed to $27.3 million from $29.6 million during the same period last year.

Daily Tech Snippet: Friday, May 6th

• Alibaba's revenue soars, but new ventures hit profit: Alibaba Group Holding Ltd, China's biggest e-commerce company, said fourth-quarter sales rose 39 percent after its core online shopping business grew, but profit fell for the first time as it spent on ventures like food delivery. Net income excluding extraordinary items, Alibaba's preferred measure for earnings, shrank 1.4 percent to 7.6 billion yuan from the previous year, as the company continued to invest heavily in new but shakier businesses. Investors welcomed the higher-than-expected revenue, sending the firm's American Depository shares up 3.7 percent. But, not all of Alibaba's businesses looked rosy. Its online finance affiliate Ant Financial Services Group, one of founder Jack Ma's crown jewels in his e-commerce empire, recorded a net loss in the quarter. That business has spent heavily on its intense competition with WeChat Payment, one of the world's largest payments systems and owned by Alibaba arch-rival Tencent Holdings. Ant, which houses the massive Alipay online payment platform, is now valued at $60 billion and is gearing up for an IPO, despite the fact it is now losing money. Alibaba did not disclose how much Ant lost. Alibaba's revenues rose to 24.2 billion yuan ($3.7 billion) in the quarter ended March 31 from 17.4 billion yuan a year earlier. Gross merchandise volume (GMV), or the total value of goods transacted on its platforms on China retail marketplaces, rose 24 percent to 742 billion yuan. The previous quarter it had risen 22.5 percent - the slowest pace on record.

• Dorsey's Square posts bigger-than-expected loss as costs surge: Square Inc, the mobile payments company run by Twitter Inc Chief Executive Jack Dorsey, reported a bigger-than-expected quarterly loss on Thursday as costs surged, sending its shares sharply lower in after-hours trading. Slowing growth at formerly fast-growing Square Capital, which lends to small merchants, also aroused concerns. The company said Square Capital lent $153 million in the first quarter, up just 4 percent from the preceding quarter, largely due to "more challenging credit market conditions." The business acts as a middleman to offer funds to customers who can't otherwise borrow easily. Most funds are arranged by Square through third parties, who commit to buy the future receivables. "Lenders are no longer wanting to finance alternative lending," said Gil Luria, an analyst at Wedbush Securities. Square loses $2 for every $1 of hardware sales, Luria said. "The growth is coming from the wrong places." Square, which went public in November, facilitates payments between businesses and customers with a credit card reader that turns any mobile phone into a payment terminal. The company also makes point-of-sale registers and chip-enabled card readers. Square's shares were down 12.3 percent at $11.44 in after-hours trading despite several bright spots in the results. The company's net revenue jumped 51.4 percent and gross payment volume - the total dollar amount of all card payments processed by sellers - jumped 45 percent to $10.3 billion. Square also raised its annual adjusted revenue projection to $615 million-$635 million from $600 million-$620 million. But its net loss attributable to common stockholders widened to $96.8 million from $48 million in the same period a year ago as operating expenses jumped 72 percent to $207 million.

• SAP announces new partnership with Apple to expand iOS in the enterprise:  SAP announced a broad partnership with Apple today to bring iOS to SAP’s enterprise customer base. The announcement comes almost two years after Apple made a similar deal with IBM. Steve Lucas, president for SAP’s Digital Enterprise Platform says while it’s natural to see similarities between the two deals — two large enterprise companies making a deal with Apple — he says there are major differences. For starters, he says SAP is firmly an enterprise software company and it has built a cloud platform to access all of the software it has developed, whether its core ERP product, SuccessFactors or Concur. He says having that core certainly is a differentiating factor in his view. Still there are similarities too. As with IBM, SAP has been working closely with Apple to bring its profound design sense to this endeavor. The objective of this partnership is no less than to revolutionize work on the iPad and iPhone, Lucas says. It’s no secret that Apple wants a bigger piece of the enterprise market and these kinds of agreements help solidify their enterprise position and drive Apple hardware sales inside companies that were traditionally PC shops — and hence more often considered Microsoft territory. Finally, much like IBM it wouldn’t be a deal without an educational component to round it out, so SAP is also offering SAP Academy for iOS as a training ground for SAP programmers to learn to use the HANA iOS SDK. Lucas says the company is absolutely committed to this educational effort and it’s not something they will announce and go away in a few months, but a program that he sees lasting well into the future. While you might not see a natural fit between SAP and Apple, when the IBM partnership was launched in 2014, it certainly raised some eyebrows too, but by the end of last year the partnership had created 100 apps — and that number has surely increased since then. In fact, SAP is also planning on building 100 apps. The apps and the SDK are not yet available, but they say they should start to trickle out in Beta later this year. Many of the apps are in progress, according to Lucas, but they are not ready to ship yet. Apple also signed a partnership with Cisco last summer.

• Tesla Falls on Cash Concerns, Doubt About Manufacturing Goals: Tesla Motors Inc. fell Thursday after the company, aiming to dramatically boost production, withdrew its projection to generate more cash than it uses this year and said it will probably need to raise capital. Shares in the electric-car maker fell 4.9 percent to $211.71 at 1:28 p.m. New York time. The shares had surged late Wednesday and early Thursday after Tesla moved ahead by two years its target date for reaching annual production of 500,000 vehicles before sinking on skepticism about the ambitious assembly goals and concerns about cash. Tesla said in a letter to shareholders Wednesday that to meet the new production target, capital expenditures this year will probably be about $750 million more than the $1.5 billion originally planned. A capital raise of about $2 billion would dilute current owners by about 7 percent, UBS analyst Colin Langan wrote in a note.

• Netflix reveals what images hook viewers on new shows: Netflix has found that its viewers spend only 1.8 seconds considering whether to watch a show or movie that is presented to them. With so little time to make a successful pitch to potential viewers, the company has become obsessed with making it easy for members to make a quick decision about whether a show is interesting. For Netflix that means perfecting the promotional artwork — imagery that runs alongside an explanation of the show. Members spend 82 percent of their time focusing on artwork while browsing Netflix, according to the company. This week Netflix released new findings about the power of the images its presents to viewers while introducing them to shows, and what traits in an image can encourage a viewer to watch a show. Netflix finds that images with expressive facial emotion that convey the tone of the show do well. Artwork featuring recognizable or polarizing characters also succeed. Even if a show has an ensemble cast, when it comes to promotional purposes — someone needs to hog the spotlight. “While ensemble casts are fantastic for a huge billboard on the side of a highway, they are too complex at small sizes and ultimately not as effective at helping our members decide if the title is right for them on smaller screens,” explained Netflix’s Nick Nelson in the blog post. While the Netflix show “Orange Is the New Black” featured eight cast members in its Season 1 image, Netflix scaled back to a single character for seasons 2 and 3. Netflix reached these conclusions through what’s called A/B testing, in which audiences are split into groups and shown different images. Analysts then gauge how audiences respond to the different options.

Daily Tech Snippet: March 30

• Beijing Seeks to Tighten Reins on Websites in China: China’s government said on Monday that it would take steps to more strictly manage websites in the country, its latest push to set boundaries in the wider Internet. A draft law posted by one of China’s technology regulators said that websites in the country would have to register domain names with local service providers and with the authorities. It was not clear whether the rule would apply to all websites or only to those hosted on servers in China. Chinese laws can be haphazardly enforced and are usually vague, and because the new rule is only a draft, analysts said they expected the regulator, the Chinese Ministry of Industry and Information Technology, to specify later to whom the law would apply. If the rule applies to all websites, it will have major implications and will effectively cut China out of the global Internet. By creating a domestic registry for websites, the rule would create a system of censorship in which only websites that have specifically registered with the Chinese government would be reachable from within the country. If the law applies only to sites hosted in China, it would still represent a consolidation of power by Beijing. Forcing registration with Chinese entities is likely to create a new boom in domain-name service registrars. At the moment, Alibaba operates China’s primary domain-name service provider, called Wan Wang. The new rule would also enable the Chinese government to keep closer tabs on the real identities of website operators. It would also help Beijing assemble a registry of important websites if China wants to break away from the global registry that unifies the Internet, Mr. Creemers said. The new rules are the latest in a string of measures taken by the Chinese government under President Xi Jinping to assert control over the Internet. This year, regulators created rules to block foreign companies from publishing online content in China without the government’s consent. Regulators also shut down the social media accounts of the sharp-tongued tycoon Ren Zhiqiang.

• Google Fiber is officially adding phone service for $10 a month: Many people can already buy TV and Internet service from Google Fiber. Now, the company that brought gigabit speeds to Austin and Kansas City is moving deeper into the telecom industry by offering its own bundled telephone service. For $10 a month, Google Fiber customers soon will be able to buy an add-on known as Fiber Phone — a service that, according to a company blog post, appears to mimic much of the functionality of Google Voice. Voicemail on Fiber Phone can be automatically transcribed and sent to your email. You'll get unlimited domestic calling, as well as international calls at Google Voice's rates. And you'll have access to one phone number that can be set up to ring all of your phones — whether landline or mobile. A series of leaked emails in January first uncovered Google Fiber's plans to move into phone service. But now the decision is official: Fiber Phone will roll out gradually across all of the company's existing markets. The company declined to name the initial launch markets, saying those details will come later. The service comes with a little black box that sits beside your home phone. It has both ethernet and phone jacks, and will work with most handsets except for old rotary phones, according to Kelly Mason, a company spokesperson. Google Fiber's effort to draw in phone customers highlights how the company is becoming more like traditional service providers even as many telecom companies are looking to become more like Internet content firms. Even providers of cellphone service have been shifting their focus away from voice and toward the more lucrative provision of mobile data. Reports this week suggest T-Mobile may soon unveil new phone plan options that eliminate voice service entirely to give you a bigger bucket of data. Fiber Phone fits within these trends in that it would help customers add some cloud-based functionality to their home phones. But it's not immediately clear why consumers would pick Fiber Phone over Google Voice. The two services share many of the same features, but Fiber Phone carries a subscription cost and requires an at-home installation that you don't need with Google Voice. In this respect, Google Voice might be considered a "better" service.

• Instagram’s New Algorithm Means the Free Ride May Be Over for Brands: Instagram is testing a new algorithm, which means the company is (or soon will be) choosing which posts users see in their feed and in what order. That could be a good thing for users. It means that, if the algorithm works, you should see the best photos and videos every time you open the app. For brands, though, especially those that rely on the app to reach their customers for free, the algorithm news is less than stellar. Influencers are getting nervous too. That’s because an algorithm gives Instagram control over what you see, but also what you don’t see. The fear among some brands is that the new Instagram algorithm will relegate their posts to the sidelines. What happened with Facebook is this: It originally encouraged brands and businesses to build followings for their Pages, and even offered ad units specifically intended to acquire more “fans.” The idea was that more followers meant more people would see the company’s posts in their feed, so brands paid willingly to acquire them. Then Facebook slowly pulled the rug. Little by little it changed its algorithm until posts from brand Pages were seen by just a fraction of users who followed the Page. In 2012, Facebook announced organic posts only reached 16 percent of a Page’s fans, and encouraged brands to pay to sponsor their posts instead. Brands are bracing for a similar change with Instagram.

• No One Wants to Be ‘the Next Square’ Anymore: Makers of once-prominent credit card readers are retrenching or outright folding after Square’s disappointing IPO. A year ago, being known as the “Square of Canada” was a badge of honor. Payfirma Corp.’s smartphone-compatible credit card readers were in high demand, and local investors supplied the Vancouver startup with $13 million in funding. Like Jack Dorsey, the chief executive officer of Square Inc. (and Twitter Inc.), Payfirma CEO Michael Gokturk said he was aiming for “hypergrowth.” Gokturk doubled his staff to 80, including a chief operating officer formerly of Intuit Inc., and started talking about an initial public offering. But by November, being the “Square of” anywhere suddenly wasn’t such a hot title. That month, Square sold shares in an IPO that valued the company at about $2.9 billion, less than half its private valuation from a year earlier. In the runup to the IPO, analysts began questioning whether the card-reader maker should really be priced like a high-flying tech company. Its stock price is hovering around $13, right where it was after its first day of trading. “Now that they started going through the rigors of a public market, you can see that their market is actually quite limited,” said Gil Luria, an analyst at Wedbush Securities. “It’s going to be much harder going forward for companies that try to emulate their model to raise capital.” 

• Snapchat Adds Voice, Video Calling to Mobile Messaging App:  Snapchat, operator of a popular social-messaging app, released an update that steps up competition with Facebook Inc., owner of rival mobile communication services Messenger, Instagram and WhatsApp. Los Angeles-based Snapchat bolstered its chat function with multimedia features including voice and video calling and digital stickers. Called Chat 2.0, the feature emulates "face-to-face communication," while making it easier to switch between video chatting, texting and calling, Snapchat said Tuesday in a blog post. WhatsApp introduced voice calls last year, but users are still waiting for video calling. Facebook’s Messenger communications app added this video capability in April. Last week, Fortune reported Snapchat acquired Bitstrips, a Toronto-based maker of personalized avatars or "bitmojis." Snapchat declined to comment on the acquisition, which Fortune said was worth about $100 million. The deal suggests Snapchat will make its stickers more customizable in the future.

• Spotify Expected to Sign $1 Billion Financing Deal: Spotify is about to close on a $1 billion deal that would double the amount of financing the music-streaming company has raised since its founding a decade ago, people briefed on the matter said Tuesday. The money comes in the form of convertible debt, which allows Spotify’s investors to change their securities into equity at a future date, said the people, who spoke on the condition of anonymity because the deal was not yet public. By using convertible debt, Spotify obtains the funds, without needing to change its valuation. The terms of the debt, however, may put pressure on the company to go public sooner. The company had an equity value of $8.4 billion last year. Funds associated with the private equity firm TPG as well as the investment firm Dragoneer put in $750 million of the $1 billion, with the rest coming from other institutional investors, the people said. The transaction, which was placed by Goldman Sachs, is expected to close on Friday, they said. The terms give the investors the ability to convert to equity at a discount to an initial public offering price, two of the people briefed on the matter said. The discount increases if Spotify waits longer than a year to do so, they said. The coupon payment on the debt would also continue to rise over time, the people said. The deal is similar to the one that Goldman Sachs arranged for Uber in January 2015. The ride-hailing company raised $1.6 billion in convertible debt. Should the company not go public within a certain time, the interest rate on those securities would climb. TPG Special Situations Partners, an $18 billion fund within TPG that does transactions other than leveraged buyouts, participated in the deal, as did TPG Growth, which has invested in other start-ups like Uber and Airbnb. Spotify may use the funds for acquisitions, investments and international expansion, the people said.

Daily Tech Snippet: Thursday, March 24

• The Uber Model, It Turns Out, Doesn’t Translate: Other than Uber, the hypersuccessful granddaddy of on-demand apps, many of these companies have come under stress. Across a variety of on-demand apps, prices are rising, service is declining, business models are shifting, and in some cases, companies are closing down. Here is what we are witnessing: the end of the on-demand dream. That dream was about price and convenience. Many of these companies marketed themselves as clever hacks of the existing order. They weren’t just less headache than old-world services, but because they were using phones to eliminate inefficiencies, they argued that they could be cheaper, too — so cheap that as they grew, they could offer luxury-level service at mass-market prices. So do a lot of other apps offering services across a number of industries. They are super convenient, but the convenience comes at a premium, which seems here to stay. Some of these services could make for fine businesses, but it is hard to call them groundbreaking. After all, paying extra for convenience isn’t really innovative — it is pretty much how the world has always worked. Before we get to why many on-demand apps have struggled to achieve mass-market prices, it is important to remember why anyone ever thought they could: because Uber did it. The ride-hailing company that is valued by investors at more than $60 billion began as a luxury service. The magic of Uber was that it used its growth to keep cutting its prices and expand its service. Uber shifted from a convenient alternative to luxury cars to an alternative to taxis to, now, a credible alternative to owning a car. But Uber’s success was in many ways unique. For one thing, it was attacking a vulnerable market. In many cities, the taxi business was a customer-unfriendly protectionist racket that artificially inflated prices and cared little about customer service. The opportunity for Uber to become a regular part of people’s lives was huge. Many people take cars every day, so hook them once and you have repeat customers. Finally, cars are the second-most-expensive things people buy, and the most frequent thing we do with them is park. That monumental inefficiency left Uber ample room to extract a profit even after undercutting what we now pay for cars. But how many other markets are there like that? Not many. Some services were used frequently by consumers, but weren’t that valuable — things related to food, for instance, offered low margins. Other businesses funded in low-frequency and low-value areas “were a trap,” Mr. Walk said.

• Why you should be skeptical that any video is real: Be careful about believing what your eyes are telling you. Researchers have shown how a video of a person talking can be altered in real time to change what a speaker appears to be saying. In a new video, the scientists show how they edited YouTube clips to change mouth movements. The system uses a webcam to track one person’s facial expressions, and then applies them to the face of the person in the target video. The software creates a 3D representation of a subject’s face, which can then be swapped with the 3D representation of another face. The process works even if one subject has facial hair or a different skin tone. But it won’t work if a person’s long hair blocks his or her mouth. Currently the researchers are considering commercializing the technology for use in TV shows that are re-released in a different language. Editing actors’ facial movements to match the audio should make the dubbed programs seem more natural, even if what’s onscreen is actually fake.

• Square Teams Up With Facebook to Offer Ads That Can Be Gauged: On Wednesday, Square announced a new integration with Facebook. Under the integration, small businesses that use Square to process payments can buy and target Facebook advertising using Square’s software. Square will make subscription fees off the new product. Small businesses can benefit from the move because Facebook ads bought through Square’s platform are directly connected to sales activity and data, Square said. That will allow business owners to understand whether their Facebook ads are working to attract new and repeat customers. The Facebook ad integration is just the most recent new line of business for Square, which went public in November. When the company began in 2009, it focused on providing a square credit card reader that easily attached to smartphones and tablets, giving small, cash-only businesses the ability to accept credit cards. Square takes a small percentage of each transaction, a fee it splits with credit card companies and other financial intermediaries. But as Square has grown, the company has diversified from that payments processing core, which some analysts and investors have criticized for having overly thin margins. Square now offers cash advances to merchants through Square Capital, scheduling with Square Appointments and food delivery with Caviar. The company has also begun offering other subscription-based products to businesses, like an email marketing service linked to sales history. The new Facebook advertising integration was spurred by an acquisition of talent and technology from a start-up called LocBox a few months ago. Square hired Mr. Mehta and his colleagues from LocBox, which specialized in online marketing for small and local businesses, to work on similar advertising technology at Square. The new lines of business still account for far less revenue than Square earns by processing payments. But Square believes that as more small businesses begin adopting its full array of products, these nascent revenue streams will grow. Two weeks ago, Square reported its first quarterly earnings as a public company, posting a 49 percent revenue increase to $374 million for the fourth quarter from a year ago, with sales from its software and data products more than tripling.

• Why I’m skeptical about Apple’s future: Facebook is set to release its virtual reality headset, Oculus, next week. It will be big and clunky, expensive, and cause nausea and other problems for its users. Within a few months, we will declare our disappointment with virtual reality itself while Facebook listens very carefully to its users and develops improvements in its technology. Version 3 of this, most likely in 2018 or 2019,will be amazing. It will change the way we interact with each other on social media and take us into new worlds — like the holodecks we saw in the TV series Star Trek. This is the way innovation happens now. You release a basic product and let the market tell you how to make it better. There is no time to get it perfect; it may become obsolete even before it is released. Apple hasn’t figured this out yet. It maintains a fortress of secrecy and its leaders dictate product features. When it releases a new technology, it goes to extremes to ensure elegant design and perfection. Steve Jobs was a true visionary who refused to listen to customers — believing that he knew better than they did about what they needed. He ruled with an iron fist and did not tolerate dissent of any type. People in one division of Apple also did not know what others in the company were developing, that is the type of secrecy the company maintained. Jobs’s tactics worked very well for him and he created the most valuable company in the world. But without Jobs — and given the dramatic technology changes that are happening, Apple may have peaked. It is headed the way of IBM in the ’90s and Microsoft in the late 2000’s. Consider that its last major innovation — the iPhone — was released in June 2007. Since then, it has been tweaking its componentry, adding faster processors and more advanced sensors, and releasing this in bigger and smaller form factors—as with the iPad and Apple Watch. Even the announcements that Apple made Monday were uninspiring: smaller iPhones and iPads. All it seems to be doing is playing catch up with Samsung, which offers tablets and phones of many sizes and has better features.  It has been also been copying products such as Google Maps and not doing this very well.

• Shopify Doubles Down on ‘Buy’ Buttons Despite Sluggish Start: Last year certainly wasn’t the year of the “Buy” button that some envisioned, but Shopify is betting that 2016 could be. The e-commerce company, which makes software that small businesses use to sell products online, is expanding the number of online sales channels its customers can sell through as shopping on mobile devices booms. The new channels include product discovery app Wanelo, home design site Houzz and coupon app Ebates; Shopify said that more are on the way. “This is a continued bet on distributed commerce,” said Satish Kanwar, Shopify’s director of product. The expansion follows Shopify’s previous work to let its merchants start selling directly on Twitter, Facebook and Pinterest, in addition to their own sites. But shopping on Pinterest got off to a slow start last year, and e-commerce efforts on Twitter and Facebook are still in early stages.

Daily Tech Snippet: Thursday, March 10

• The Echo From Amazon Brims With Groundbreaking Promise: Many of the world’s largest technology companies have spent the last five years searching in vain for the holy grail, a machine to succeed the smartphone as the next must-have gadget. At the most promising candidate for the Next Great Gadget isn’t made by Apple, Google, Facebook or Microsoft. Instead, it is the Echo, a screenless, voice-controlled household computer built by Amazon — a company whose last big foray into consumer electronics, the Fire Phone, was a humiliating flop. What is most interesting about the Echo is that it came out of nowhere. It isn’t much to look at, and even describing its utility is difficult. Here is a small, stationary machine that you set somewhere in your house, which you address as Alexa, which performs a variety of tasks — playing music, reading the news and weather, keeping a shopping list — that you can already do on your phone. But the Echo has a way of sneaking into your routines. When Alexa reorders popcorn for you, or calls an Uber car for you, when your children start asking Alexa to add Popsicles to the grocery list, you start to want pretty much everything else in life to be Alexa-enabled, too. In this way, Amazon has found a surreptitious way to bypass Apple and Google — the reigning monarchs in the smartphone world — with a gadget that has the potential to become a dominant force in the most intimate of environments: our homes. First, it’s simple to learn, and its voice-recognition capabilities are more intuitivethan those of many other vocal assistants (like Apple’s Siri or Google Now). More than that, it keeps gaining new powers. More important, just like the early iPhone, Amazon has managed to turn the Echo into the center of a new ecosystem. Developers are flocking to create voice-controlled apps for the device, or skills, as Amazon calls them. There are now more than 300 skills for the Echo, from the trivial — there is one to make Alexa produce rude body sounds on command — to the pretty handy. It can tell you transit schedules, start a seven-minute workout, read recipes, do math and conversions, and walk you through adventure games, among other possibilities. Makers of digital home devices like Nest are also rushing to make their products compatible with the Echo. Alexa can now control your Internet-connected lights, home thermostats and a variety of other devices. Hardware makers can also add Alexa’s brain into their own devices, so soon you won’t need an Echo to consult with Alexa — you could find it in your toaster, your refrigerator or your car.

• Dorsey-led Square's revenue beats in first quarterly report since IPO: Mobile payments company Square Inc's revenue beat analysts' estimates in its first quarterly results since going public in November, easing pressure on CEO Jack Dorsey who is also leading turnaround efforts at Twitter. Square's shares rose as much as 7 percent after market on Wednesday, before giving up some of the gains. The stock had closed up 4.8 percent at $12.03 during the day. The company's shares have mostly stayed below the first trading close of $13.07 and even slipped below the deeply discounted IPO price of $9, hitting a low of $8.06 on Feb. 3. Since then, the stock had risen nearly 50 percent through Wednesday's close. The company's gross payment volume (GPV) — the total dollar amount of all card payments processed by sellers — rose 47 percent to $10.2 billion in the fourth quarter ended Dec. 31. Transaction revenue — earned from businesses processing payments through Square's devices — grew 44.7 percent to $298.5 million. However, Square is facing rising competition in the payments market, from large companies such as PayPal Holdings Inc to smaller startups such as Stripe. Also, Dorsey's dual role as CEOs at Twitter and Square has been a sore point with investors at both companies. On his part, Dorsey has looked to play down the concerns. Square's total net revenue rose 49.2 percent to $374.4 million in the quarter, beating analysts' average estimate of $343.2 million, according to Thomson Reuters I/B/E/S. However, net loss attributable to common stockholders widened to $80.5 million, or 34 cents per share, from $37.1 million, or 25 cents per share. The loss for this quarter included a charge of 14 cents per share due to a stock dividend for holders of one class of preferred shares in the company. Square has been investing heavily in new hardware and building out its lending business, Square Capital.

• Master of Go Board Game Is Walloped by Google Computer Program: A Google computer program stunned one of the world’s top players on Wednesday in a round of Go, which is believed to be the most complex board game ever created. The match — between Google DeepMind’s AlphaGo and the South Korean Go master Lee Se-dol — was viewed as an important test of how far research into artificial intelligence has come in its quest to create machines smarter than humans. Go is a two-player game of strategy said to have originated in China 3,000 years ago. Players compete to win more territory by placing black and white “stones” on a grid measuring 19 squares by 19 squares. The play is more complex than chess, with a far greater possible sequence of moves, and requires superlative instincts and evaluation skills. Because of that, many researchers believed that mastery of the game by a computer was still a decade away. Before the match, Mr. Lee said he could win 5-0 or 4-1, predicting that computing power alone could not win a Go match. Victory takes “human intuition,” something AlphaGo has not yet mastered, he said. But after reading more about the program he became less upbeat, saying that AlphaGo appeared able to imitate human intuition to a certain degree and predicting that artificial intelligence would eventually surpass humans in Go. AlphaGo posed Mr. Lee a unique challenge. In a human-versus-human Go match, which typically lasts several hours, the players “feel” each other and evaluate styles and psychologies, he said. “This time, it’s like playing the game alone,” Mr. Lee said on the eve of the match. “There are mistakes humans make because they are humans. If that happens to me, I can lose a match.” Kim Sung-ryong, a South Korean Go master who provided commentary during Wednesday’s match, said that AlphaGo made a clear mistake early on, but that unlike most human players, it did not lose its “cool.” “It didn’t play Go as a human does,” he said. “It was a Go match with human emotional elements carved out.” Mr. Lee said he knew he had lost the match after AlphaGo made a move so unexpected and unconventional that he thought “it was impossible to make such a move.”

• Facebook Buys Face Swapping App Masquerade to Challenge Snapchat's Rainbow Vomit: Facebook Inc. said it bought Masquerade, an app that puts fun filters, masks and special effects on selfies and videos like those popularized on the disappearing photo-sharing app Snapchat. The company didn’t disclose how much it paid for Masquerade, but said it would keep the application running and incorporate the technology for Facebook users. “Over the past year we’ve focused on building out more creative tools for people on Facebook,” the Menlo Park, California-based company said in an e-mail. “Masquerade has great technology to help us bring even more creative tools to Facebook, and help extend this work to video.” Facebook is making the move in part amid increasing competition from Snapchat Inc., where silly photo filters have been a major draw. Snapchat debuted the feature last year with one that animates a user’s face so they vomit a rainbow while their eyes bulge, and more recently started using the filters as a revenue source. One of Masquerade’s most popular features is “face swap,” which lets people to trade faces with one another in photos.

• Shared Office Startup WeWork Raises Funds at $16 Billion Valuation for Asia Expansion:  WeWork Cos., a New York-based shared-office startup, raised $430 million from Chinese investors as it prepares to expand throughout Asia. Investors valued the company at $16 billion as part of the financing round, according to a person familiar with the matter, who asked not to be identified because the terms were private. Chinese investment firms Legend Holdings and Hony Capital led the round, WeWork said. The real estate startup's website lists China, Hong Kong, India, and Seoul among the places where it will offer service "soon." John Zhao, the chief executive officer at Hony Capital, said in a statement that WeWork's "fit for the Chinese culture is unparalleled." WeWork has about 50,000 members globally, who rent desks and offices in shared spaces operated by the company in 21 cities. Memberships start at $45 a month, and the company is also exploring residential rentals. WeWork is in talks with an Australian developer about forming a global venture to lease offices and living spaces to other companies, Bloomberg reported last week. Corporate documents filed Tuesday night in Delaware show that WeWork has authorized the sale of as much as $780 million in shares as part of the round. Fortune and the Wall Street Journal reported details of the sale earlier. WeWork's last financing round, disclosed in June, valued it at $10 billion.

Daily Tech Snippet: Friday, January 22

• Facing a Price War, Uber Bets on Volume: The U.S. operation cuts fares while promising imminent profit. It’s becoming a bit of a holiday tradition for Uber: ringing in the new year by lowering fares. Amid a price war with rival Lyft, the ride-hailing leader reduced its rates by 10 percent to 45 percent in 100 cities across North America. In Detroit, Uber drivers’ per-mile rate is less than it takes to cover their gas and the depreciation of their cars, according to IRS figures. “It’s depressing,” says Bill Scroggins, an Uber driver in Indianapolis. “I’m not even sure I want to drive anymore. It feels like I’m doing it for free.” This is the third year in a row Uber has discounted fares in January. It calls the cuts seasonal but says they could last indefinitely. Last year rates never rose again in almost a third of cities; only in two did they return to precut prices. Uber has instituted temporary hourly wage guarantees to limit drivers’ earnings declines. It’s assured Scroggins and other outraged drivers they’ll come out ahead by making more trips an hour thanks to increased demand. That may be what Uber is telling itself, too. A few months ago, Chief Executive Officer Travis Kalanick told employees that North American operations would turn a profit in the second quarter of this year. The goal sounds less realistic in light of the price cuts. “Uber has to sacrifice profits for growth,” says Evan Rawley, a professor at Columbia Business School. Uber is also churning through cash a lot faster than Lyft, having said it will spend billions to push its way into China, India, and Southeast Asia. In the first quarter of 2015, Uber lost $385.1 million on $287.3 million in revenue, according to leaked figures published by the Information, a tech news site. And losses are growing: In the third quarter, Uber lost $697 million on $498 million in revenue, according to a person briefed on the numbers. Over the first three quarters of 2015, Uber lost $1.7 billion on $1.2 billion in revenue. For perspective, during Amazon.com’s worst-ever four quarters, in 2000, it lost $1.4 billion on $2.8 billion in revenue. CEO Jeff Bezos responded by firing more than 15 percent of his workforce.

• Google Paid Apple $1 Billion to Keep Search Bar on IPhone: Google Inc. is paying Apple Inc. a hefty fee to keep its search bar on the iPhone. Apple received $1 billion from its rival in 2014, according to a transcript of court proceedings from Oracle Corp.’s copyright lawsuit against Google. The search engine giant has an agreement with Apple that gives the iPhone maker a percentage of the revenue Google generates through the Apple device, an attorney for Oracle said at a Jan. 14 hearing in federal court. Rumors about how much Google pays Apple to be on the iPhone have circulated for years, but the companies have never publicly disclosed it. Kristin Huguet, a spokeswoman for Apple, and Google spokesman Aaron Stein both declined to comment on the information disclosed in court. The revenue-sharing agreement reveals the lengths Google must go to keep people using its search tool on mobile devices. It also shows how Apple benefits financially from Google’s advertising-based business model that Chief Executive Officer Tim Cook has criticized as an intrusion of privacy. Oracle has been fighting Google since 2010 over claims that the search engine company used its Java software without paying for it to develop Android. The showdown has returned to U.S. District Judge William Alsup in San Francisco after a pit stop at the U.S. Supreme Court, where Google lost a bid to derail the case. The damages Oracle now seeks may exceed $1 billion since it expanded its claims to cover newer Android versions.

• Seeking Twitter's territory, Facebook launches real-time sports platform: Facebook Inc is tackling the sports arena with a new platform called Facebook Sports Stadium, which the social media site said will provide real-time updates on games, popular posts from fans, statistics and commentary from experts. "With 650 million sports fans, Facebook is the world's largest stadium," it wrote in a post on Wednesday announcing the feature. The new service appears to be an effort to encroach on Twitter's territory. The micro-blogging site has long been a popular destination for so-called "live-tweeting" games. MichaelAaron Flicker, president of XenoPsi, a New York City-based marketing firm, said the new product is Facebook's attempt at capturing "in the moment" engagement. "They don't have that piece of the puzzle," Flicker said. "The challenge for Facebook is there are already a lot of communities (like Facebook Sports Stadium). This is not a unique offering."

• Jack Dorsey Juggles Twitter and Square, Both Caught in Downdraft: It is not shaping up as a happy new year for Jack Dorsey and his two companies. Even as the stock market’s volatility has dragged down many businesses, Mr. Dorsey and the public tech companies that he runs as chief executive — Twitter, the social network, and Square, the mobile payments company — have been particularly buffeted.Shares of Twitter hit a record low early Wednesday before going on a wild ride and rising 4.1 percent for the day. The gain did little to erase Twitter’s negative trajectory, with its shares off 25 percent this year. Square, which went public last November, fell below its initial public offering price of $9 for the first time on Wednesday before recovering. In total, the stock is down 28 percent this year. Square faces its own set of difficulties. Naysayers have long questioned the profit margins on the company’s payments processing business. Square takes a small cut of every credit card payment it processes, a cut that is split with banks and other financial intermediaries. The company has expanded into other areas in recent years, such as food delivery and capital extensions to small businesses. Square also is dealing with a relatively small proportion of shares available for trading, since the company sold less than 10 percent of itself in its public offering, in what is known as a “small float” offering. Also, many of Square’s executives and major shareholders are still held by the so-called lockup period after the offering, which prohibits them from selling their shares. Companies with relatively few shares outstanding tend to get whipsawed during volatile market periods because it becomes harder to adequately match the small amount of supply for the stock with the demand, or lack thereof. “Those tiny-float I.P.O.s come back to haunt you,” Mr. Wolff of Manhattan Venture Partners said.

Daily Tech Snippet: Thursday, December 10

• Big data company Palantir raises $679.8 million: Palantir Technologies, the data firm best known for helping the U.S. government track down al Qaeda leader Osama bin Laden, has raised $679.8 million, according to a filing on Wednesday. The cash injection, which further expands the $500 million the company originally said it was raising in July, shows that despite shifting market conditions for privately held companies investors still hold confidence in the strongest of them, particularly those geared toward enterprises. Palantir is currently valued at $20 billion, making it the richest venture-backed company in the United States after ride service Uber and accommodation service Airbnb. It works closely with the U.S. government, whose steady business provides part of the reason investors like the Palo Alto, California-based company.

• Atlassian, the Profitable Aussie Unicorn Going Public Tomorrow: Atlassian is Australian management and workplace software maker. It’s set to begin trading on the Nasdaq tomorrow under the ticker symbol TEAM. Atlassian is looking to raise $440 million at a $4.2 billion valuation, up from the $370 million at under $4 billion it was shopping around last week. The bootstrapped Sydney, Australia-based startup has never taken any VC funding, and says it has been profitable for the last 10 years. The service it offers that people are most likely to have heard of is HipChat, an office chat and workflow management service that’s squaring off against Silicon Valley-adored Slack. CNBC has a detailed rundown on what Atlassian’s IPO prospectus says about its business. Atlassian is an outlier to all this. A decade of profitability buys a lot of credibility with investors, and having never taken venture dollars, it doesn’t have to worry about activating a ratchet if something goes wrong tomorrow.

• Who won, who lost in Square's IPO? Square’s recent $2.9 billion IPO is either a huge win for its investors or a sign of very bad days to come, depending on whether you believe the “high-five” tweets from prominent venture capitalists (VCs) or the slew of hand-wringing articles — from sources like NPR, The Verge and the Wall Street Journal — essentially saying it marks the end of free-flowing startup capital.The wildly contradictory responses to Square’s Nov. 19 debut on the New York Stock Exchange, when the payments-processing company’s stock was priced below its previous funding round in the private markets, has left a lot of people in the startup community (and beyond) wondering what’s going on. My take is that the IPO is further evidence that the new rules of the hunt for “unicorns” — startups valued at more than one billion dollars — are creating a small class of “haves” and a much larger class of “have-nots.” The lucky ones are the earliest-stage investors that find tomorrow’s unicorns. The less lucky are often the late-stage investors — generally the providers of the bulk of the capital — and the talent that signs on as these companies grow to fighting strength and scale. I think this is likely to cause a rebalancing of late-stage valuations and an increase in transparency in private markets. 

• AT&T is out-building Google Fiber: Consider this: The number of cities where Google Fiber has actually been switched on can be counted on your fingers, whereas AT&T GigaPower is already up and running in some 20 metropolitan areas. Where many of Google's prospective expansions are still in the discussion phase, AT&T has made concrete — though critics might say "limited" — investments in many more markets. In short, AT&T is out-building Google Fiber. That's a sign of a broader shift in the industry. What we're seeing now is Google's early lead in the fiber race being eaten away by AT&T's traditional advantage in building networks. Though Google deserves much of the credit for jump-starting the competition in the first place, not to mention blazing a trail for AT&T in important ways, AT&T is on pace to beat Google to many cities in America. And this is why. AT&T is benefiting tremendously from a chain reaction that Google initially began. By now, it's a familiar story: Google went around to cities and basically got them to compete for Google Fiber, handing out a standardized checklist to municipalities laying out all the things they could do to make themselves more attractive to the search giant. In so doing, Google drew attention to many local regulatory processes that otherwise slow down investments in infrastructure. Now, mayors everywhere are scrambling over each other to attract Google. And that has had knock-on benefits for AT&T. In plain English, when Google gets a good deal, so can AT&T. But getting the rights to dig up streets or string fiber along telephone poles is only part of the equation. Then there's the matter of actually doing it. And it can take a long time — in Google's case, as many as 18 months in Kansas City, according to Hunter Newby, chief executive of the company Allied Fiber. And in Austin, Texas, AT&T says it beat Google to market by roughly two years, even though the two companies announced their projects within days of each other. Google declined to comment. Part of what's going on is that AT&T is leaning on decades of expertise in building networks. Many analysts say that Google aims to invest just enough into fiber to encourage more traditional providers to build out their own networks. Then, when consumers subscribe to the better service and take heavier advantage of Google services, Google's core business benefits. In that respect, Google isn't so much going toe-to-toe with AT&T as nudging it to expand.

• Investors hover as e-tailers boost demand for Indian warehouses: E-commerce in India is booming: the market is expected to grow to $220 billion in terms of value of goods sold by 2025, up from an expected $11 billion this year, according to Bank of America Merrill Lynch. With more Indian consumers shopping online, the country's $110 billion logistics and warehousing sector is stretched. e-tailers need to move goods around swiftly with minimal damage. They demand fire sprinkler systems, climate control, levelled loading bays and paved roads to warehouses. Simply adding this in can lift rents by up to 20 percent, according to real estate firm JLL. Existing spaces, known as "godowns" - low-rise sheds with poor ventilation and only a shutter to ward off heat and dust - are too old and cramped for firms like retail giant Amazon.com and Indian rival Flipkart. Amazon India has leased 20 fulfilment centres - warehouses where it stores goods and packs and sorts orders - in the last 18 months from multiple landlords. Still, it needs bigger, modern spaces closer to customers; the average size it leases today is 200,000 square feet. To satisfy that, supply of modern warehouses in India is set to more than double by 2020 to 200 million square feet, JLL estimates, fuelled by online retailers. They took up over 20 percent of the space added in the first half of 2015. Overseas firms including Dutch pension fund manager APG and U.S. buyout group Warburg Pincus are looking to invest in India's warehouses, hoping to cash in on demand for modern and efficient storage space from booming online retailers. "We have got enough people running around with bags of money, and not that many assets," said Ben Salmon, head of Singapore-based Assetz Property Group that has raised $50 million from Asian investors to buy warehouses in India.

Daily Tech Snippet: Friday, November 20

• Successful Tech IPO#1: Shares of Square Soar by 45% After Public Offering: Square began trading as a public company on the New York Stock Exchange on Thursday, at one point surging more than 64 percent above its initial public offering price of $9. It ended the day up 45 percent, closing at $13.07. The first-day pop followed a turbulent I.P.O. process for the six-year-old company, one that was marred by questions over pricing and valuation and that arrived in the face of a precarious public market for technology offerings. On Wednesday, when Square had priced its shares at $9, that was lower than the $11 to $13 range it had set, putting its valuation at $2.9 billion, well below the $6 billion price tag that private investors had valued the company at last year. As recently as Wednesday, advisers laid out options for Square including pulling the deal, three people briefed on the discussions said, who spoke on the condition of anonymity, but for Square, that was not a consideration.  “We have a great beginning,” said Jack Dorsey, Square’s chief, striking an upbeat note in an interview on Thursday, which was his 39th birthday. “I don’t see negativity as necessarily something that detracts from our work.” The I.P.O. ordeal illustrates the difficulties — some might say guesswork — of accurately valuing companies, both when they are private and when they go public. And Square, which closed its first day trading with a market capitalization of $4.4 billion, now faces the challenge of moving on from the fund-raising event, solidifying its business and building itself up. “I want to get back to a steady state and back to business,” Mr. Dorsey said. He added that Square’s strategy now was “to continue to save people trips to the bank. We’re not going out there to say we’re getting rid of the banks or card networks. We’ve just put a much cleaner face on that infrastructure.”

• Sucessful Tech IPO#2: Investors 'swipe right' in Tinder-owner Match's debut: Shares of media mogul Barry Diller's Match Group, the owner of popular dating site Match.com and mobile app Tinder, jumped as much as 24 percent in their market debut on Thursday, valuing the company at $3.57 billion. Match Group, which touts itself as the world's No. 1 dating company, is seen as the crown jewel of Diller's media properties and has driven parent IAC/InterActiveCorp's (IACI.O) profit and revenue in recent quarters. The U.S. online romance market, worth more than $2 billion a year, has thrived as instant messaging, photo-sharing and geolocation services grow in popularity. One of Match Group's most popular offerings is Tinder, a mobile app on which people "swipe right" or "swipe left" to signal their willingness – or not – to meet prospective partners.

• Facebook Makes It Easier to Move On After a Breakup: Breaking up is now a little easier to do, at least on Facebook, thanks to a new feature that lets people untangle themselves from a relationship without cutting ties altogether. The operator of the world's biggest social network introduced a tool on Thursday for users to "take a break" after changing the status of a relationship with another person, letting them see less of an ex's posts without blocking or unfriending them. People can also tell Facebook to show an ex less information. While the feature might seem intrusive, it's become more necessary as Facebook has worked to highlight a user's most important relationships. The company is using its data to make better suggestions, such as who should be invited to events or whose birthdays are more important to celebrate. For example, Facebook has been serving up flashback memories of older posts, which, after a breakup, could bring back bad memories. And Facebook doesn't want to drive away any of its 1.55 billion users. The tools are more subtle than unfriending or unfollowing someone—the ex won't see any changes. Twitter, which lets users know if they were blocked, came up with a similar option last year, adding a "mute" button that would keep users from seeing someone's posts without letting them know. Facebook's new breakup feature is also reversible—just in case.

• Patron of Indian start-ups Tiger Global to tone down current aggressive style; to come up with two-track approach in giving money to companies: Tiger Global Management, the most prolific backer of startups in India, has decided to tone down its current aggressive style here, several people aware of the thinking at the US firm said, in a reflection of the limits of its strategy so far as well as the changing investor mood. Tiger, which is based in New York with private investments led by Lee Fixel, is coming up with a twotrack approach when it comes to giving money to companies in its portfolio, conversations with founders and investors reveal. The ones that are in leadership positions in the market can expect Fixel to keep his purse strings open, but not the laggards which have been told to fend for themselves. They must obtain validation from investors other than Tiger to lead new rounds and get unit economics right with positive operating margins. One of the founders who met Fixel recounted the conversation thus: "I will be leading very few investments in the next six to eight months, but if you use your cash and survive this cycle, then the pressure will ease out." Tiger, which is the main backer of India's most valuable startup Flipkart and owns significant stakes in the country's largest cab aggregator Ola, has invested around $2 billion (Rs 13,000 crore) in over 35 Indian companies. This year it has been even more active than in the past, but that has changed along with the onset of a more cautious mood about throwing large sums of money at consumer internet ventures. 

• Trailing in the Cloud, Google Taps VMware Founder to Chase Amazon: With its cloud business, Google finds itself in a rare position: Behind. The search giant has toyed with different enterprise products for years, with limited success, and now faces fierce competition from Microsoft and Amazon. But Google is signaling that it is serious about building an enterprise business. And here is its biggest sign: Alphabet has tapped Diane Greene, a founder and former CEO of the software company VMware, to run it. Sundar Pichai, Google’s CEO, announced the move in a blog post. Therein he said Greene, who has been a Google board member since 2012, will take over “all our cloud businesses, including Google for Work, Cloud Platform and Google Apps.” The move includes an acquisition of Greene’s new company, Bebop. Pichai describes it as a “new development platform that makes it easy to build and maintain enterprise applications.” Google isn’t sharing a price on the deal. Greene is joining at a moment when Google’s cloud efforts, both on the application and the infrastructure side, seem to be spinning. Three years ago, the narrative about Google Apps was how it was so often displacing Microsoft Office with its word processing and spreadsheet apps that run in a browser. Now that Microsoft Office has gotten the cloud religion with Office 365, which runs both as an on-premise version and in the cloud, the narrative around Google Apps has shifted in the last year or so: It’s now described generally as “doing well with small businesses,” even though Google itself still touts the fact that 60 percent of the Fortune 500 use it. Still, the cloud world has just gotten a lot more competitive. On Tuesday, Microsoft announced Office Graph, a set of unified APIs that will let third-party developers build add-ons and apps that enhance how Microsoft Office works. This hiring seems a partial response to that.

Daily Tech Snippet: Thursday, November 19

• Square prices shares at 52% discount to last valuation in disappointing turn to long-awaited IPO: sources: Mobile payments company Square Inc priced shares at $9 late on Wednesday, according to people familiar with the matter, further discounting the company's valuation before it begins trading Thursday morning. Square has raised $243.5 million in its Wall Street debut, about $80 million less than expected. The price set on Wednesday puts Square's market capitalization at $2.9 billion, a 52 percent drop from the $6 billion valuation it had earned at its last private funding round. San Francisco-based Square, led by CEO Jack Dorsey, earlier this month set a price range of $11 to $13, well below the $15.46 per-share price of its most recent private financing. The steeper discount to $9 - a 42 percent drop from what investors were willing to pay a year ago - suggests widespread uncertainty about the profitability of the payments industry and the future of Square itself, which has seen slowing revenue growth. "The way that Square was valued as a private company is they were just going to disrupt everything and change payments," said Andrew Chanin, CEO of PureFunds, an exchange-traded fund for mobile payments companies. "And the reality is not that." Compounding concerns is Dorsey's dual role running Twitter Inc., a social media company struggling for a turnaround. Founded in 2009, the company started as a way for small businesses to accept credit card payments through mobile devices. It has evolved to a suite of small business services, relying on partnerships with companies such as Apple and Visa. The valuation cut triggered a ratchet, or protection investors wrote into previous funding rounds, that requires Square to sell several million additional shares. Square will begin trading Thursday on the New York Stock Exchange under the symbol "SQ". Square is one of the most prominent "unicorns," or private companies valued at $1 billion or more, to plan a public debut this year. Many have held up Square as an example of how fleeting - and at times nonsensical - private market valuations can be. There are more than 140 "unicorns" globally.

• Match Prices Its IPO at Bottom of Proposed Range as Tinder CEO Breaks Quiet Period Rule with a Bizarre Interview ("Models Beg Me For Sex") Match has priced its IPO at $12 per share, raising $400 million . The company will begin trading on the Nasdaq tomorrow, under the ticker symbol ‘MTCH.’ The $12 per share is at the bottom of the anticipated $12 to $14 proposed price range and gives the company a market cap of roughly $2.9 billion. Square, which is also going public tomorrow, just priced its IPO at $9, below the $11 to $13 price range. Match owns a group of dating companies, including OkCupid and the infamous Tinder. That particular subsidiary came under fire today after its leader gave a bizarre interview that may have broken SEC-mandated “quiet period” rules. Tinder CEO Sean Rad: Models Beg Me for Sex:, Dick Pics Aren’t Cool: Tinder’s parent company, the IAC-owned Match Group, is going public tomorrow. As the most attractive and valuable part of the company, it makes sense that Tinder’s CEO, Sean Rad, is talking to media outlets to drum up excitement for the IPO. This morning, a fresh Tinder PR disaster dropped in the form of an interview with journalist Charlotte Edwardes in the London Evening Standard. In it, Rad talks about the number of women he’s slept with (“Is 20 low?”), confuses the word sapiosexual for sodomy and condemns fame-hungry journalists. It makes sense that Rad would say some really, really stupid things in an interview. Rad was the dude who mishandled a sexual misconduct scandal (and the resulting lawsuit) that led to the exit of co-founder and CMO Justin Mateen last year. Rad stepped down as CEO last November, but got a second chance at the top job after his successor, former Microsoft exec Chris Payne, was canned in the wake of a memorable Twitter meltdown. The interview is very long and there are many different great parts. Below is perhaps the best selection from it (here’s another one: “I do not condone penis pictures — that is just not who I am”). I’m sure it will inspire a lot of confidence in investors looking to buy Match Group stock tomorrow: He’s desperate to impress on me how gallant he is, citing the fact that a “supermodel, someone really, really famous” has been “begging” him for sex “and I’ve been like, no.” She’s “taunted” him, he says, and “called me a prude.” “She’s one of the most beautiful women I’ve ever seen but it doesn’t mean that I want to rip her clothes off and have sex with her. Attraction is nuanced. I’ve been attracted to women who are …” he pauses “… well, who my friends might think are ugly. I don’t care if someone is a model. Really. It sounds clichéd and almost totally unbelievable for a guy to say this, but it’s true. I need an intellectual challenge.” He continues: “Apparently there’s a term for someone who gets turned on by intellectual stuff. You know, just talking. What’s the word?” His face creases with the effort of trying to remember. “I want to say ‘sodomy’?”

• How Amazon’s Long Game Yielded a Retail Juggernaut: Shares of Jeff Bezos’s company have doubled in value so far in 2015, pushing Amazon into the world’s 10 largest companies by stock market value, where it jockeys for position with General Electric and is far ahead of Walmart. There is a simple explanation for Amazon’s rise, and also a second, more complicated one. The simple story involves Amazon Web Services, the company’s cloud-computing business, which rents out vast amounts of server space to other companies. Amazon began disclosing A.W.S.’s financial performance in April, and the numbers showed that selling server space was a much bigger business than anyone had realized. Deutsche Bank estimates that A.W.S., which is less than a decade old, could soon be worth $160 billion as a stand-alone company. That’s more valuable than Intel. Yet the disclosure of A.W.S.’s size has obscured a deeper change at Amazon. For years, observers have wondered if Amazon’s shopping business — you know, its main business — could ever really work. Investors gave Mr. Bezos enormous leeway to spend billions building out a distribution-center infrastructure, but it remained a semi-open question if the scale and pace of investments would ever pay off. Could this company ever make a whole lot of money selling so much for so little? As we embark upon another holiday shopping season, the answer is becoming clear: Yes, Amazon can make money selling stuff. In the flood of rapturous reviews from stock analysts over the company’s earnings report last month, several noted that Amazon’s retail operations had reached a “critical scale” or an “inflection point.” They meant that Amazon’s enormous investments in infrastructure and logistics have begun to pay off. The company keeps capturing a larger slice of American and even international purchases. It keeps attracting more users to its Prime fast-shipping subscription program, and, albeit slowly, it is beginning to scratch out higher profits from shoppers.

• Goldman Says to Buy Apple Because It's Becoming a Services Company: It's time to stop thinking of Apple as a hardware company and start thinking of it as a service company. At least, that's what Goldman Analyst Simona Jankowski and her team are telling clients as they add the stock to their "conviction buy" list and call for a price of $163 in the next 12 months.  "We expect that over the next year, the focus will shift from unit growth (which is slowing given a maturing smartphone market) to installed base monetization and recurring revenues (“Apple-as-a-Service”). Apple’s model has already tilted that way with its new iPhone 6s installment plans, and we see the upcoming TV service as a powerful next step." Due to Apple's large and loyal customer base, the team argues that there is a "significant multi-year opportunity" for the tech giant to boost monetization. Jankowski's team estimates that over 90 percent of those purchasing iPhones are repeat customers, which will make it much easier for Apple to become a service-like company, especially as it launches a TV service. The timing might prove perfect for a foray into the TV space as well, with Goldman pointing towards acceleration in cord cutting as millennials are more apt to use what it refers to as "over-the-top media consumption," and the skinny bundles such as Sling TV and Vue become more common. "Theoretically, Apple could transition other products to installment plans as well, and charge customers a monthly bill that also includes its other services such as Apple TV and Music. We think a potential live TV service from Apple would be a key enabler of this transition to an “Apple-as-a-Service” business model." The shift to a service model could prove to dramatically increase Apple's average revenue per user (ARPU). Jankowski estimates that Apple's current ARPU would be $42 operating with a service business model.

• As Lyft Seeks $500M in New Funding, Leaked Lyft Financials Show the Struggles of Being No. 2 Behind Uber: In the first half of the year, the ride-sharing company generated less revenue, lost more money, and added fewer customers than projected in February. Ride-sharing pioneer Lyft is heading back to the fundraising till, but its numbers may not look that rosy to investors. The company lost $127 million in the first half of 2015 on $46.7 million in revenue, according to private fundraising documents obtained by Bloomberg. Lyft, the second-biggest U.S. ride-hailing service, is raising roughly $500 million as the company burns through tens of millions of dollars a month, according to a fundraising presentation compiled by Credit Suisse. It highlights tepid financial performance at Lyft and reveals that the company has repeatedly underperformed its own expectations. In the first half of the year, Lyft generated less revenue, lost more money, and added fewer customers than projected in February. The numbers suggest Lyft has had to burn through cash as it chases growth in a competitive industry. The willingness to spend big on growth is a costly strategy that’s becoming increasingly common in Silicon Valley. Public market investors have expressed concern about the high valuations of private technology companies recently. Fidelity Investments, BlackRock, and others wrote down their stakes in some startups this year.In the first half of 2015, Lyft spent $96.1 million on marketing. That’s more than twice Lyft’s net revenue during the same period. In one document, Lyft promotes its ability to attract new drivers and riders, even as it does so at a sizable loss. Customer discounts represent a big portion of Lyft’s marketing costs. This year, Lyft has also purchased billboards in New York’s Times Square and on Market Street in San Francisco, in addition to paying drivers big bonuses.

Daily Tech Snippet: Monday, November 9

• Square Takes an IPO Bullet for All of the Overpriced Unicorns: Square announced plans on Friday morning to price its IPO at $11 to $13 a share, meaning an IPO in that range would value the company at much less than the valuation it secured in its last round of private financing. If the company prices at $13, Square would carry a value of about $4.2 billion based on the approximately 323 million shares it says will be outstanding. Square, Jack Dorsey’s payments company, was valued by private investors at about $6 billion in its last round of private financing, according to insiders. To be sure, Square’s bankers could increase the price range before the IPO if they get feedback from investors that demand is higher than expected. But the range would have to jump a fair bit to even match what Square thought it was worth in its last round of funding.

• Verizon Says Time Is Right for Kids to Get Smartwatches: While smartwatches have yet to really become a hit for adults, LG and Verizon say the time is right to strap them onto little kids. Verizon has started selling two new GPS-connected wearables that allow parents and kids to stay in contact and also to alert parents when their children leave a predefined area.The $125 GizmoGadget aims to mimic the look of adult smartwatches and has a touchscreen interface, apps and a choice of different themes and watch faces. It also features a pedometer and the ability for kids and parents to exchange text messages with emojis, voice clips or preset messages. GizmoGadget allows kids to call one of nine preset phone numbers. The more basic GizmoPal 2, which sells for $55, has LED lights to alert kids when a caregiver is calling.

• NYT VR: How to Experience a New Form of Storytelling From The Times: Today, The New York Times takes a step into virtual reality. NYT VR is a mobile app that can be used — along with your headphones and optionally a cardboard viewing device — to simulate richly immersive scenes from across the globe. To start, The Times Magazine presents three portraits of children driven from their homes by war and persecution — an 11-year-old boy from eastern Ukraine named Oleg, a 12-year-old Syrian girl named Hana and a 9-year-old South Sudanese boy named Chuol. “This new filmmaking technology enables an uncanny feeling of connection with people whose lives are far from our own,” writes Jake Silverstein, editor of the magazine.

• Why There's Still a Market for Online Ads No One Sees: Earlier this week the ad tech company AppNexus announced what it described as a major innovation: It would allow advertisers to pay only for those digital ads that are actually seen by people. To those uninitiated in the ways of programmatic advertising, this might seem like table stakes. Given all the talk about sophisticated tracking and targeting associated with digital ads, finding out which ones get viewed should be simple. But most industry studies estimate that only about half of digital ads are seen by real people.  AppNexus is not the only company trying to change that. Last month Google said advertisers using the Google Display Network wouldn’t be charged if their ads weren’t seen by people, and this week it began allowing third-party auditors to double-check Google’s own claims about the viewability of ads on YouTube. Facebook recently made a similar move. With the ad tech companies getting in line, it would seem the days of paying for digital ads no one sees are almost over.

• Google Acquires Fly Labs To Join Its Google Photos Team: Today, Google acquired Fly Labs to join its Google Photos team. The company aimed to help people edit videos and photos and it sported 3 million downloads over the past 18 months. Their suite of apps (Tempo, Fly and Crop) will be made available for the next three months. You’ll still be able to use them, but there will be no more updates.

• Indian startups cut jobs as funding slows down: “I don’t know what is going to happen now,” said Ankit Agarwal (name changed), a TinyOwl sales person who was sacked last week. His words summarise the predicament of around 1,700 persons who lost jobs in the Indian startups in the last three months. “We got a mail on Tuesday saying there will be a meeting to discuss future plans. We first thought it had something to do with our half-yearly appraisals,” Ankit explained how he and 24 others at TinyOwl’s Pune office lost jobs. He did not want to reveal his real name, fearing it would affect his future job prospects. After much publicised 36-hour drama involving gherao of a co-founder, police intervention and local politicians’ entry into the startup’s premises, the sacked employees managed to get their full and final settlement that 15 of their colleagues who were fired in the previous month have not got yet. However, all of them will have an uncertain Diwali since their frantic job searches are met with stoic ‘we-will-get-back-to-you’ responses. The actual number of job cuts could be even higher than the estimated 1700 lay-offs across well-known internet startups such as Housing, Zomato, TinyOwl and LocalBanya, as many such cases go unreported. Firings and shutdowns happen rather routinely among many 50-100 employee startups.

Daily Tech Snippet: Thursday, October 12

• Square, the Mobile Payments Company, Discloses I.P.O. Plans - Lost $77M on revenues of $561M in H1 2015: Jack Dorsey is about to get even busier. On Wednesday, one of the companies Mr. Dorsey runs, Square, the mobile payments start-up, made its initial public offering prospectus public, indicating it is close to a road show to sell stock to investors. The move follows an action-packed 10 days for the technology executive, who was named permanent chief of Twitter last week and who on Tuesday announced that he was laying off 8 percent of the staff at the social networking company as he tries to attract more users to the service. The disclosure of Square’s I.P.O. prospectus is set to quicken the pace for Mr. Dorsey. While the filing revealed that Square’s revenue jumped to $850 million last year, up 54 percent from a year earlier, losses increased to $154 million in 2014, more than in 2013. For the first six months of this year, Square lost $77 million on revenue of $561 million. That means Mr. Dorsey, 38, will need to sell a money-losing Square to investors when I.P.O.s — including recent technology offerings like Pure Storage — have been met with a lackluster reception. In addition, Mr. Dorsey faces questions about whether he can juggle his chief executive roles at Twitter and Square. Taking a company public and navigating the turnaround of another are each tall tasks on their own. Some critics have said Square’s core business does not make enough money to justify the lofty $6 billion valuation that it received from private investors. While Square said that more than two million merchants accepted five or more Square transactions last year, the company’s revenue is not as large as some other technology giants that it is often mentioned alongside. The filing also presented a rocky picture of a key partnership with Starbucks, the global coffee giant, which the two companies entered into in 2012. Square ended up losing tens of millions of dollars on the countless credit card transactions it processed for Starbucks customers, the filing showed. The deal, which is expected to wind down in 2016, will winnow away a significant portion of Square’s transaction volume.

• Square’s IPO Filing: It’s Complicated: Square recorded revenue of about $560 million in the first half of the year, a 51 percent increase over the first half of 2014. For the same period, losses were about flat year-over-year at about $78 million. That doesn’t look great. But a more nuanced look at the numbers, stripping out the Starbucks deal, tells a story of a healthier core business with even a path toward, yes, profitability. As a result, Square is making the case that that deal doesn’t reflect its core business, and it is right: Square loses money on Starbucks transactions, while Square makes money on the transactions it processes for all the other brick-and-mortar businesses it works with. Additionally, the metric subtracts other costs associated with things like stock-based compensation that fast-growing tech companies often argue don’t reflect the health of their main business. In the first half of the year, Square narrowed its Ebitda losses to $19 million from $44 million in the same period last year. And in the second quarter of this year, Square actually recorded an adjusted Ebtida profit, even if just barely. That’s a good sign.

• Jack Dorsey owns 24.4% - i.e. a lot -  of Square: No wonder Jack Dorsey wants to keep running Square. Dorsey, the payment company's chief executive officer who also just took on the same role at Twitter, is the largest shareholder in Square by a wide margin, with 24.4 percent. The investment firm Khosla Ventures is the second-largest with 17.3 percent, according to Square's registration for an initial public offering filed Oct. 14. Dorsey's sizable stake indicates that he was savvy enough to keep control of the company he co-founded. Dorsey's high-flying reputation as a Twitter co-founder helped him negotiate more favorable terms for Square than an untested entrepreneur trying to raise money could. Contrast Dorsey's position with that of, say, Box CEO Aaron Levie. When the file-storage company filed for an IPO in January, the 30-year-old Box co-founder owned 4 percent. While that still makes for a nice payout, six venture-capital firms owned more shares than Levie when the company went public. Or look at Dorsey's first venture, Twitter. Evan Williams, a Twitter co-founder along with Dorsey, provided the company with early financing, which helped him maintain a 12 percent stake by the time it went public. Meanwhile, Dorsey had 4.9 percent. This month, Dorsey was named "permanent CEO" of an ailing Twitter at the same time Square was prepping for an IPO. He's said he can handle both jobs, but investors are wondering how that will play out. In terms of ownership, he's got a lot more eggs in Square's basket. "There are so many incentives for him to just spend all his time on Square," Lemkin said.

• Amazon Shutters Hotel-Booking Site After Six Months: Amazon.com Inc. has shuttered its hotel booking site "Amazon Destinations" six months after its start, signaling the world’s largest e-commerce company couldn’t persuade many of its customers to book weekend getaways. The Seattle company introduced the site in April hoping to expand on its Amazon Local initiative connecting shoppers with deals close to home. The destinations site featured maps, lodging offers and information about restaurants at popular weekend getaways near Los Angeles, New York City and Seattle. Amazon Destinations stopped selling reservations on Tuesday, according to an announcement on the website. "If you have a reservation, your reservation is valid and will be honored by the hotel," the site states. “We have learned a lot and have decided to discontinue Amazon Destinations,” the company said Wednesday in a statement. The business pitted Amazon against Web travel businesses Priceline Group Inc., Expedia Inc., startup Airbnb Inc. and others for a piece of the online hotel booking market. 

• Shopify partners with Uber to ensure same-day delivery: Canadian e-commerce platform Shopify said on Wednesday it was partnering with taxi-hailing service Uber to help merchants deliver goods to customers on the same day in New York City, Chicago and San Francisco. Shopify said the UberRUSH delivery service will be available to its merchants in the three cities immediately. U.S. department stores such as Kohl's and Macy's Inc offer same-day delivery services via a tie-up with Deliv, an Uber-like startup that contracts drivers to pick up ordered items from stores and deliver them to customers. The agreement with Uber is the latest in a series of major tie-ups announced by Ottawa-based Shopify. Last month, it inked a tie-up with the U.S. Postal Service, making it more attractive for smaller U.S. retailers to use its software to power their e-commerce sites. Just prior to that, Amazon.com also made Shopify its preferred partner for smaller vendors that are seeking to sell their goods via the online retailing giant. Although the rapid delivery services appear to compete with Amazon's own speedy shipping options, the tie-ups with Uber and USPS will not put Shopify on a collision path with Amazon said Brennan Loh, Shopify's head of product partnerships, who added that smaller vendors would still look to sell their products via Amazon due to its much broader reach, in comparison to their own portals.

• Behind the Failure of Leap Transit’s Gentrified Buses in San Francisco: Leap, which raised $2.5 million from some of the industry’s best-known investors, charged riders $6 to get across San Francisco, nearly three times the cost of riding a city bus. Its primary draw was luxury. Each bus had a wood-trimmed interior outfitted with black leather seats, individual USB ports and Wi-Fi. The buses also offered a steady stream of high-end snacks, sold via app. The luxury vehicles were up for auction; Leap filed for bankruptcy in July. The end for Leap apparently came so suddenly that its founders didn’t have time to remove much from the vehicles. Inside each bus, sitting in an out-of-the-way parking lot near Oakland, Calif., was a state registration form pinned to the wall, a bundle of iPhone and HDMI cables, and a display case full of snacks. Among the choices were packages of That’s It — vegan, gluten-free, non-G.M.O. fruit bars — and organic, paleo Simple Squares. Leap is one of at least several dozen tech companies that have failed this year. Their deaths are illuminating; dead start-ups show us which investors’ theories are bogus, which technologies aren’t ready for prime time and which common ways founders overextend themselves. In particular, Leap’s death suggests one emerging cause of start-up doom, a problem that also did in the anonymous social network Secret: too close an association with Silicon Valley’s tech-bro sensibilities. Start-up deaths often go unstudied. Silicon Valley stands out for the way it embraces failure, and it’s true that the “We Failed!” start-up post-mortem note has become a staple on publishing sites like Medium. By the time of its bankruptcy auction earlier this month, which attracted only a handful of bidders, Leap was all but forgotten. In its bankruptcy filing, Leap reported that it made nearly $21,000 in the two months during which it offered service. That turned out to be less than two of its buses — which officials told me could no longer start — fetched at auction: One sold for $11,100, and another for $12,100.

• Twitter has appointed Omid Kordestani, who until recently was Google’s chief business officer, as its executive chairman. Mr. Kordestani, who has a reputation for affability and business acumen, could bring a level of calm and stability to Twitter, which has been plagued by management chaos it its nine-year history. A company spokesman said Mr. Kordestani was unavailable for an interview but said he would play an active role in operations, supporting the leadership team and helping with recruiting. His appointment is the latest in a series of quick decisions by Mr. Dorsey, who announced on Tuesday that Twitter would cut up to 8 percent of its staff. Mr. Kordestani was the 11th employee hired at Google. He joined in 1999, when it was a year old, and helped create its primary business of selling the ads that appear in Google searches. His original title was “business founder” and he oversaw Google’s first dollar of profit and built its first sales team. That model has since generated hundreds of billions of dollars and still accounts for more than half of Google’s annual revenue. Mr. Kordestani left the company in 2009 but came back last year after his successor, Nikesh Arora, quit to join SoftBank. As chief business officer, he was Google’s highest-paid executive in 2014, with a $130 million pay package that consisted mostly of stock vesting over four years. Mr. Kordestani does not appear to be a regular user of Twitter. Before his appointment, he had sent just eight tweets on his personal account. Some Twitter investors, most notably Chris Sacca, have complained that Twitter has too many board members who “don’t use the product.”