But Netflix thinks it shouldn’t have to pay internet providers, which is why it stands firmly on the side of net neutrality advocates who believe all traffic on the internet should be treated equally. Earlier this year, Netflix tried to get AT&T to allow direct access to its customers for free, but that didn’t work out.
Though Sandberg lives in a stunning contemporary home in Silicon Valley with her husband and two children, she isn’t known for having a particularly extravagant lifestyle.
Sandberg comes from a government background and has worked her way up to the top of two major tech companies. Now she’s working on a movement to change women’s position in the workforce, and she’s recruited celebrities and traveled the globe to do it.
Sheryl Sandberg was born on August 28, 1969, in Washington, D.C. She has two younger siblings: a brother named David and a sister named Michelle. The family moved to North Miami Beach when Sheryl was only two years old.
Sandberg’s father was an ophthalmologist, and her mother taught French at a local college. The couple founded the South Florida Conference on Soviet Jewry through their local synagogue, and their home soon became a safe haven for Soviet Jews looking to escape anti-Semitism.
Facebook Moves Mobile Chat Users To The Separate Messenger App
If you like to chat on Facebook using your mobile device, then you will have to use the separate Facebook Messenger app from now on. Facebook is spinning out mobile messaging from its main mobile app and routing users to the Messenger app. When Facebook users try to send a message using the main app, there is a new notification message that prompts them to download the Messenger app instead.
REVIEW: LG's New G3 May Be The Best Giant Screen Phone Yet, But There's Still One Problem
Samsung may be the most popular smartphone maker in the world, but other handset vendors are upping their game to claim that spot — namely LG.
With its roomy high-resolution display and sleek design, LG’s new G3 flagship certainly has a lot to offer. But that doesn’t mean it’s perfect.
LG is still trying to push its signature rear key design, which places the power and volume buttons on the back of the device rather than the side.
The G3 is available from Verizon, AT&T, and Sprint for $199.99 on a two-year contract. You can buy it from T-Mobile for $24.95 per month for 24 months, or for $598.80 at full retail price.
After spending about a week with the G3, here’s what I came away with.
In terms of hardware, The LG G3 is well-equipped to take on any other Android phone out there. On the inside, the LG is packed with one of Qualcomm’s latest quad-core processors and a large battery.
In other words, you’re paying for high-end hardware just like you would with a Galaxy S5, HTC One M8, or iPhone 5s. This is more than enough to handle everyday tasks with ease. The phone also runs one of the latest versions of Android called 4.4.2 KitKat.
LG’s G3 comes with a large 5.5-inch display with a super high resolution of 2560 x 1440. That’s an incredibly high display resolution for a screen of its size. It makes the iPhone 5S with its 4-inch screen look puny in comparison.
But that big screen has a big drawback: It uses a ton of battery power. Usually big-screen phones have better battery life, but the ultra-sharp display on the G3 needs more power than your typical display. My battery was screaming for a charge before the day was over, which is unusual for a device of this size.
On the plus side, the G3’s back is now removeable, meaning you can replace its battery with a larger one if necessary.
Although the G3 technically falls into the phablet (part phone, part tablet) category, it doesn’t feel like one. LG has done an excellent job of making the G3’s bezels so thin that they’re barely visible. That leaves extra space on the phone’s face for its screen and means LG was able to make the screen larger without actually increasing the size of the phone itself by a drastic amount.
The result is a clean, slick phone with a screen that’s big enough to comfortably watch movies, look at photos, and get some reading done.
LG has made some noticeable aesthetic improvements to the G3 when compared to its predecessor, the G2. Rather than the plain, glossy back on the G2, the G3 features a plastic shell with a spun metal design that’s meant to make it look more premium.
This trade-off has its pros and cons, but it’s an improvement on the whole. It’s certainly more attractive than the LG’s rear shell, but the plasticky feel still makes the phone feel a bit cheap. I personally prefer the all-metal design on the HTC One, even though its aluminum design makes the device slightly heavier.
LG is billing the G3’s impressive 2560 x 1440 display as one of the G3’s standout features. That means LG is packing about 534 pixels per inch in the G3’s display, which should make it super sharp. To put this number in perspective, the Galaxy S5 has a pixel density of 432 pixels per inch and a resolution of 1920 x 1080.
The G3’s display is undoubtedly beautiful, but in everyday use I couldn’t really notice any difference between the two phones. In fact, the G3’s display proved to be on the dim side when compared to the Galaxy S5’s screen in some circumstances. For example, when watching a trailer for “Guardians of the Galaxy,” the G3’s display was much darker than that of the S5, even though the brightness slider was set to to the highest setting. This made it difficult to view some scenes on the G3, particularly ones with a lot of dark colors.
This shortcoming isn’t noticeable when browsing the web, navigating around the phone’s software, or reading news articles, however. Images and text looked pristine when reading Flipboard. The screen seemed sufficiently bright in all other tasks, but if you watch a lot of Netflix or YouTube videos on your phone, you may come across this problem.
One of the gripes about bigger-sized phones is that the buttons can be difficult to reach, since you typically need to stretch your fingers to the phone’s edges to hit the power and volume controls. LG thinks it’s solved this problem with its “rear key” design, which places both of those keys on the back of the device.
On a phone the size of the G3, the rear keys certainly do come in handy. It’s much easier to hit the power and volume buttons on the back rather than the top or sides of the phone. The problem, however, is that this switch takes a lot of getting used to. I underestimated how accustomed I was to automatically reaching to the top and sides of my phone. It took me a few days to kill that habit and instinctively start reaching for the back.
If you still can’t get used to reaching for the power button on the back, LG has a different solution — Knock On. This feature allows you to wake up the display by giving the screen two tough taps.
LG has taken the G3’s Knock On capabilities one step further this time around with Knock Code: a feature that lets you set a sequence of taps to unlock your phone. Instead of drawing a pattern or setting a passcode, you can now set a pattern of taps as your screen lock password.
This feature works just fine, but I can’t find a compelling reason to use Knock Code over a standard PIN or pattern.
LG has been touting the G3’s camera as one of the best you can get on a smartphone. LG says its new flagship comes with a Laser Auto Focus, which can supposedly scout out the subject of your photo and focus on it almost instantly. The G3’s camera was able to focus a bit faster than the Galaxy S5’s camera — there’s barely any noticeable pause when you lift the G3 to take a photo.
Image quality is also strong, but I noticed color was a little more vibrant in a photo I shot on Samsung’s phone. Take a look at the photos of these bushes below. You’ll notice the green is a bit brighter and lush in the S5’s photo, while the image taken with the G3 looks slightly washed out.
Like other Android smartphone makers, LG outfits its phones with its own custom skin that adds some extra features. In the past I’ve found LG’s software to be a bit cluttered and overwhelming, but it looks neater and more streamlined this time around.
The default time and weather widgets on the home screen now have solid coloring as opposed to the transparent widgets on the G2, which make the OS look slicker.
Some of the app icons, such as the Contacts and Phone apps, have a softer, more rounded look that make the software feel more modern as well. LG calls this change Simplified UI.
Like Samsung, LG has thrown in some extras aimed at easier multitasking. For example, you can open more than one app at a time and run them side-by-side on the home screen.
Smart Notice is a new software feature LG is debuting with the G3. It provides at-a-glance information sort of like Google Now.
For example, based on your location, Smart Notice, which sits right below the weather widget on your home screen can suggest that you take an umbrella with you before leaving the house. If you miss a call, Smart Notice will ask you if you’d like to call that person back.
Smart Notice is prominent enough to get you to read its tips, but doesn’t get in your way. In general, I found its tips to be pretty useful and a nice addition to my homescreen.
The LG G3 is an attractive, slim, and powerful Android phone. The G3’s screen is impressive in its own right, but it gets too dim. LG has also made some improvements across its software that make it feel much cleaner and easier to use than previous its previous phones.
However, LG’s decision to put the power and volume keys on the back of the phone still doesn’t feel natural. It took me a while to remember where the keys were, and I still found myself instinctively grabbing for the top or side of the device.
Still, the LG is a welcome step up from the G2 and is certainly among the best Android phones out there. It’s an excellent choice for Android fans that need a phone with a big, roomy display, so long as the idea of the power and volume buttons being in an unfamiliar place doesn’t bother you.
Amazon Just Revealed Exactly What's At Stake In Its Battle With Hachette — And Shredded The Publisher In The Process
Amazon finally revealed the exact cause behind its long battle with “Big Five” book publisher Hachette in a public post on its Kindle forum: It’s fighting for lower e-book prices and a 30% cut of sales.
In its post, Amazon makes a mathematical plea for why most e-books should be priced at $9.99, instead of $14.99 or $19.99, given that they don’t require printing, storage, or transportation.
The company says it’s found that e-books priced at $9.99 sell 1.74 more copies than when they’re priced at $14.99. If you carry that factor to an instance of selling either 100,000 books at $14.99 or 174,000 copies at $9.99, total revenue increases 16%, and authors get an audience that’s 74% larger.
Amazon also believes that 35% of revenues should go to authors, 35% to publishers, and 30% to Amazon. While making its point, the company completely shreds Hachette.
"Is 30% reasonable? Yes. In fact, the 30% share of total revenue is what Hachette forced us to take in 2010 when they illegally colluded with their competitors to raise e-book prices," Amazon writes, referencing a recently settled anti-trust case against Apple for e-book price-fixing. “We had no problem with the 30% — we did have a big problem with the price increases.”
"While we believe 35% should go to the author and 35% to Hachette, the way this would actually work is that we would send 70% of the total revenue to Hachette, and they would decide how much to share with the author," Amazon writes. "We believe Hachette is sharing too small a portion with the author today, but ultimately that is not our call."
Here’s the full post from Amazon:
With this update, we’re providing specific information about Amazon’s objectives.
A key objective is lower e-book prices. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out-of-stock, no warehousing costs, no transportation costs, and there is no secondary market — e-books cannot be resold as used books. E-books can be and should be less expensive.
It’s also important to understand that e-books are highly price-elastic. This means that when the price goes up, customers buy much less. We’ve quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000.
The important thing to note here is that at the lower price, total revenue increases 16%. This is good for all the parties involved:
* The customer is paying 33% less.
* The author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. And that 74% increase in copies sold makes it much more likely that the title will make it onto the national bestseller lists. (Any author who’s trying to get on one of the national bestseller lists should insist to their publisher that their e-book be priced at $9.99 or lower.)
* Likewise, the higher total revenue generated at $9.99 is also good for the publisher and the retailer. At $9.99, even though the customer is paying less, the total pie is bigger and there is more to share amongst the parties.
Keep in mind that books don’t just compete against books. Books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive.
So, at $9.99, the total pie is bigger - how does Amazon propose to share that revenue pie? We believe 35% should go to the author, 35% to the publisher and 30% to Amazon. Is 30% reasonable? Yes. In fact, the 30% share of total revenue is what Hachette forced us to take in 2010 when they illegally colluded with their competitors to raise e-book prices. We had no problem with the 30% — we did have a big problem with the price increases.
Is it Amazon’s position that all e-books should be $9.99 or less? No, we accept that there will be legitimate reasons for a small number of specialized titles to be above $9.99.
One more note on our proposal for how the total revenue should be shared. While we believe 35% should go to the author and 35% to Hachette, the way this would actually work is that we would send 70% of the total revenue to Hachette, and they would decide how much to share with the author. We believe Hachette is sharing too small a portion with the author today, but ultimately that is not our call.
The replicas, manufactured by Chinese-based VLA Sculpture, come in sizes ranging from “100 centimeters to 30 meters,” though it’s hard to imagine who would want a steel sculpture that’s 98 feet long. (Koons’ original, one of which is currently on display at the Whitney Museum, is a comparatively puny 10 feet long).
Prices on the website range from $500 to $5,000 depending on size, and purchases are limited to “10 units per month.”
CHART OF THE DAY: People Are Looking At Their Twitter Timelines Like Never Before
Twitter reported its earnings Tuesday, exceeding Wall Street’s expectations with $312 million in revenue — up 124% year-over-year — on $0.02 earnings per share. It exceeded predictions of 267 million monthly active users with 271 MAUs, and timeline views are at their highest ever.
According to Twitter’s data charted for us for Business Insider Intelligence, Twitter Timeline views in the most recent quarter were 173 billion — a jump from last quarter’s 157 billion views, and an even bigger jump from the year-ago quarter’s 151 billion views. As you can see, the company has been growing rather quickly over the past few quarters — Twitter CEO Dick Costolo argues the positive changes are related to changes in the company’s products, not necessarily the boost in traffic from this summer’s World Cup in Brazil.
Instagram Launches Its One-Tap Photo App Bolt To Rival TapTalk And Mirage
Bolt is Facebook’s answer to the one-tap messaging trend, which was made popular by apps such as Yo and Taptalk.
Bolt, which is being produced by Instagram, lets users send photos or videos quickly back and forth by turning a friend’s icon into both the camera button and the send button. It has soft-launched in three countries — New Zealand, Singapore, and South Africa — for “diversity” reasons, an Instagram spokesman told The Verge. Most of Instagram’s users (65%) are overseas.
Like Taptalk and another new app called Mirage, Bolt puts both the camera and the friend icons/send buttons on the same screen. Bolt allows four favorite friends to appear on the main screen, although up to 20 can be stored and accessed by swiping right to left.
Even though Bolt is technically run by Facebook, the app doesn’t let you find contacts by signing into the social network. Instead, you have to upload your mobile contact list, a popular solution used by Snapchat, Mirage, and Taptalk. Bolt is a one-to-one message app, so you can’t blast the same image to multiple people at once or to a list of followers.
While Facebook’s latest photo app, Slingshot, was a side project spawned in Facebook’s Creative Labs, the Instagram team sounds dedicated to seeing Bolt through. “We are totally behind this thing,” the spokesman told The Verge.
Most observers attribute the new growth to increased activity on the platform due to the World Cup. The planet’s largest sporting event could not have been better timed for Twitter. Half of it occurred in June, and the other half in July — meaning half of it occurred in Q2, and the other half in Q3.
So expect to see that World Cup bump show up in Twitter’s Q3 numbers, also. Twitter now has several months to figure out how to keep that growth going through Q4.
Regardless, CEO Dick Costolo deserves a victory lap: Turning around a social media platform that was this-close to going into decline is not a small achievement. He told CNBC the uptick was attributable to “product changes that have driven new user growth, live events drive more engagement from active users.”
He denied the bump was solely about the World Cup, though: “I would say that it was a continuous set across … no one moment or one time that affected growth in users. Combination of product changes that are starting to deliver results we wanted. … World Cup drove engagement.”
Disclosure: Author Jim Edwards owns Twitter stock.
Video Startup Coub Raises $2.5 Million From The Cofounders Of Russia's Facebook
Coub, a startup that lets you edit and remix looped videos up to 10 seconds long (think of them as GIFs with sound) has raised $2.5 million from Vaizra Investments, a fund headed by the cofounders of Russian Facebook competitor VK.com. TechCrunch reports that the money will be used for Coub’s further expansion outside of its New York office and to continue developing its web and iOS apps.
This brings the company’s total funding to $3.5 million after an initial investment of $1 million by Brothers Ventures and Phenomen Ventures last year. In that time, the company’s monthly uniques have grown from 8 million visitors to 50 million.
You can nab source video from YouTube and Vimeo, edit it down to a short clip of your choosing, add an alternate soundtrack, and let it loop away. It works as something akin to animated memes that might illustrate a point or capture a feeling. For example, frustration:
With the revelations of wiretapping and signal interception that came to light with the Edward Snowden document leaks, encryption has been coming up in conversations more often than in years gone by. Imagine that. In particular there has been a greater interest in encrypted email and voice communications. There are some solutions like PGP for encrypting email. However, there has not been a good low cost solution for the iPhone to encrypt voice. That is until today. The company Whisper Systems released their solution today in the form of an app called Signal which is now available on iTunes as well as for Android based phones.
"Which technology should I use for my database?" is a great second question, says my buddy Jerry Gitchel, founder of Make Technology Work, which provides technology coaching for entrepreneurs and professionals.
Asana Finally Launches A Native iOS App After Facebook Cofounder Bet Wrong On Web-Based Apps
Collaboration software company Asana’s mantra is about moving beyond email in the workplace. But the company cofounded by Facebook billionaire Dustin Moskovitz hasn’t been really delivering on that message considering that users have struggled to use Asana on their mobile phones—precisely where many of us check our work and email many times throughout the day.
While it might be obvious that Netflix is changing the world of video delivery, it seems its model may start to make its way more prominently into video games as well. EA has just debuted a rather interesting new program in the form of EA Access, which is coming exclusively to Microsoft’s Xbox One.
Because Telcos Have One Very Big, And One Very Boring, Problem. Ericcson Acquires MetraTech
I’ve done a fair amount of work within telcos and I’ve yet to come across one that isn’t a slow, lumbering beast. That’s a pretty harsh summation but it’s my experience. While many people put telco lack of agility down to core structural and cultural problems, one of the key reasons that telcos are slow to move is an eminently simple one – their core systems.
The Showrooming Threat Has Been Overblown — Here's Why
By now we know — consumers armed with smartphones like to walk into stores, look at the products they’re interested in, and then go online to find them for less money.
This phenomenon — known as showrooming — was supposed to be the death knell for bricks-and-mortar retailers.
But the showrooming threat has been overblown. In fact, the opposite behavior is far more common than showrooming. More people go online to see what they might want to buy and then head to physical stores to actually purchase those items.
In a recent report from BI Intelligence, wefind that retailers have finally discovered “reverse showrooming,” when consumers go online to research products, but then head to a bricks-and-mortar store to complete their purchase. And they are recognizing that they can leverage this behavior to combat the threat from e-commerce companies.
In the report, we examine the numbers behind showrooming and reverse showrooming, what’s driving each trend, and what the different showrooming behaviors look like. We also look at what in-store advantages retailers have, and what they are doing both to capture in-store sales from reverse showroomers and to drive up purchases across channels.
And showrooming isn’t the territory of the young, as many might assume. In fact, the data shows that millennials too prefer to reverse showroom. For electronics, shoes, sports equipment, and cosmetics, more millennials say they prefer to reverse showroom, rather than research in store and then buy online.
While patient isolation and supportive treatment are the only options currently available, BioCryst, a small U.S. pharmaceutical company, has published limited but promising data on their small molecule drug, BCX4430, in treating monkeys infected with a close relative of Ebolavirus.
The Model 3 will arrive in 2017, following the much-anticipated Model X crossover, which is due to hit the streets next year.
The $35,000 Model 3 will be the cheapest vehicle yet to emerge from Tesla’s Fremont, Calif. factory.
But its success won’t be automatic. Here are three things the Model 3 must deliver to succeed.
Battery Range, Battery Range, Battery Range
Every conversation about electric cars seems to begin and end with battery range. The Model 3 is no exception.
"The current electric car market is flush with $35,000 cars, and they all have identical range specs of 60-90 miles," says Karl Brauer, senior market analyst for Kelley Blue Book(KBB). "If the Tesla Model 3 can’t significantly increase that range, it will sell about as well as the others — which isn’t very well."
Tesla doesn’t want to sell 20,000 or 30,000 Model 3s each year — it wants to sell hundreds of thousands of them. In order to meet those lofty expectations, they’ve got to overcome the consumer’s range anxiety and liberate the electric car from its never-ending search for a charging stations, Jack R. Nerad, executive market analyst for KBB told Business Insider.
"If you can’t get it to drive for an overnight trip without recharging, it’s just not going to work for a lot of people."
Just exactly how much range a mass-market electric should have is debated. Something in the 60-90 mile ballpark is obviously not enough. Tesla’s Model S P85, with 265 miles of range, deals with the anxiety issue but is too expensive at nearly $80,000. However, a middle ground of 180-200 miles may allow the Model 3 to have the “versatility and usability” that Nerad believes the car needs to capture the minds — and wallets — of consumers.
Reduced Charge Times
There are significant differences between the Model 3’s potential buyers and those customers currently lining up to reserve the Model S. Model S buyers are tech-savvy early adopters. Potential Model 3 buyers aren’t. Early adopters will tolerate the quirks of their new toys, including extended recharging times. People who are used to a quick stop at the pump in order to drive another 300 miles aren’t likely to be as patient.
"A minimum of 30 minutes to charge your car is too long," said Nerad. "Most people are barely willing to spend five minutes at the gas station."
In addition to a pleasant user experience, Tesla must deliver the Model 3 on time and at the announced $35,000 price point. One of the Model 3’s assumed competitive advantages is the perception that you’ll be getting a Tesla for the price of a Leaf. If the cost of the Model 3 creeps up, it starts to look like a downsized Model S.
The main challenge for an affordable Model 3 is the potential cost of its battery packs. However, that’s where the company’s new gigafactories would come into play, John Voelcker, senior editor for Green Car Reports, told CNET. According to Voelcker, without the new gigafactories, not only will Tesla struggle to hit the $35,000 price point, it won’t even be able to come close to making enough batteries for the Model 3 to hit production targets.
The End Of Lucy, A Movie About Using 100% Of Your Brain, Is A Major Tech Fail That Will Remind You Of The 2000s
The top box office hit this past weekend was Lucy, a sci-fi thriller starring Scarlett Johansson and Morgan Freeman about a woman who learns to use 100% of her brain.
It’s a cool concept with a laughably outdated ending.
(SPOILER ALERT: We’re about to tell you what happens. Stop reading now if you plan to see it)
At the end of the movie, Johansson, a hard-partying college student, is able to utilize 100% of her brain and she transforms into an immortal being. But before she does, she agrees to give neurologist, Morgan Freeman, a file with everything she’s learned about the brain on it. Thanks to her advanced brain, Johansson can control people, objects and travel through time.
Johansson transforms into a futuristic computer. A computer that hands Freeman a flash drive with all of the files on it.
A flash drive. Technology invented in 1999 and is arguably becoming obsolete thanks to cloud storage solutions such as Google Docs, Box and Dropbox.
Here’s a screengrab of the flash drive from the end of the movie, via YouTube:
Then, Johansson’s Lucy sends a text to a flip phone.
Wikipedia explains the movie’s finale:"Norman [Morgan Freeman] takes a flash drive from the advanced supercomputer created by Lucy’s body using the matter in the room and a text message from her answering the question appears on Del Rio’s phone: "I AM EVERYWHERE."
Here’s the text message from the movie’s final scenes, via YouTube.
When Twitter hired Daniel Graf as the new head of product, CEO Dick Costolo wanted Graf reporting into him. That left Rowghani with less responsibility, and ultimately he left Twitter.
We also heard that Rowghani was a key person for talking to analysts and investors. So, when he left, Twitter needed Noto as CFO to fill that slot. With his experience at Goldman Sachs, Noto is perfect for telling Twitter’s story to investors.
After the executive shake up, there’s even more pressure on Costolo. He now has his team in place, and he’s even more responsible for product direction.
Investors are getting weary of seeing Facebook — with 1.3 billion monthly active users — adding more users on a monthly basis than Twitter, which last quarter had just 255 million monthly active users.
From there, the teams of researchers used Google Trends to figure out how often each week U.S. internet users searched for these words between 2004 and 2012.
"By mining these data sets, we were able to identify a historic link between rises in searches for terms for both business and politics, and a subsequent fall in stock market prices," Suzy Moat, a professor of behavioral science at Warwick Business School, said in a statement.
Their study, “Quantifying the semantics of search behavior before stock market moves,” was published in the Proceedings of the National Academy of Sciences. Their research suggests that this method could be applied to identify search terms before any real-world disaster — not just a stock market crash.
Why This Startup Cofounder Is Only Looking To Hire 'Experts' In Their Field
For one startup CEO, finding a niche is the key to success in both business and hiring.
Tim Weingarten is a cofounder and CEO of The Hunt, which lets users to post pictures of items they want to purchase but can’t find, and receive help from its online community. In an interview with Skiddy von Stade, founder of finance career site OneWire, Weingarten said he looks for hires who are both experts in their fields and good culture fits for the company.
"What you really need is someone who is not only an expert in their field, say they’re an amazing Objective C engineer. Objective C is the language you use for iOS, for iPhone applications. Maybe they’re an amazing engineer, but beyond being amazing in their field, do they fit in with the team? And really that means do they fit in with the culture of the company," Weingarten said.
He also said he looks for someone who is willing to take a risk working for a startup, who values equity in the company as much as salary, and who is a self-starter, who is individually driven.
Weingarten believes specialization is one thing that’s made The Hunt successful. With a 96 percent female user base, he said the goal of a community-driven website is to make the audience feel like they belong.
"My view as an entrepreneur is that a big mistake you can make is trying to go too horizontal, too broad, too fast to be all things to all people," he said. "That usually ends up being a mistake, especially with these community driven sites and these huge user-driven generated content sites … The best approach is to build, go deep and narrow, and really own a particular demographic segment and vertical of the economy."
The Hunt launched in 2013, and has raised over $16 million in funding from investors, including celebrity investors Tyra Banks and Ashton Kutcher.
You can see more Open Door interviews with OneWire CEO Skiddy von Stade by subscribing to the series here.
How OkCupid Informed Users They'd Been Part Of An Experiment
Yesterday, OkCupid proudly announced that it, like Facebook and all other companies on the Web, regularly experiments on human beings. Co-founder Christian Rudder who heads up OkCupid’s data analytics revealed three experiments the site had run on its love-seeking lab rats. One of them involved deceiving users about how compatible they were in order to see if there were sparks between people OKCupid’s algorithms deemed a poor match, and sparks between people destined for each other who were told they weren’t. In a remake of Romeo and Juliet, it’ll be an AI trying to keep the lovers apart instead of warring families. OkCupid has far more goodwill from users than Facebook, but experimenting on its users still rubbed some people the wrong way.
Wearable Technology: Better Looking But As Unnerving And Confusing As Rest of Internet Of Things
GOOGThe Internet of Things (IoT), despite being decades old in concept, is a muddle of emerging technologies with unnerving social, legal and moral implications, set in motion as the Internet and wireless became pervasive and sensor chips affordable. Last week, at the Wearable Technology Conference & Expo, I learned that wearable technology is the same as IoT except must look appealing enough to fasten to your wrist, ankle or face.
Singapore sovereign-wealth fund GIC joined existing investors including Tiger Global Management LLC, Accel Partners, and Morgan Stanley Investment Management for today’s round of funding.
Flipkart is an online marketplace that was founded in 2007. It’s where third-party vendors sell products, ranging from books and clothing to electronics. Much like Amazon Marketplace and China’s Alibaba, Flipkart makes money off the transaction fee on products sold on its website.
More than 22 million registered users and 3,000 merchants currently use the Flipkart marketplace, according to The Wall Street Journal. More than $1 billion worth of products have been sold on the site over the last 12 months, it said.
Today’s funding is the largest in Indian online commerce history and the second-largest single-round of funding globally, after the $1.2 billion raised by Uber last month, according to Quartz. It said the company was valued at around $5 billion.
"We believe that India can produce a $100 billion Internet company in the next five years and we want to be that company," Flipkart’s cofounder and CEO Sachin Bansal told The Wall Street Journal.
The Indian online retail sector has been growing at a rapid pace recently. It is estimated to be over $3 billion this year, but is projected to reach a value of $50 billion by 2020, according to a report by Wharton Digital Press. Local e-commerce stores like Flipkart and Snapdeal are in direct competition with newcomers Amazon and eBay for a bigger marketshare.
Amazon launched its online marketplace in India last year. According to Wharton, Amazon currently has 5,000 merchants selling over 15 million products, grossing over $200 million in sales.
Prior to today’s round, Flipkart had raised $760 million in total, including a $210 million funding from earlier this year. Although an IPO seems like the natural next step for Flipkart, Bansal, the company’s CEO, told the WSJ that they’re not planning to go public for at least the next 5 to 10 years.
Energy storage company Green Charge Networks, which sells its GreenStation technology under a financing model similar to the one that has boosted distributed solar, just got another $56 million to help finance installations in commercial accounts and schools.
The two men refusing to leave a Palm Springs, California, condo rented through Airbnb have vowed to squat again. But the squatters, Maksym Pashanin and Denys Pashanin, won’t be finding their next victim through Airbnb, the company says.
"These individuals have been permanently banned from using Airbnb. We have a number of technological tools we use that prevent individuals who have been banned from our community from using Airbnb in the future," Airbnb spokesperson Nick Papas tells Business Insider.
"Fraudulent actors often exhibit repetitive patterns. As we recognize these patterns, we can apply heuristics to predict when they are about to occur again, and help stop them," the post explains.
In other words, Airbnb is using sophisticated algorithms, known these days as “machine learning” to monitor its system. If these squatters attempt to fire up new accounts, they’ll be found and kicked out, the company promises.
Only 15% of U.S. adults have purchased general food items online, according to a new survey from Harris Interactive, compiled in the charts below from BI Intelligence. However, 25% said they have gone online to buy specialty food and beverages that are typically hard to find, such as exotic seasonings or ingredients.
Before the acquisition, Amazon had more-or-less declared a pricing war against Diapers.com. Amazon started offering deep, deep discounts on diapers, trying to undercut the smaller company. This was not the first time that Amazon was willing to lose money temporarily to stave off a competitor. Not long after Amazon started its aggressive price chopping, Quidsi sold.
Lore and Bharara stayed at Quidsi for four years on contract after Amazon bought it, but they both left last July.
Now, Lore has assembled a team of more than 30 employees (including many former Quidsi people) to launch an ecommerce company called “Jet,” Del Ray reports. Bharara will reportedly not be involved.
The site won’t launch until later this year, partially because of a non-compete clause from Amazon that hasn’t run out yet, Fortune sources report. Jet will operate out of Hoboken, New Jersey, and is working on an innovative logistics network, though we still don’t know what the site will actually sell. Because Lore has already been up-close-and-personal with Amazon’s most brutal competitive tactics and strategies, he’s better prepared than anyone to take it on.
According to Fortune, Lore has expressed that after selling Quidsi to Amazon, he’s ready to build something new and even bigger.
Cab Companies Shouldn't Throw Stones At Uber Or Lyft
There is a battle going on across the country and around the world between emerging innovation and entrenched business models when it comes to getting from Point A to Point B. Ridesharing services like Uber and Lyft have sprung up as an alternative to traditional taxicabs, and it has developed into a serious conflict in many cities. The taxi cab industry is lobbying aggressively to squash these new rivals rather than trying to compete.
20 Sticky Features Your Website Needs To Convert Visitors
“Sticky” has become a buzzword, describing everything from the memorability of a catchy tagline to the rewatchability of a viral video. From a marketing perspective, “sticky” is a differentiator, describing content that has the power to retain or captivate a given audience, rather than content that gets lost in a sea of white noise. With infinite options and low attention spans, today’s audience needs sticky content if you want their attention for more than a nanosecond, or if you ever want them to revisit your site.
A 24-Year-Old Man Stole $309,768 From Apple With An Unbelievably Simple Scam
In an age of extremely complex cyber attacks, carefully coordinated scams and millions of dollars spent on security, one man managed to scam Apple out of $300,000 in the most low-tech way imaginable.
Earlier this week the Tampa Bay Times reported that East Tampa resident Sharron Parrish managed to find a way of overriding payment terminals when his card was declined.
He allegedly did this 42 times in 16 different states, dating back to December 2012, before he was caught. Parrish managed to swindle Apple out of $309,768 worth of goods, and in one store, he brazenly forced through a $7,753 transaction.
He didn’t stop there, he also used this trick to rent cars from Enterprise car rental and stayed in luxury hotels. According to this Secret Service criminal complaint, Parrish unsuccessfully attempted to purchase a further $50,000 worth of goods in stores where his card trick didn’t work.
THE BEACONS FAQ: It's Time To Set The Story Straight About Beacons And Apple's iBeacon System
Beacons are a new type of device that could change the way people shop in stores and revolutionize how retailers collect consumer data and interact with shoppers. Retailers can use beacons to trigger location-based features on customers’ smartphone apps, including targeted coupons, store maps, and hands-free payments.
There has been a lot of confusion about how beacons actually work, so as part of new research on beacons from BI Intelligence, we’ve put together an in-depth ”Beacons Explainer," with frequently asked questions on beacons. The explainer is paired with our exclusive market forecast, which shows the trajectory for beacon adoption. Beacons are becoming the most rapidly adopted in-store technology since mobile card readers.
BLE is the signal emitted by beacons, and it’s important for two reasons. First, it transmits radio waves, which can penetrate physical barriers like walls, unlike Wi-Fi or cell signals, which are often disrupted. Second, BLE consumes only a fraction of the battery power that classic Bluetooth does.
3. Do beacons work with iPhones and Android phones?
Sort of. iBeacon is not an off-the-shelf beacon that retailers can buy and install in their stores (at least not yet). Apple has filed documents with the Federal Communications Commission, which suggest that the company wants to manufacture iBeacon hardware. Currently, iBeacon is a system built into the latest version of Apple’s iOS 7 mobile operating system that lets iPhones and iPads constantly scan for nearby Bluetooth devices. When iBeacon identifies a beacon, it can wake up relevant apps on someone’s phone, even when an app is closed and not running in the background. Additionally, iPads and iPhones can act as beacons; they can emit beacon signals to wake up apps on other iOS devices.
Developers have to include the unique identifier of a beacon in the code so their app will be able to recognize it. If an app doesn’t know the identifier for a beacon, then it can’t be on the lookout for its BLE signal. Most beacon vendors provide developer support to help users configure their apps.
Other Questions We Answer In The Beacons Explainer:
Uber Will Now Let Your Employer Pick Up Your Tab For Business Trips
Ridesharing app Uber will let its users bill their employers directly for business-related service.
Uber announced Uber for Business on its blog Tuesday. Businesses will be able to create accounts on Uber’s web portal and invite employees. By verifying their work email addresses, employees will be able to toggle between expensing business trips and paying for their own personal rides.
Uber for Business eliminates the hassle of employees filing expenses with paper receipts. In addition, Uber announced partnerships with spend management company Concur Solutions and American Express.
E-commerce company Gilt and Tesla Motors have piloted Uber for Business, according to the announcement.
Read the full Uber for Business announcement here.