PayPal is the first company to drop out of the Facebook-led Libra Association

PayPal is the first company to walk away from Facebook’s Libra cryptocurrency.

PayPal’s decision to take its ball and go home was first reported by The Wall Street Journal .

“PayPal has made the decision to forgo further participation in the Libra Association at this time and to continue to focus on advancing our existing mission and business priorities as we strive to democratize access to financial services for underserved populations,” PayPal said in an emailed statement. “We remain supportive of Libra’s aspirations and look forward to continued dialogue on ways to work together in the future. Facebook has been a longstanding and valued strategic partner to PayPal, and we will continue to partner with and support Facebook in various capacities.”

It could be that PayPal isn’t the only firm to walk away from the ambitious effort to transform the entire global financial system.

Mastercard, Visa and other companies may join PayPal in backing away from the Libra project, which has been the subject of mounting criticism since its launch.

As we reported when Libra first launched, Facebook doesn’t control the Libra organization or currency, but gets a single vote alongside the remaining partners which include Uber, Andreessen Horowitz, the venture capital firm with roughly $10 billion in assets under management, Mastercard and Visa. Each partner has invested at least $10 million in the project and the association will promote the open-sourced Libra Blockchain.

The partners will not only pitch the Libra Blockchain and developer platform with its own Move programming language, plus sign up businesses to accept Libra for payment and even give customers discounts or rewards.

Facebook has a lot more riding on the success of the Association that just it’s Libra stake. The company has also launched a subsidiary company called Calibra that handles crypto transactions on its platform that would use the Libra blockchain.

Governments around the world have been up in arms about what they see as Facebook and its partners making an end run around the existing financial services.

And earlier this month, Facebook chief executive Mark Zuckerberg indicated that the company would  be willing to push back the launch of the cryptocurrency past its planned 2020 launch date, in an interview with the Japanese Nikkei news service.

Zola, the $650M wedding portal, taps the travel market with an expansion into honeymoons

The wedding industry is estimated to be worth some $100 billion in the U.S. alone, and now one of the fastest-growing companies in that space — the wedding planning site Zola — is making a move to augment its position with a sidestep into travel. Today at Disrupt (our conference in San Francisco), the company is announcing Honeymoons, which will let couples plan, book and raise money for their post-nuptial travels at the same time that they plan the main event.

The beta invite is open for those interested from today. To start off, couples will be able to plan itineraries and book accommodations, with flights getting added in after the launch as part of a bigger effort to own the end-to-end marriage experience.

“Over time, we want to book all your travel needs, both before and after the wedding,” said Shan-Lyn Ma, the company’s CEO and founder.

Zola’s business today is based around pre-wedding organization: users can set up free websites, design and print (paid) wedding invitations, and create Zola-based gift registries for family and friends to buy goods for the couple through the site — a business that has been successful enough to net the company more than $140 million in funding and a $650 million valuation.

But the average time spent planning weddings is 13-18 months, and so Honeymoons will be one way for Zola to extend that relationship not just in terms of money spent — honeymoons is estimated to be a $12 billion industry in the US — but time spent using Zola, which in turn can help build a tighter relationship for whatever moves the company might make in the future. (One very obvious next step: parenting-related content and products.)

disrupt shan lyn ma zola 1080

The Honeymoons feature also brings something else to Zola: a little breathing space. The online market for wedding planning is old and massive — it’s one of the first kinds of e-commerce sites that emerged with the rise of the world wide web itself, and as such there are a lot of large and incumbent competitors. However, “honeymoons” has been generally a more fragmented space, where people plan their own trips themselves via sites that cater to other kinds of travel like vacations, making “online honeymoon planning” far less of an industry per se, and making Zola’s move into the area relatively less pressured.

Ma said that the decision to launch the business came from couples requesting the feature, and it’s taking the rollout relatively slowly. The service will start with a limited number of markets that Zola chose based on them already being popular honeymoon destinations. The plan will be to expand the list to many more locations over time.

“We know where all the key destinations are based on demand from couples,” she added.

Within that list, Zola has negotiated special packages for accommodation and flights. It will also come with a personalized twist: couples input their preferences and are offered honeymoon packages designed to fit their tastes.

“Through our technology and our team of travel experts, couples can tell us, this is what they would love to do for their honeymoon,” explained Shan-Lyn Ma. “This is their general travel style, budget, and dates. Then we will send back an itinerary…[and they can] book with us from there. At launch next month, it will be focused first and foremost on accommodation and experiences. Over time, we would aim to help you with everything you need to do on your honeymoon,” she said.

Shan-Lyn Ma said thousands of customers have already signed up for the waitlist for the new honeymoons product, which will officially launch next month.

Zola already has a strong connection to a wider marketplace that taps into how millennials and younger consumers, in general, like to shop today, offering a Houzz-style approach of letting users create “look books” for their aesthetics, and giving them flexibility to either register for specific items, or to cash out in gift cards that can be used on other goods and services.

The Honeymoons move will give the company an opening to working with other companies much more closely, specifically those in the travel industry, to create cohesive experiences. Given how many weddings today are focused around “destinations”, this also opens the door to planning events for more than just the couples involved.

Europe’s top court sets new line on policing illegal speech online

Europe’s top court has set a new line for the policing of illegal speech online. The ruling has implications for how speech is regulated on online platforms — and is likely to feed into wider planned reform of regional rules governing platforms’ liabilities.

Per the CJEU decision, platforms such as Facebook can be instructed to hunt for and remove illegal speech worldwide — including speech that’s “equivalent” to content already judged illegal.

Although any such takedowns remain within the framework of “relevant international law”.

So in practice it does not that mean a court order issued in one EU country will get universally applied in all jurisdictions as there’s no international agreement on what constitutes unlawful speech or even more narrowly defamatory speech.

Existing EU rules on the free flow of information on ecommerce platforms — aka the eCommerce Directive — which state that Member States cannot force a “general content monitoring obligation” on intermediaries, do not preclude courts from ordering platforms to remove or block illegal speech, the court has decided.

That decision worries free speech advocates who are concerned it could open the door to general monitoring obligations being placed on tech platforms in the region, with the risk of a chilling effect on freedom of expression.

Facebook has also expressed concern. Responding to the ruling in a statement, a spokesperson told us:

“This judgement raises critical questions around freedom of expression and the role that internet companies should play in monitoring, interpreting and removing speech that might be illegal in any particular country. At Facebook, we already have Community Standards which outline what people can and cannot share on our platform, and we have a process in place to restrict content if and when it violates local laws. This ruling goes much further. It undermines the long-standing principle that one country does not have the right to impose its laws on speech on another country. It also opens the door to obligations being imposed on internet companies to proactively monitor content and then interpret if it is “equivalent” to content that has been found to be illegal. In order to get this right national courts will have to set out very clear definitions on what ”identical” and ”equivalent” means in practice. We hope the courts take a proportionate and measured approach, to avoid having a chilling effect on freedom of expression.”

The legal questions were referred to the CJEU by a court in Austria, and stem from a defamation action brought by Austrian Green Party politician, Eva Glawischnig, who in 2016 filed suit against Facebook after the company refused to take down posts she claimed were defamatory against her.

In 2017 an Austrian court ruled Facebook should take the defamatory posts down and do so worldwide. However Glawischnig also wanted it to remove similar posts, not just identical reposts of the illegal speech, which she argued were equally defamatory.

The current situation where platforms require notice of illegal content before carrying out a takedown are problematic, from one perspective, given the scale and speed of content distribution on digital platforms — which can make it impossible to keep up with reporting re-postings.

Facebook’s platform also has closed groups where content can be shared out of sight of non-members, and where an individual could therefore have no ability to see unlawful content that’s targeted at them — making it essentially impossible for them to report it.

While the case concerns the scope of the application of defamation law on Facebook’s platform the ruling clearly has broader implications for regulating a range of “unlawful” content online.

Specifically the CJEU has ruled that an information society service “host provider” can be ordered to:

  • … remove information which it stores, the content of which is identical to the content of information which was previously declared to be unlawful, or to block access to that information, irrespective of who requested the storage of that information;
  • … remove information which it stores, the content of which is equivalent to the content of information which was previously declared to be unlawful, or to block access to that information, provided that the monitoring of and search for the information concerned by such an injunction are limited to information conveying a message the content of which remains essentially unchanged compared with the content which gave rise to the finding of illegality and containing the elements specified in the injunction, and provided that the differences in the wording of that equivalent content, compared with the wording characterising the information which was previously declared to be illegal, are not such as to require the host provider to carry out an independent assessment of that content;
  • … remove information covered by the injunction or to block access to that information worldwide within the framework of the relevant international law

The court has sought to balance the requirement under EU law of no general monitoring obligation on platforms with the ability of national courts to regulate information flow online in specific instances of illegal speech.

In the judgement the CJEU also invokes the idea of Member States being able to “apply duties of care, which can reasonably be expected from them and which are specified by national law, in order to detect and prevent certain types of illegal activities” — saying the eCommerce Direction does not stand in the way of states imposing such a requirement.

Some European countries are showing appetite for tighter regulation of online platforms. In the UK, for instance, the government laid out proposals for regulating a board range of online harms earlier this year. While, two years ago, Germany introduced a law to regulate hate speech takedowns on online platforms.

Over the past several years the European Commission has also kept up pressure on platforms to speed up takedowns of illegal content — signing tech companies up to a voluntary code of practice, back in 2016, and continuing to warn it could introduce legislation if targets are not met.

Today’s ruling is thus being interpreted in some quarters as opening the door to a wider reform of EU platform liability law by the incoming Commission — which could allow for imposing more general monitoring or content-filtering obligations, aligned with Member States’ security or safety priorities.

“We can trace worrying content blocking tendencies in Europe,” says Sebastian Felix Schwemer, a researcher in algorithmic content regulation and intermediary liability at the University of Copenhagen. “The legislator has earlier this year introduced proactive content filtering by platforms in the Copyright DSM Directive (“uploadfilters”) and similarly suggested in a Proposal for a Regulation on Terrorist Content as well as in a non-binding Recommendation from March last year.”

Critics of a controversial copyright reform — which was agreed by European legislators earlier this year — have warned consistently that it will result in tech platforms pre-filtering user generated content uploads. Although the full impact remains to be seen, as Member States have two years from April 2019 to pass legislation meeting the Directive’s requirements.

In 2018 the Commission also introduced a proposal for a regulation on preventing the dissemination of terrorist content online — which explicitly included a requirement for platforms to use filters to identify and block re-uploads of illegal terrorist content. Though the filter element was challenged in the EU parliament.

“There is little case law on the question of general monitoring (prohibited according to Article 15 of the E-Commerce Directive), but the question is highly topical,” says Schwemer. “Both towards the trend towards proactive content filtering by platforms and the legislator’s push for these measures (Article 17 in the Copyright DSM Directive, Terrorist Content Proposal, the Commission’s non-binding Recommendation from last year).”

Schwemer agrees the CJEU ruling will have “a broad impact” on the behavior of online platforms — going beyond Facebook and the application of defamation law.

“The incoming Commission is likely to open up the E-Commerce Directive (there is a leaked concept note by DG Connect from before the summer),” he suggests. “Something that has previously been perceived as opening Pandora’s Box. The decision will also play into the coming lawmaking process.”

The ruling also naturally raises the question of what constitutes “equivalent” unlawful content? And who and how will they be the judge of that?

The CJEU goes into some detail on “specific elements” it says are needed for non-identical illegal speech to be judged equivalently unlawful, and also on the limits of the burden that should be placed on platforms so they are not under a general obligation to monitor content — ultimately implying that technology filters, not human assessments, should be used to identify equivalent speech.

From the judgement:

… it is important that the equivalent information referred to in paragraph 41 above contains specific elements which are properly identified in the injunction, such as the name of the person concerned by the infringement determined previously, the circumstances in which that infringement was determined and equivalent content to that which was declared to be illegal. Differences in the wording of that equivalent content, compared with the content which was declared to be illegal, must not, in any event, be such as to require the host provider concerned to carry out an independent assessment of that content.

In those circumstances, an obligation such as the one described in paragraphs 41 and 45 above, on the one hand — in so far as it also extends to information with equivalent content — appears to be sufficiently effective for ensuring that the person targeted by the defamatory statements is protected. On the other hand, that protection is not provided by means of an excessive obligation being imposed on the host provider, in so far as the monitoring of and search for information which it requires are limited to information containing the elements specified in the injunction, and its defamatory content of an equivalent nature does not require the host provider to carry out an independent assessment, since the latter has recourse to automated search tools and technologies.

“The Court’s thoughts on the filtering of ‘equivalent’ information are interesting,” Schwemer continues. “It boils down to that platforms can be ordered to track down illegal content, but only under specific circumstances.

“In its rather short judgement, the Court comes to the conclusion… that it is no general monitoring obligation on hosting providers to remove or block equivalent content. That is provided that the search of information is limited to essentially unchanged content and that the hosting provider does not have to carry out an independent assessment but can rely on automated technologies to detect that content.”

While he says the court’s intentions — to “limit defamation” — are “good” he points out that “relying on filtering technologies is far from unproblematic”.

Filters can indeed be an extremely blunt tool. Even basic text filters can be triggered by words that contain a prohibited spelling. While applying filters to block defamatory speech could lead to — for example — inadvertently blocking lawful reactions that quote the unlawful speech.

The ruling also means platforms and/or their technology tools are being compelled to define the limits of free expression under threat of liability. Which pushes them towards setting a more conservative line on what’s acceptable expression on their platforms — in order to shrink their legal risk.

Although definitions of what is unlawful speech and equivalently unlawful will ultimately rest with courts.

It’s worth pointing out that platforms are already defining speech limits — just driven by their own economic incentives.

For ad supported platforms, these incentives typically demand maximizing engagement and time spent on the platform — which tends to encourage users to spread provocative/outrageous content.

That can sum to clickbait and junk news. Equally it can mean the most hateful stuff under the sun.

Without a new online business model paradigm that radically shifts the economic incentives around content creation on platforms the tension between freedom of expression and illegal hate speech will remain. As will the general content monitoring obligation such platforms place on society.

Redesigned Google Shopping goes live, with price tracking, Google Lens for outfits and more

Google Shopping is getting a redesign with several new features, including options to shop local stores, track prices and even find style inspiration through Google Lens. Already, Google Lens’ smart image recognition technology can help identify objects, translate text, and find similar items. Now, using a photo of an outfit you like — for instance, something you found on Instagram — Google Lens will be able to pull up other “style ideas” from around the web.

These style ideas are focused on showing you how other people are wearing the item in question, not just returning matches of similar items, Google explains.

For example, if you found a skirt on social media, you could take a screenshot then use Lens in Google Photos to see how other people have been photographed wearing that same skirt.

Lens style ideas

But Lens isn’t limited to photos of new clothes posted online. You can also photograph an item hanging in your own closet, or seen on a store rack, and get suggestions of people wearing similar pieces.

The feature complements Lens’ existing item suggestions for things like home décor and individual items of clothing.

It’s also clearly meant as a challenger to Pinterest, which has been heavily investing in its own image recognition technology. This has allowed it to capture consumers’ interest long before their placing items in their online shopping cart — an existential threat to Google’s business, potentially.

Pinterest users often browse the site for inspiration, whether that’s what to wear or how to wear it, or how to decorate their home, or even where to travel. Later, those interests and desires may translate to clicks and purchases. The challenge for Pinterest is being able to connect the inspirational browsing with the checkout process.

Pinterest’s latest efforts on that front is the launch of its own “shop” tab, designed to showcase products.

Google, meanwhile, is doubling down on Google Shopping.

Its big redesign has now rolled out in the U.S. on both web and mobile, following the merger with Google Express earlier this year, and last month’s final shutdown of the Google Express brand and destination. 

The new version of Google Shopping aims to make itself a one-stop-shop for everything that’s around the web…and not on Amazon.

Price tracking

The updated Google Shopping experience includes a personalized homepage based on your habits and purchases, a price tracker for getting notifications of changes and drops, and the ability to shop from both online and local retailers. (Buying locally means you’ll have the option to go pick it up — great for last-minute gifts.)

Google says you can now shop from over 1,000 stores through Google Shopping and check out using the information saved to your Google account. It also offers a “Google guarantee,” on the items you purchase, which includes customer support and help with things like returns and exchanges.

Google is pitching the new experience as a redesign. And to some extent, it is, thanks to new features like price tracking and universal shopping carts. However, at the root of it, you’ll find it’s still very much the same concept that once was Google Express. That is: it’s an online Google-branded destination where shopping is meant to be as convenient as on Amazon.

Nearby results

But Google Express failed to capture consumers’ attention the first time around because of what Google lacks: a Prime competitor. There is no subscription that promises fast, 2-day (or less) shipping on millions of items, nor the wider perks program that Amazon Prime offers.

That said, it’s smart for Google to capitalize on the shopping search traffic it does have, and make that experience feel more connected and seamless. After all, Amazon doesn’t have everything — especially when it comes to specific fashion brands. That will see users turn to Google to search instead.

Google Shopping homepage

Google says the new Google Shopping is live in the U.S. on web and mobile today.

Google Lens is also live in the U.S. only for now.

Worried about a ‘no deal’ brexit? UK startups should check this guide

UK startups concerned the country is about to leave the European Union in just a little over a month’s time with nothing agreed to ensure a smooth transition should point their eyes at this guide — put together by startup policy advocacy group, Coadec.

While a ‘no deal’ brexit is still not inevitable the chances of it happening have stepped up sharply in recent months as the clock winds down towards exit day with no withdrawal agreement in place. Such an outcome has major implications for technology businesses, given the cross-border nature of services startups tend to provide.

“With the UK potentially just over a month away from exiting the EU, no deal remains the default option,” warns Coadec. “We are clear that no deal would be disastrous for the startup community…but that doesn’t mean that it won’t happen. That’s why we have teamed up with the UK Tech Cluster Group & Tech Nation to put together this guidance for the startup community.”

Under current prime minister, Boris Johnson, the UK government has sharply dialled up the brexit rhetoric. Johnson has said — in typical flashy fashion — that he’d rather be “dead in a ditch” than ask for an extension to the October 31st deadline for agreeing a deal with the European Union.

He has also prorogued parliament — illegally — in an attempt to bypass parliamentary scrutiny, which he described in an internal memo as “a rigmarole“.

The prorogation was quashed by the Supreme Court. But since parliament resumed this week ministers have been refusing to clearly state whether the government will abide by a law it passed just before it got closed down — which requires the PM to ask the EU for an extension if he fails to secure a withdrawal deal before October 19.

Speculation is therefore rife over what political chicanery the government might seek to pull to wiggle out of complying with the law and crash the UK out regardless.

Former UK prime minister, John Major, gave a speech this week warning that such a move would be unforgivable. But there are no signs the government is rethinking its approach.

Johnson has been splashing public money on an advertising campaign that instructs the country to “Get ready for brexit” (such as the billboard pictured above). The government also claims to have substantially ramped up domestic preparations for a no deal exit.

While it’s possible this loud show of bullying bravado is a theatrical tactic to try to pressure the EU into shifting position on contested brexit issues (primarily the Irish back-stop) — so Johnson can grab a deal which could pass a vote in parliament — it’s also possible the government isn’t that interested in a deal, and just wants to deliver brexit “do or die”, as the PM has also put it.

Even if it’s theatrics it doesn’t mean the whole high stakes game of chicken might not backfire — resulting in the UK actually crashing out with nothing on Halloween. The only robust legal certainty is that without an extension to Article 50 the UK will indeed leave the EU on October 31, deal or no deal.

Given rising political turmoil in the UK combined with a hard and fast-approaching brexit deadline, startups are well advised to prepare for the worst — which means leaving the EU with no contingencies in place beyond those you’ve put in place yourself.

Coadec’s guide presents a concise overview of ten issues the policy advocacy group believes should be front of mind for startups and scaleups thinking about how to manage no deal risk.

The guide does not (and is not intended) to replace professional legal advice but it does cuts through a lot of the noise and fuzz around brexit — so it’s well worth a read, especially if you’re trying to get up to speed fast.

Top of their list is data flows — a major consideration for tech businesses that receive personal data from the EU or EEA.

“Startups will need to create contract-based legal structures to replace the free flows of data we took for granted under the European system,” Coadec writes, noting that the UK’s data protection agency is advising startups to look at model clauses, binding corporate rules, codes of conduct or certification mechanisms as alternatives for their data flows.

“These complicated legal structures have typically been the preserve of larger businesses and corporations, not startups and scaleups — so will take time to put in place,” it warns. “If you haven’t started preparations for your post-brexit data flows, they should be a priority now.”

Other issues the guide deals with include immigration & visas; taxation & VAT; and the impact of a no deal on specific pieces of EU legislation and strategy that are relevant to startups — such as the e-Commerce Directive and Digital Single Market — as well as related pieces of legislation (such as ePrivacy) that risk being caught in limbo by brexit as they’ve not yet been passed.

There’s also advice for startups that have .eu domain names, and for those who’ve received funding from the EU’s Horizon 2020 R&D fund, as well as links to relevant government resources.

The guide can be downloaded as a PDF here.

How is your startup preparing for brexit? What’s your biggest ‘no deal’ concern? How much is it costing you to manage brexit risk? Let us know by emailing tips@techcrunch.com 

MaxAB raises $6M seed round to optimize Egypt’s B2B grocery markets

Cairo based startup MaxAB looks to optimize the supply-chain network for Egypt’s food and grocery retailers.

The B2B e-commerce company raised a $6.2 million seed-investment co-led by Beco Capital and 4DX Ventures. Others to join the round were 500 Startups, Endure Capital, and Outlierz Ventures.

Founded in 2018, MaxAB has built a digital platform to manage procurement and delivery of grocery products to shops in Egypt. The startup’s developer team created an app for store-owners to purchase goods, another logistics app for its delivery fleet, and one for its customer support team.

MaxAB’s target market is small-scale retailers in Egypt, who sell to the country’s 100 million population.

“The Wal-Mart’s and the Krogers and Walgreen’s of Egypt only represent 10% of the market; 90% of this $50 billion market gets transacted through small mom and pop shops,” MaxAB CEO Belal El-Megharbel told TechCrunch on a call from Cairo.

He developed the startup idea while working as a General Manager at Careem — the Middle Eastern ride-hail company acquired by Uber in 2019 — and co-founded MaxAB with Mohamed Ben Halim.

Both saw an opening to reduce cost and complication in Egypt’s B2B food and grocery markets.

MaxAB Belal El Megharbel CEO“It’s a very segmented supply-chain. Small shops in Cairo have to go through six or seven-layers in between — the shipping,  unboxing, determining product quality, and setting base prices — and that’s what we’re fixing for them,” said El-Megharbel.

MaxAB has a fleet of 60 trucks and a large warehouse that serves Cairo. The startup tailored a logistics practice for Egypt to make sure it can meet retail customer needs. “We’ve come up with our own model we call just-in-case inventory, where we keep three to four days additional inventory to accommodate for supplier unreliability,” explained El-Megharbel.

MaxAB has a staff of 270 and 9,000 retailers on its app, according to a company release. The venture generates revenue on margins it earns from the buy to sell price of the products it offers. Unsurprisingly, El-Megharbel names achieving scale as the path to profitability. “The bigger your scale the better the margins you gain on supply,” he said.

Drawing on its seed-round, MaxAB also aims to generate revenue by expanding its offerings to working-capital financing and data-analytics services to its retail clients. The startup will expand its operations to several different cities in Egypt and grow its tech team.

The company has no immediate plans to operate outside of Egypt, according to El-Megharbel, but could consider expansion in North Africa in the future.

Briter Bridges Map Logistics Africa CroppedMaxAB will raise another funding round in approximately a year’s time, he said. 4DX Ventures  Managing Partner Peter Orth confirmed the fund’s participation in the $6.2 million seed-financing. Orth will take a board seat with MaxAB.

Transport-tech focused startups received the largest share of the $33 million in VC invested in Egypt in 2018, according to WeeTracker. Research by Briter Bridges tracks 120 logistics and supply-chain related startups in Africa.

In 2018, MaxAB investor 4DX ventures led a $2 million round in Kenya based B2B supply-chain startup Sokowatch, founded by Daniel Yu.

The companies share a similar retail logistics focus, but the founders don’t appear poised to enter each other’s markets or become competitors just yet. “Daniel’s a really smart-guy. We meet and talk quite often,” MaxAB CEO Belal El-Megharbel said.

 

 

 

 

 

 

Alibaba unveils Hanguang 800, an AI inference chip it says significantly increases the speed of machine learning tasks

Alibaba Group introduced its first AI inference chip today, a neural processing unit called Hanguang 800 that it says makes performing machine learning tasks dramatically faster and more energy-efficient. The chip, announced today during Alibaba Cloud’s annual Apsara Computing Conference in Hangzhou, is already being used to power features on Alibaba’s e-commerce sites, including product search and personalized recommendations. It will be made available to Alibaba Cloud customers later.

As an example of what the chip can do, Alibaba said it usually takes Taobao an hour to categorize the one billion product images that are uploaded to the e-commerce platform each day by merchants and prepare them for search and personalized recommendations. Using Hanguang 800, Taobao was able to complete the task in only five minutes.

Alibaba is already using Hanguang 800 in many of its business operations that need machine processing. In addition to product search and recommendations, this includes automatic translation on its e-commerce sites, advertising and intelligence customer services.

Though Alibaba hasn’t revealed when the chip will be available to its cloud customers, the chip may help Chinese companies reduce their dependence on U.S. technology as the trade war makes business partnerships between Chinese and American tech companies more difficult. It can also help Alibaba Cloud grow in markets outside of China. Within China, it is the market leader, but in the Asia-Pacific region, Alibaba Cloud still ranks behind Amazon, Microsoft and Google, according to the Synergy Research Group.

Hanguang 800 was created by T-Head, the unit that leads the development of chips for cloud and edge computing within Alibaba DAMO Academy, the global research and development initiative that Alibaba is investing more than $15 billion in. T-Head developed the chip’s hardware and algorithms designed for business apps, including Alibaba’s retail and logistics apps.

In a statement, Alibaba Group CTO and president of Alibaba Cloud Intelligence Jeff Zhang (pictured above) said “The launch of Hanguang 800 is an important step in our pursuit of next-generation technologies, boosting computing capabilities that will drive both our current and emerging businesses while improving energy-efficiency.”

He added “In the near future, we plan to empower our clients by providing access through our cloud business to the advanced computing that is made possible by the chip, anytime and anywhere.”

T-Head’s other launches included the XuanTie 910 earlier this year, an IoT processor based on RISC-V, the open-source hardware instruction set that began as a project at U.C. Berkeley. XuanTie 910 was created for heavy-duty IoT applications, including edge servers, networking, gateway and autonomous vehicles.

Alibaba DAMO Academy collaborates with universities around the world that have included U.C. Berkeley and Tel Aviv University. Researchers in the program focus on machine learning, network security, visual computing and natural language processing, with the goal of serving two billion customers and creating 100 million jobs by 2035.

Why Don’t Amazon’s Product Managers Understand Europe?

Amazon’s product managers seem to be out of fashion when it comes to Europe
Amazon’s product managers seem to be out of fashion when it comes to Europe
Image Credit: Sangudo

Let’s face it: Amazon is a very big company and they have done a lot of different things very well. However, it turns out that they may not yet be able to do everything perfectly. One area where the Amazon product managers are still struggling is in Europe. Specifically, when it comes to selling both apparel and footwear they have not yet quite figured out what Europeans really want. What can the Amazon product managers do to fix this problem?

The Problem With Europe

You might be thinking to yourself, why should Amazon worry about Europe? I mean, Amazon has pretty much taken over the U.S. and so they should be happy, right? Well Amazon first went over to Europe twenty years ago and it has been a challenge ever since. Amazon’s goal with Europe is that they’d like to be able to find a way to reproduce the same success that they’ve had in the U.S. over there.

So what’s the problem that Amazon has run into in Europe? Well, as with all such things, it’s not just one problem but rather multiple problems. The first problem that they have is the simple fact that Amazon does not currently carry the top fashion brands in their store. This means that the products that fashion customers want to buy are not at Amazon. The Amazon website is not set up to allow customers to visit it and then go browsing for clothes. It does a great job of selling books, just not shoes. Finally, the European fashion market is a fragmented market with a lot of different smaller players. These players have been at it for a while and they are all more than ready to do battle with Amazon for customers. Clearly the Amazon product managers are going to have to make some changes to their product development definition.

Amazon is clearly doing just fine in the U.S. Amazon is the largest online retailer in the U.S. with 50% of all online sales. Amazon is also the #1 seller of apparel and footwear in the U.S. All of this would look good on someone’s product manager resume. However, in Western Europe although Amazon is the largest online retailer they only have 22% of the market. When it comes to the apparel and footwear market this drops to just 8%. Clearly the Amazon product managers have a real problem on their hands when it comes to Europe.

How Amazon Wants To Fix Its Europe Problem

The product managers at Amazon understand that they have a problem when it comes to fashion and Europe. They are starting to take the steps that they hope will improve their situation. One thing that they plan on doing is improving their selection. They are also working with their U.S. merchants to get them to ship to customers in Europe. Additionally, Amazon has launched three of its own clothing brands in Europe. The goal of Amazon has always been to try to provide their customers with the largest selection of products to choose from.

This all leads to the ultimate question: how is Amazon doing in Europe? The answer is a bit murky because Amazon does not provide financial details on it’s European operations. However, the best guess is that last year Amazon saw it’s overall international business increase by 23% to roughly US$54.3B. At the same time, it reported an operating loss of $3.06B.

If Amazon’s product managers want to be successful in Europe, they are going to have to come up with ways to deal with their European competition. The way that European competitors have been able to stay one step ahead of Amazon has been by adding more and more fashion brands to their offerings. The way that they have been able to accomplish this is by providing the brands that they carry with more data on the shoppers who use their site. These sites give their fashion brands access to data on what shoppers are buying. This is the type of information that Amazon generally does not hand out to their merchants.

What All Of This Means For You

In the U.S. Amazon has seemed to be almost unstoppable. As they continue to grow, they expand into new markets and seem to almost take them over very quickly. However, the case is not the same in Europe. In Europe the Amazon product managers are struggling to be successful in the apparel and footwear segments. Clearly the Amazon product managers are going to have to take a look at their product manager job description and make some changes if they want to be successful in European fashion.

Amazon has been operating in Europe for over twenty years. Their goal is to make their European operations be as successful as their U.S. operations have become. Amazon has run into problems trying to sell fashion in Europe for three reasons: they don’t carry the top fashion brands, their website is not set up to allow browsing of fashion items, and the competition is not ready to roll over and play dead for Amazon. Amazon’s European market dominance is not nearly the same as their success in the U.S. Amazon is starting to try to turn things around. They are trying to get U.S. manufactures to start to ship to Europe and they have introduced three new fashion lines in Europe. Amazon’s European competition has been staying ahead by adding fashion brands and sharing sales data with the manufactures.

Amazon is a very big and very successful company. You would think that their product managers will eventually be successful selling fashion in Europe. However, the fashion market is notorious for being a difficult market to be successful in. The Amazon product managers have learned that what they are currently doing is not working and so they are going to have to change things. We’ll have to sit back and see if they can discover the secret to becoming fashionable in Europe…

– Dr. Jim Anderson
Blue Elephant Consulting –
Your Source For Real World Product Management Skills™

Question For You: How do you think that Amazon could convince more fashion lines to sell through the Amazon web site?

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Lookiero closes $19M led by MMC Ventures to be the Stitch Fix for Europe

Lookiero, the online personal shopping service for clothes and accessories, has closed a $19 million funding round led by London-based VC MMC Ventures with support from existing investor All Iron Ventures, and new investors Bonsai Partners, 10x and Santander Smart. The company will use the backing to expand in its main markets of Spain, France and the UK.

The startup applies algorithms to a database of personal stylists and customer profiles to thus provide a personalized online shopping experience to its customers. It then delivers a selection of five pieces of clothing or accessories curated by a personal shopper to fit the customer’s individual size, style, and preferences. Customers then decide which items to keep or return (at no additional cost), allowing Lookiero to learn more about the customer’s tase before starting the whole process again.

By generating look-a-like profiles and analyzing previous customer interactions with each item, Lookiero says it can predict how likely a user is going to keep a certain item from a range of more than 150 European brands from a warehousing system that will ship more than 3 million items of clothing this year to seven European countries.

It’s not unlike the well—worn Birchbox model. Lookiero’s main competitor is Stitch Fix (US), which has upwards of $1.5bn in annual revenues and IPO’d November 2017.

Founded in 2015 by Spanish entrepreneur Oier Urrutia, the company says it now has over 1 million registered users and has grown revenue by over 200% from 2017 to 2018.

In a statement Urrutia said: “This investment round provides us with the necessary capital to further increase the accuracy of our technology, which is really exciting. It will allow us to offer the best possible experience for our users and to continue expanding across Europe.”

Simon Menashy, Partner, MMC Ventures, said: “The migration of fashion brands online has improved consumers’ access to clothing, and there is now an almost overwhelming amount of choice. At the same time, it can still be really hard to find exactly what is right for you, especially with high street retail stores in decline. Lookiero provides the best of both worlds, giving every customer a hand-picked selection from their personal stylist.”

Ander Michelena, co-founding partner of All Iron Ventures, said: “Even if what Oier and his team have achieved to date is remarkable, we believe that Lookiero still has great potential to continue expanding internationally and to become a player of reference in a market segment where there is still a lot to do in terms of innovation and user satisfaction”.

Shipper, a platform for e-commerce logistics in Indonesia, raises $5 million

Indonesia has one of the fastest-growing e-commerce markets in the world, but the logistics industry there is still very fragmented, creating headaches for both vendors and customers. Shipper is a startup with the ambitious goal of giving online sellers access to “Amazon-level logistics.” The company has raised $5 million in seed funding from Lightspeed Ventures, Floodgate Ventures, Insignia Ventures Partners and Y Combinator (Shipper is part of the accelerator’s winter 2019 batch), which will be used for hiring and customer acquisition.

Shipper was launched in 2017 by co-founders Phil Opamuratawongse and Budi Handoko, and is now used by more than 25,000 online sellers. Indonesia’s e-commerce market is growing rapidly, but online sellers still face many logistical hurdles.

The country is large (Indonesia has more than 17,500 islands, of which 600 are inhabited) and unlike the United States, where Amazon dominates, e-commerce sellers often use multiple platforms, like Tokopedia, Shopee, Bukalapak and Lazada. Smaller vendors also sell through Facebook, Instagram, WhatsApp and other social media. Once an order has been placed, the challenge of making sure it gets to customers starts. There are more than 2,500 logistics providers in Indonesia, many of whom only cover a small area.

“It is really hard for any one provider to do nationwide themselves, so the big ones usually use local partners to fulfill locations where they don’t have infrastructure,” says Opamuratawongse.

The startup’s mission is to create a platform that makes the process of fulfilling and tracking orders much more efficient. In addition to a package pick-up service and fulfillment centers, Shipper also has a technology stack to help logistics providers manage shipments. It is used to predict the best shipping routes and consolidate packages headed in the same direction and also provides a multi-carrier API that allows sellers to manage orders, print shipping labels and get tracking information from multiple providers on their phones.

When it launched three years ago, Shipper began by focusing on the last-mile for smaller vendors, who Opamuratawongse says typically keep inventory in their homes and fulfill about five to 10 orders per day. Since many give customers a choice of several logistics providers, that meant they needed to visit multiple drop-off locations every morning.

Shipper offers pick-up service performed by couriers (who Opamuratawongse says are people like stay-at-home parents who want flexible, part-time work) who collect packages from several vendors in the same neighborhood and distribute them to different logistics providers, serving as micro-fulfillment hubs. Shipper signs up about 10 to 30 new couriers each week, keeping them at least 2.5 kilometers apart so they don’t compete against each other.

The company began setting up fulfillment centers to keep up with vendors whose businesses were growing and were turning to third-party warehouse services. Shipper has established 10 fulfillment centers so far across Indonesia, including Jakarta, with plans to open a new one about every two weeks until it covers all of Indonesia.

Opamuratawongse says he expects the logistics industry in Indonesia to remain fragmented for the next decade at least, and perhaps longer because of Indonesia’s size and geography. Shipper will focus on expanding in Indonesia first, with the goal of having 1,000 microhubs within the next year and 15 to 20 fulfillment centers. Then the company plans to tackle other Southeast Asian countries with rapidly-growing e-commerce markets, including Thailand, Vietnam and the Philippines.