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November 30, 2011

Flowdock, which just raised $650K in seed funding, connects group chat and other communication tools for seamless online collaboration

Flowdock logo

A Q&A with Flowdock co-founder and CEO Otto Hilska. The Helsinki, Finland–based company was founded in late 2009.

SUB: Please describe Flowdock, and the value proposition you bring to group chat and collaboration.

Hilska: Flowdock is a shared team inbox with chat. Almost all teams use some kind of a group chat tools, but unlike them, Flowdock is truly connected to all your other tools, including email, wikis and version control. The team will work together and react to issues in seconds.

SUB: Who is your target market?

Hilska: Technical teams, mainly software developers. That said, Flowdock is used by real estate agents, rock bands, governments, marketing agencies etc.

SUB: Who do you consider to be your competition?

Hilska: We’re competing against traditional group chat products: Campfire, Skype chat, IRC, MS Office Communicator, etc.

SUB: What differentiates Flowdock from the competition?

Hilska: Flowdock’s integrations are rich, and the team can work on the issues without leaving the tool. For example, you can’t forward an email to any other group chat tool.

We’re also the only ones making sure that relevant parts of the discussions will be found afterwards, since we do hash-tagging and search.

SUB: When was the company founded and what were the first steps you took to establishing it?

Hilska: Flowdock was founded in December 2009, but it’s a product spin-off from our consulting company. Previously we did Ruby on Rails development under the ‘Nodeta’ brand.

SUB: What was the inspiration behind the idea for Flowdock?

Hilska: Every time we started a new consulting project, we needed to figure out which communication tools to use, and we were never happy with any of them.

SUB: What have the most significant obstacles been so far to building the company?

Hilska: Prioritizing features is a constant challenge.

SUB: You recently announced that you have raised $650K in seed funding. How do you plan to use the funds?

Hilska: We’re continuing the work on the product-market fit with our current team.

SUB: Why was this a good time to raise outside funding?

Hilska: We have slowly migrated from our consulting business to building Flowdock. With the outside funding we’re now able to focus fully on the product development.

SUB: Do you plan to raise additional outside funding in the near future?

Hilska: Not in the near future.

SUB: What are your goals for Flowdock over the next year or so?

Hilska: Over the next year we’re focusing on the ease of use, some highly requested features—native iOS clients etc.—and some super-secret features I can’t talk about yet.

Flowdock – www.flowdock.com

Funding and Acquisitions Roundup: NewsCred secures $4 million in Series A funding for a new approach to the newswire

Today’s funding and acquisitions news roundup:

Web/Content

NewsCred gets $4 million to reinvent the newswire

100Plus Secures $1.25M in Funding

November 29, 2011

Featured Startup Pitch: Givepals is giving college and university students a new, social alternative to the campus bookstore

Givepals logo

Company: Givepals
Website: www.givepals.com
Founders: Eric Imasogie, Adelanwa Adesanya, Kelvin Ihaza, Ore Ayodele
Headquarters: Houston, Texas
Year Founded: October, 2010
Twitter: @givepals
Brief Company Description: Givepals.com is an online social marketplace where students can buy, sell or trade their textbooks, electronics and services to other students on their college campuses.

 

Givepals TeamBy Eric Imasogie, co-founder, CEO and Product Development Leader

Product Overview

Givepals.com is a social online marketplace where people can give, trade, or sell items with potential buyers and sellers. Givepals is a unique platform that is fresh, simple and intuitive. 

We have developed a unique way for students to give, exchange and sell textbooks and other popular college items. We believe that any campus that embraces and uses our system will see a dramatic reduction in traffic to their expensive bookstores, and an increase in friendships and relationships.

Founders’ Story

Givepals was created by a group of engineers at the University of Houston. The four of us got together one night and determined that there needed to be a better way to help students on their campus connect in order to sell textbooks to one another. Most college bookstores will sell you a book for $200 in the beginning of the semester and then towards the end of the semester the same bookstore will offer to buy back your textbook for $10. The team seriously believed that there was something fundamentally wrong with this practice so we strived to empower students on campus by creating an online tool that could enable them to post their textbooks for sale and also buy textbooks from other students. Soon enough we realized that our platform could be used for much more than just textbooks. In fact, students could even sell their old laptops, cellphones, video games and even offer out their services to one another. With months of planning, drawing, designing and implementation the four of us created what we often refer to as “A Beast!” : givepals.com.

Marketing/Promotion Strategy

Since Givepals is primarily targeting the young adults in colleges and universities across America we chose a marketing strategy that resonates with the needs of this generation and our distaste for being ripped off by our academic institutions: #OCCUPYBOOKSTORE. This movement is going to be huge and we will push this agenda in order to inform students across the U.S. that being ripped off by your campus bookstore is not cool, rather, saving money and getting money is, and we (Givepals) allow all students to do this for free! Right now, Givepals is open to 20 campuses, with time and demand we will strategically open up to more campuses. Students can contact info@givepals.com if they want Givepals to open up at their school.

How We Differentiate from the Competition 

Unlike other market places where users have to ship their products or go out of their way to meet people in weird locations to pick up items, people in networks such as colleges don’t have to go out of their way to meet strangers. They can easily meet up at the cafeteria, library or even in class. They also don’t have to worry about their safety because they are meeting people who they see every day. Givepals allows for a proper amount of disclosure between buyers and sellers within their academic community. Imagine knowing how someone looks like before you actually buy something from them. Taboo? We think not.

Business Model

Right now our team hasn’t implemented any advertising on our site but in the future we plan on launching what we like to call “interactive ads.” These interactive ads are going to be absolutely ground breaking as they will actually cause our users to not be repulsed by advertising but actually love it and want to click on each one!

Current Needs

Right now we are looking to raise capital for our first round of angel funding. We are growing each day so being able to scale at the right time is key to sustaining our growth and keeping our users engaged.

We are also looking for programmers at any skill level as well as marketing personnel.

Givepals – www.givepals.com

Funding and Acquisitions Roundup: Writers marketplace Scripted.com lands $700K in seed funding

Today’s funding and acquisitions news roundup:

Web/Content

Scripted.com Raises $700k in Seed Financing, Led by Crosslink Capital

StyleCaster grabs $1M from Zynga exec David Ko, Owen Van Natta and others (via VentureBeat)

Enterprise

Puppet Labs Raises $8.5M in Series C Funding

November 28, 2011

ConnectYard is bringing an integrated social media platform to colleges and universities, with an eye on expansion to other markets

ConnectYard logo

A Q&A with ConnectYard co-founder and CEO Don Doane. The Wayne, New Jersey-based company was founded in 2007.

SUB: Please describe ConnectYard and the services you offer.

Doane: ConnectYard provides a centralized social media communications platform that allows universities to close the communications gap between faculty and students. That gap exists because school faculty and staff tend to use email and learning management systems to communicate while students use social media platforms like Facebook and Twitter as well as mobile media like text messaging.

ConnectYard seamlessly brings it all together, integrating text messaging, social media tools, email and learning management communications while protecting faculty and student privacy. It doesn’t require students and faculty to ‘friend’ or ‘follow’ one another, and it enables them to keep using their preferred communications methods—email, the learning management system, or social media tools–while sending and receiving messages to engage in a two-way conversation.

The platform unifies and simplifies communications, working with the school’s existing learning management system portal. It facilitates messaging, notifications and alerts and also provides tools students and faculty can use to identify trending topics, measure engagement and provide supplemental educational information. It deepens the connection between the school and the students, which builds a greater sense of community and improves retention.

SUB: How was the company founded?

Doane: Co-founder Grant Warner and I met when we were engineering students at Cornell University. After college, I went on to found a technical company, and Grant pursued a career in academia. As students, we were acutely aware of engagement and retention issues—engineering is a discipline with a very high drop-out rate.

Our interest in the subject continued during our separate pre-ConnectYard careers. As a professor, Grant saw the need for student engagement, communications and retention tools first-hand, and so did I in my career developing technology solutions for universities and large enterprises. This shared interest –and the technical knowledge of how we could overcome communications barriers—inspired the founding of ConnectYard and our present partnership.

SUB: What kind of marketing and promotion strategies do you use?

Doane: Since our founding, we’ve focused primarily on higher education customers, delivering our value proposition about connecting students, faculty and staff to a very receptive audience that is struggling to bridge the gap caused by the shift in communications preferences. We’ve also taken our message to learning management system companies that serve higher education customers – organizations like Blackboard, Moodle, Sakai and Desire2Learn.

We attend user conferences, conduct webinars and present case studies and best practices that show what an effective, unique solution we can provide. We also partner with a variety of education-related companies such as publishers and others who can potentially use ConnectYard as a communications tool.

In the future, we plan to broaden our target market to include the K-12 education space as well as corporations. In many cases, they’re facing the same issues as universities and colleges, with company learning and development managers and K-12 teachers tending to rely on learning management systems and email for communications and their employees and students primarily using social media and mobile communications tools.

SUB: What do you offer that differentiates ConnectYard from your competitors or from companies with similar offerings?

Doane: The key advantage we deliver is the ability to facilitate a two-way conversation. There are other products out there that allow universities and colleges to send notifications and alerts via email to reach students on their mobile devices or social networking sites, but only ConnectYard enables a back-and-forth exchange. The fact that we don’t require teachers and students to join each other’s social networks is a huge plus. Also, the fact that our solution plugs into educators’ learning management systems is a major competitive advantage.

SUB: What is ConnectYard’s business model?

Doane: We are a Software as a Service provider. We give clients the latest version of ConnectYard for a recurring licensing fee. As capabilities are expanded and upgraded, clients get the latest version without an additional purchase. We also generate revenue via a variety of partnerships.

SUB: What are ConnectYard’s current needs? Do you plan to raise new capital?

Doane: We do intend to raise new capital during the next 12 months. We’re growing our customer base quickly. Our customers include the United States Air Force Academy’s Air University, Anne Arundel Community College, Concordia University, California University of Pennsylvania and Dominican University. Our first client was our alma mater, Cornell University.

We’ll use our capital for product development. And we’ll use it to continue our growth momentum, expanding our marketing and sales efforts beyond higher education into the K-12 and corporate space.

ConnectYard – www.connectyard.com

Funding and Acquisitions Roundup: SNS+ gets $12.5 million for its social games platform

Today’s funding and acquisitions news roundup:

Gaming

Social Games Publisher SNS+ Raises $12.5M In Funding (via Gamasutra)               

Social Media

Viadeo acquires contact management, syncing service Soocial (via TechCrunch Europe)

Mobile

Yandex Acquires Mobile Developer SPB Software

November 25, 2011

The week in tech startups, November 25, 2011…

By Brian Kovalesky, StartUp Beat Editor,

It’s official—the holiday season has started, and with it the stream of new funding announcements has begun to slow. This week included seed and Series A announcements from a small, but interesting, group. They included $800K in Angel funding for New Orleans-based group decision-making startup VoteIt and medication search engine Diagnosia’s undisclosed seed round.

StartUp Beat this week featured Q&As with online shopping reviews site Trustpilot and data interoperability platform Flow, a Featured Startup Pitch from Proformative—a social networking tool specifically for corporate executives, and a Thanksgiving Day guest column from Charlie Born of Plimus about how startups are using the cloud and best practices for getting the most out of cloud-based tools.

Seed and Series A funding this week:

VoteIt – $800K

Hojoki – $620K

Veenome – $500K

Diagnosia – Undisclosed

November 24, 2011

Guest Column: Cloud commerce fundamentals

Charlie Born, PlimusBy Charlie Born, vice president of marketing at Plimus

The ecommerce landscape is quickly transforming as customer expectations evolve and new forms of digital goods and services grow in market share. Much of this transformation is happening with software-as-a-service (SaaS) and or cloud e-businesses that are taking over from traditional software in venture and equity firm investments. These fast-growth companies need to ‘take charge’ of their business and assume full control of selling digital goods and services online, yet do this in a cost-effective way. By adding the growing market popularity of the social web, it becomes even more important to reach the correct prospects with the correct offers and make the online shopping experience as frictionless as possible. Converting shoppers into paying customers is a big challenge; however, creating repeat buyers is truly a science. 

It’s important to note that this monetization technique is not a core skill for many early-stage startups. Nevertheless, selling online is fundamental to long-term growth and success. A common core value of today’s startups is simply to keep costs at a minimum. It’s quite elementary yet advanced thinking all in one. If you can staff minimally, find outside resources to do the work and pay ‘outside’ expense dollars, instead of paying salary and benefits for a larger internal staff, the payoff goes right to your bottom line. All resources are focused on your value. This really gets at core competency issues of an online startup.

Too often, startups spend their marketing dollars on building a great website, full of bells and whistles. However, online commerce is more than just about the aesthetics of your site. Online commerce is about reaching your audiences where they want to be reached, making the shopping experience seamless and personalized for each buyer. Considering that 95 percent of the world’s population resides outside the United States, you need to be ready to sell and attract customers globally. 

While this may sound daunting for a startup, there are a few key issues to plan for in advance of deployment:

Language: If you are selling to an English-speaking customer base, then you’re good to go. But, if you’re planning to expand your business internationally, you’re going to have to adopt key native languages. 

E-Commerce Platform: If you want success, you need to have an appropriate online ecommerce platform that can automatically detect who your visitors are and where they are located. This ecommerce system will trigger automatic adjustments that are specifically tailored to the visitor concerning the international payment process (including a currency converter), tax, value added tax (VAT) and even preferred payment methods available for that geography.

Recent studies have indicated that up to 75 percent of shopping carts are abandoned and sales never closed. To avoid this, you will need to learn how to design checkout processes and keep them simple and effective. You do not want to lose customers because of a long and complex checkout process. Therefore, by keeping the payment process short and making sure checkout pages load quickly are key components to success.

Website features and functions such as language translation, ecommerce platform and good customer service matter to international shoppers and will help startups turn a profit quickly The ultimate goal is to drive online global sales for your business and at the same time make it easy for shoppers to browse, buy and return to your website often.

--

Founded in 2001, Plimus is headquartered in California’s Silicon Valley. They have close to a decade’s worth of proven experience in the ecommerce and payment fields and have consistently demonstrated high growth.  They are regarded as one of the most innovative and effective business platforms in the world for online sales of digital products and services.

Charlie is responsible for marketing strategy, execution including branding and corporate communications. He brings to Plimus more than 25 years of systems implementation and marketing experience in executive positions with startups and billion-dollar organizations alike, including NICE Systems, Amdocs, Clarify, Nortel and Compaq.

November 23, 2011

Flow enables cross-platform data sharing for apps, backed up by $3 million in seed funding and an experienced team

Flow logo

A Q&A with Flow co-founder and CEO Eric Alterman. The New York City–based company was founded in early 2010.

SUB: Please describe Flow, and the value proposition you bring to app development.

Alterman: The key long-term value proposition for the Flow is all about data sharing—how can many apps—web, mobile and enterprise—easily and seamlessly share real-time data. For the first time, apps will be capable of connecting and sharing real-time data with one another on a permissioned basis, bringing unprecedented interoperability across the app landscape. We believe data interoperability will drive next generation apps in ways even more powerful than social connectivity. A restaurant mobile app, for example, may show food-seekers nearby eateries, but would also draw and present helpful data from other apps on local stores, coupon deals or events.

By building the infrastructure through which apps can intercommunicate and consumers can create and discover information micro-contextually, the Flow intends to break down many existing data silos—the goal is to revolutionize the way businesses and people make use of real-time data. Connecting apps socially was an important first step in the data revolution, connecting apps on a more fundamental data level is what we believe is next. So the Flow aims to be the underlying plumbing for this new frontier of application connectivity, providing developers a seamless way to connect their apps with real-time data from many other apps, analogous to what a stock exchange does for trading.

Along with data sharing, the platform also empowers developers with an instant and robust backend for application data, stream processing and data aggregation, which boosts efficiency and lowers costs of implementing real-time data systems for apps. By abstracting the often difficult and expensive integration process, Flow enriches individual apps’ functionality and enables developers to build real-time data-rich applications faster, better, and cheaper.  

Flow will additionally provide developers and consumers the opportunity to buy and sell subscriptions of real-time data with the upcoming launch of Flow Market—we expect the launch to happen in January or February of 2012. Flow Market invites content owners to control business rules and monetize all types of data streams, ranging from curated topical flows like product reviews, to proprietary research. The Flow believes there is a ‘data graph’ that is just as interesting as the ‘social graph’, but richer from a data perspective and includes the universe of data that goes beyond the social context. 

SUB: Who is your target market?

Alterman: The Flow will initially target enterprise clients looking to manage, process and share their data streams in an increasingly real-time world. We will also target individual developers, particularly mobile app developers who can use the platform in a self-serve fashion. The use cases include data sharing, app interoperability, interoperability, analyzing ‘signals’ from real-time data, and on-demand stream processing.

SUB: Who do you consider to be your competition, and what differentiates Flow from the competition?

Alterman: There are examples of companies that allow a seamless sharing of data on an industry level—e.g. SimpleGeo for location or MLS for real estate—but none that provide a broad ‘data exchange’—buy, sell or share—for any type of real-time data, and any data structure. Others are not real-time by nature—rather, a publish and subscribe architecture. Equally important, no other platforms combine this capability with the kind of stream processing—stream aggregation, filtering, transforms, data structuring—provided by the Flow platform to make all this real-time data useful and actionable.

SUB: When was the company founded and what were the first steps you took to establishing it?

Alterman: The company was founded in January 2010, and it began with me assembling my usual legal team, accounting team and seed stage investors—people close to me that invest in most things I do. But the idea itself is something I have been thinking about for four years conceptually. The founding began when I found the right co-founder, my CTO, Tom Luczak, to begin mapping my concepts to specific technology choices—and our process of building out our technical team—the best I’ve ever worked with.

SUB: What was the inspiration behind the idea for Flow? Was there an ‘aha’ moment, or was the idea more gradual in developing?

Alterman: There were several ‘aha’ moments. The first was when I began thinking about one of my previous startups, MeshNetworks, an ad hoc wireless networking company that I founded in 1999, acquired by Motorola. Mesh was all about allowing data to route in intelligent ways such that devices that had no signal could backhaul through other devices to get to a base station. My ‘aha’ was thinking that there was an analogous type of data routing that could make the sharing of data easier between many mobile and web apps, instead of wireless signals. Several other of my previous startups also informed the Flow concept.

SUB: What have the most significant obstacles been so far to building the company?

Alterman: The Flow is a very serious and sophisticated platform, not a simple app that can be thrown together in a few months and released.  The Flow platform has been built over 20 months by a team of very talented engineers—that’s a long development cycle. Our challenge was to visualize the product and execute on a long roadmap prior to getting real-world feedback. Fortunately, we seemed to have guessed right, now that we’re finally inviting the outside world in, but there was plenty of risk. The good news with this type of strategy is that it will take time for even large technology companies to duplicate our work.

SUB: You recently closed a $3 million seed funding round. How are you using/how do you plan to use those funds?

Alterman: Our focus has been and will remain technology development—that’s our competitive advantage. So, while we’ll spend some money on biz dev and marketing, the lion’s share of our funding will remain on engineering talent.

SUB: Why was it a good time to raise outside funding?

Alterman: Data sharing, real-time systems, cloud PaaS, and stream processing have risen to the top of nearly everyone’s must have list of technologies, so I think we’re in a fortunate position that way in terms of fund raising. As a company, the timing was right to begin scaling our team and getting the word out.

SUB: Do you plan to raise additional outside funding in the near future?

Alterman: We do, but it’s all about finding the right institutional investors who understand the scope of our mission, which is very ambitious. Connecting people socially has been the last five years, connecting apps socially is what’s been happening in recent months, but the future is all about apps connecting with each other on a more fundamental data level—seamless interoperability will define next generation consumer and enterprise experiences. We are looking for investors who are deeply committed to fully exploiting that value proposition.

SUB: What are your goals for Flow over the next year or so?

Alterman: Our most ambitious technology goal is to launch the Flow Market within the first few months of 2012. The current version of our platform supports seamless, real-time data sharing between many apps, stream processing and data aggregation. The Flow Market introduces a true exchange—analogous to a stock exchange—that enables the buying and selling of real-time data. In terms of traction, our goal is to have all mobile, web and enterprise developers aware of our platform’s capabilities—we have confidence that developer adoption will quickly follow. We also hope to establish our service through channel partners like Amazon, Rackspace, Salesforce, Oracle, Dell, HP, VMware, Microsoft and various military contractors.

Flow – www.iflow.com

Funding and Acquisitions Roundup: VoteIt gets $800K in angel funding for group decisions platform

Today’s funding and acquisitions news roundup:

Web/Content

NOLA: VoteIt Grabs $800K To Make Group Decisions Easy; New Program To Foster City’s Startups (via TechCrunch)

Zinio Raises $20 Million For Digital Newsstand (via TechCrunch)

November 22, 2011

Featured Startup Pitch: Proformative—an online social forum specifically for business leaders

Proformative logo

Company: Proformative
Website: www.proformative.com
Founder: John Kogan
Headquarters:  San Jose, California
Year Founded:  2009
Twitter: @proformative
Brief Company Description: Proformative connects the world’s corporate finance leaders to provide instant advice and insights on the tough financial and strategic challenges they face every day.

 

John Kogan, ProformativeBy John Kogan, co-founder and CEO

Product Overview

Proformative connects the world’s corporate finance leaders to provide instant advice and insights on the tough financial and strategic challenges they face every day. Proformative is the first professional social network specifically designed to help corporate finance professionals be successful in their jobs and careers. Proformative is used by more than 40,000 CFOs and has more than 400,000 corporate finance and business professionals, 80 percent of whom hold titles of Director, Vice President and above, in its fast growing network. Proformative members represent companies of all sizes—including the majority of Fortune 500 companies.

Launched in 2009, Proformative is the only social network for corporate finance professionals that provides real-time access to tens of thousands of senior financial experts. Corporate finance executives from companies like Citibank, Coca-Cola, Apple and General Electric Co. use the Proformative network for daily advice, counsel, news and information. Our products include Proformative’s extensive and dynamic peer network of 400,000 senior finance executives; Ask the Experts Q&A; News and Bloggers; Career Center; Expert Webinars; Network Newsletters and more.

Recently, we launched a product called Proformative Business Reviews. This new rating system gives corporate executives a trustworthy resource to get unbiased peer ratings and reviews on more than 80,000 corporate service providers. Proformative Business Reviews debuts with ratings and reviews on corporate service providers in tax, audit, corporate law, facilities, banking, insurance, technology, HR, logistics and other business areas. Social ratings have dramatically transformed purchasing behavior in the consumer market. However, senior business executives, who control over $3 trillion annually in the U.S. alone, have been without any such resource to help them make their major purchases, which are frequently in the five, six, and even seven-figure range, until now.

Founder’s Story 

I have served at all levels at of finance and accounting for over two decades, including as a VP of Finance at Cardinal Health and CFO at four Silicon Valley technology companies. Whether it was a large public company or a small private startup I noticed a common thread: no centralized, real-time, easy-to-use resource existed for finance, accounting and treasury professionals to network, find help and get answers. I posed this problem to one of my board members at the time, a partner at one of the world’s largest VC firms. He agreed to support my creation of a private online forum for all of the venture company’s CFOs. The response from those CFOs was overwhelmingly positive. Questions ranged from advice on accounting issues, to suggestions for service providers, to typical terms and conditions for debt and equity deals. This real-world experience was the genesis of Proformative.

Marketing/Promotion Strategy

Our marketing to date has been largely of the viral variety. We created a highly useful, noise-free resource for CFOs and related professionals and they have carried us to their friends and professional colleagues via word of mouth. We have built on that by offering high profile events with world-class partners, significant SEO work and PR.

How We Differentiate from the Competition

Our closest perceived competition is a news site for finance professionals. We differentiate by not being a news site, but rather a community-based resource for our users. Instead of our core content being written by journalists, our core content comes from our user’s peers in the form of questions, answers, and myriad other resources.

Business Model

Our audience controls more discretionary spending than any other enterprise function—more than $3 trillion per year in the U.S. alone. These influential buyers are highly attractive to a broad swath of industries ranging from banking to technology, insurance, accounting and many more. Our model is to attract this unique demographic to our site frequently and to become a conduit to them for the businesses who want to reach them.

Current Needs

Brilliant and effective product and marketing professionals. Recommend us to a friend in finance or accounting.

Proformative – www.proformative.com

Funding and Acquisitions Roundup: Microsoft makes a pre-holiday purchase with its acquisition of video search firm VideoSurf

Today’s funding and acquisitions news roundup:

Web/Content

Microsoft buys video search company VideoSurf (via The Seattle Times)

Rocket Ninja Secures $7.5 Million in Series B Funding

Mobile

Insyde Software Announces Latest Investment by IntelCapital

Cloud

Hojoki aims to solve ‘information fragmentation’, raises $620,000 (via TechCrunch Europe)

November 21, 2011

Copenhagen-based Trustpilot brings reviews to online shopping to reassure e-consumers

Trustpilot logo

A Q&A with Peter Holten Mühlmann, Trustpilot founder. The Copenhagen–based company was founded in 2007.

SUB: Please describe Trustpilot, and the value proposition you bring to ecommerce for both shoppers and retailers.

Mühlmann: As an online consumer, it is important to know what kind of service a company provides: Is the product delivered on time? How does the company handle returns and complaints? Do they offer any additional service, etc.? In short, is this the best place for me to purchase? 
Trustpilot provides a space for consumers to share their online shopping experiences through writing and reading reviews. With 5.5 million reviews covering more than 80,000 companies, Trustpilot is an invaluable online resource used by more than a million consumers each month.

Many online businesses provide excellent service but struggle with communicating it to consumers. Trustpilot helps companies gather user experiences, and to display them in a way which increases trust, conversion rate and sales. With Trustpilot’s reviews being fed into Google Product Search, many companies are experiencing significant uplift in this important sales channel as a direct result of their partnership with Trustpilot. In this way, Trustpilot is an important tool for online businesses to differentiate themselves not only on price—but also service.

SUB: What is your target market?

Mühlmann: Any company selling goods or services online.

SUB: Who do you consider to be your competition?

Mühlmann: Trusted Shops, Reviewcentre, Feefo, to name a few.

SUB: What differentiates Trustpilot from the competition?

Mühlmann: Trustpilot is first and foremost a resource for consumers. Trustpilot contains reviews on more than 80,000 companies, and not only those with which we have a partnership. As a result, Trustpilot has excellent Google rankings, a large user base and over a million visitors per month. 
By contrast, all competitors’ sites are aimed primarily at businesses rather than consumers and the reviews available are limited to the companies with which they have a direct partnership. Of course, many consumers will read the company-specific feedback contained within these sites but they will typically access it via a link from the participating company’s own website.

SUB: When was the company founded and what were the first steps you took to establish it?

Mühlmann: Trustpilot was founded in 2007. First step: Call rich uncle. Second Step: Hire a developer. Third step: Get friends onboard to help.

SUB: What was the inspiration behind the idea for Trustpilot?

Mühlmann: The inspiration came from existing review sites, already on the web. At first we just wanted to make a local version of these. Then later, we came up with our business model, and realized, “hey, we can do this in any country.” So we did.

SUB: What have the most significant obstacles been so far to building the company?

Mühlmann: Trustpilot started without any business plan what so ever. We were a very naive and inexperienced team. Getting the right business model and team were the two hardest parts.

SUB: You recently raised 3.3 million Euros in new funding. How do you plan to use the new funds?

Mühlmann: Marketing activities will be intensified throughout Europe with the purpose of becoming the dominant player in Europe, and then globally. The investment will also contribute to strengthening Trustpilot’s organization with international competences.

We aim to be the most powerful global player in the market for online user reviews of online shopping, and to do that we need the strongest team. We already have a highly skilled group of employees, but if we are going to meet our own and our investors’ ambitions of global leadership, we must continue to strengthen the organization.

SUB: Why was this a particularly good time to raise outside funding?

Mühlmann: We had proven that we could successfully open markets internationally.

SUB: Do you plan to raise additional outside funding in the near future?

Mühlmann: No—we have raised enough for the near future.

SUB: What are your goals for Trustpilot over the next year or so?

Mühlmann: To become the dominant player in Europe and to test the market in other continents.
To build the organization that can handle this. We are hiring.

Trustpilot – www.trustpilot.com

Funding and Acquisitions Roundup: Veenome secures $500K for its object and brand recognition service for online video

Today’s funding and acquisitions news roundup:

Web/Content

Video Platform Startup Veenome Raises $500K From Ecosystem VC & Angels (via TechCrunch)

Diagnosia secures seed round to create global drugs info search engine (via TechCrunch Europe)

Runkeeper scores $10M round to expand its fitness platform (via VentureBeat)

Ecommerce

EBAY’S GOT A HUNCH, FOR AROUND $80 MILLION (via Uncrunched)

November 19, 2011

The week in tech startups, November 19, 2011…

By Brian Kovalesky, StartUp Beat Editor,

Recent pessimism about the market for tech IPOs may have been quieted this week with Angie’s List’s successful debut in the public markets and Yelp’s filing. And don’t forget about Groupon, which has traded at a healthy clip after significant questions about its business model in the lead-up to its recent IPO. The week also saw a significant number of seed and Series A funding announcements—defying in many respects pundits who have recently sounded an alarm about a dearth of early-stage funding in technology. There are numerous perspectives to the funding issue, but suffice it to say that the tech startup sector continues to shine brightly in the midst of a painfully long global economic downturn.

StartUp Beat this week featured Q&As with niche travel online network BSFG Travel, mobile BI provider MeLLmo, and Parse, which gives mobile app developers a turn-key backend  infrastructure. We also featured a Pitch from Tokii co-founder and CEO Karla Stephens-Tolstoy about creating an ‘online relationship management’ platform—an interesting new online segment that has spawned several new startups recently.

Seed and Series A funding this week:

UserVoice – $1 million
Spotzot – $2.2 million
Braintree – $34 million
Swag Of The Month – $100K
ServiceMesh – $15 million
6Wunderkinder – $4.2 million
Rethink Books – $2 million
Trippy – $1.75 million
Animoca – Undisclosed                       
Ginzametrics – $1.3 million
Boundary – $4 million
Salorix – $3.5 million
Meridian – $1 million
Wrapp – $5.5 million
SalesVu – $600K

November 18, 2011

Funding and Acquisitions Roundup: Customer engagement startup UserVoice lands $1 million in Series A funding

Today’s funding and acquisitions news roundup:

Enterprise

UserVoice, Which Powers Customer Engagement Tools For Meebo, HootSuite & More, Raises $1 Million (via TechCrunch)

Rapid7 Secures $50 million in Series C Funding

November 17, 2011

Parse seeks to make the mobile app development process fast and easy by replacing the backend (and they’ve just raised $5.5 million in funding)

Parse

A Q&A with Kevin Lacker, co-founder of Parse. The San Francisco–based company was founded this past summer.

SUB: Please describe Parse, and the value proposition you bring to mobile app development.

Lacker: Parse is a service that replaces backend servers for mobile developers. Without Parse, there are many mobile apps that require writing a server. For example, a list of high scores for a game, a way for users to follow each others’ activity, or seeing where other users are near you, all typically require a server and writing server-side code. With Parse, you can eliminate that part of your application, making it faster and easier to develop great apps.

SUB: Who is your target market?

Lacker: Our target market is everyone developing Internet-enabled mobile applications. Our vision is that if a mobile application requires a server component, it should be faster and easier to build it on Parse instead.

SUB: Who do you consider to be your competition?

Lacker: Parse competes against the alternative of running your own server. If you’re building mobile apps and maintaining your own server on Amazon or Linode or Rackspace, you can save a lot of time and effort by using Parse instead.

SUB: What differentiates Parse from the competition?

Lacker: Parse is faster and easier than the other ways to develop mobile apps. We focus a lot of energy on the Parse iPhone guide and the Parse Android guide to make it as easy as possible to start developing mobile applications on Parse. We also pride ourselves on being responsive to developers—we answer every question or feature suggestion that people send to feedback@parse.com.

SUB: When was the company founded and what were the first steps you took to establishing it?

Lacker: The company got its start in Y Combinator, where Parse was part of the Summer 2011 group. Our first steps were reaching out to a large number of mobile developers and listening to them about what was too difficult about mobile development. Y Combinator was a great help with that community—we would recommend it to anyone thinking about starting a startup.

SUB: What was the inspiration behind the idea for Parse? Was there an “aha” moment, or was the idea more gradual in developing?

Lacker: The inspiration for Parse was that mobile development should be faster and easier. Once you get into details of what the product does, there are a lot of components to our technology that have been more gradual to develop. But the high-level goal has always been the same—make it faster and easier to develop mobile applications.

SUB: What have the most significant obstacles been so far to building the company?

Lacker: We’re dedicated to hiring only the best engineers, which is always a challenge. We’ve been successful so far in attracting people who are excited about building something that can power the next generation of app development, but we’re going to have to invest a lot of effort to hire great engineers.

SUB: You recently closed a $5.5 million Series A funding round. How do you plan to use the funds?

Lacker: We’re mainly using the funds to hire people. We’re building a product for developers, so it’s really important to have an engineering-centric organization. Along those lines, we’re hiring mostly engineers.

SUB: Why was this a good time to raise outside funding?

Lacker: It was a good time to raise funding because we have thousands of developers excited about the platform and there are many new features we want to add, so we can really put more engineering talent to use.

SUB: Do you plan to raise additional outside funding in the near future?

Lacker: This funding should keep us going for a while, so we don’t need to raise additional outside funding in the near future.

SUB: What are your goals for Parse over the next year or so?

Lacker: We just want to keep doing what we have been doing—building a product that developers love, that helps them build mobile applications faster and easier. Feedback from developers has been great—we just need to keep on executing.

Parse – www.parse.com

Funding and Acquisitions: Spotzot raises $2.2 million for its deals and coupons platform for websites and apps

Today’s funding and acquisitions news roundup:

Ecommerce

Spotzot, The Startup Powering Deal Targeting For Apps Like Shopkick & ShopSavvy, Raises $2.2 Million (via TechCrunch)

Capital One Co-Founder Invests In Online Payments Company Braintree (via TechCrunch)

Swag Of The Month Raises $100K to Subscribe Men to Indie Fashion (via TechCrunch)

Enterprise

Rapid7 Secures $50 million in Series C Funding

Web/Content

YCharts Raises $3.25 Million in Series B Round Led by Morningstar, Inc.

Cloud

Box.Net Launches $2MM Innovation Fund (via ReadWriteWeb)

November 16, 2011

Flush with a recent funding injection of $30 million, MeLLmo is taking business intelligence and analytics mobile

Roambi-MeLLmo logo

A Q&A with Quinton Alsbury, president of MeLLmo. The San Diego, California –based company was founded in 2008.

SUB: Please explain what MeLLmo is, and the value proposition you offer to enterprises.

Alsbury: MeLLmo is the creator of Roambi, the family of mobile apps that has reimagined business intelligence for the iPhone and iPad. Founded by the makers of Xcelsius, the MeLLmo team has deep expertise in business intelligence, user interface design, and in particular in making enterprise critical reports and data convenient for on the go workers. MeLLmo is leading the consumerization of mobile business applications to improve decision making and increase enterprise productivity.

SUB: How does the technology behind Roambi work?

Alsbury: Roambi is a family of innovative mobile business apps including Roambi Analytics and Roambi Flow that lets people easily publish and consume information and intelligence as simple, intuitive and engaging analytics and digital magazines—securely on mobile devices.

Roambi Analytics is a mobile app for the iPhone or iPad that allows on-the-go employees to access and analyze company reports and data quickly and easily via immersive, intuitive analytics.

Roambi Flow is an iPad publishing app that allows people to tell the story behind their numbers through engaging magazine-style reports and publications built with a simple point and click publisher.

SUB: Who do you consider to be your competition?

Alsbury: In many ways our biggest competition is the flawed ways that people these days are used to communicating sensitive business information. Take email attachments, for example. Not only are they clunky and insecure, but they’re not optimized for viewing on mobile devices. We’re really competing against bad habits, and our biggest challenge is to shift the way people think about sharing information to a new way—one that is easy and intuitive, and protects the person, the company, and the information.

SUB: What do you offer that differentiates MeLLmo from your competitors or from companies with similar offerings?

Alsbury: The mobile space is exploding right now, and many companies that offer BI solutions are getting into the mobile space. However, we have really had a head start in creating these mobile BI apps, and because we have been focused on apps only, we are able to develop and implement more intuitive features and products more quickly.

Also, because our apps are data-agnostic, meaning they are compatible with most BI systems out there, BI users aren’t limited to the mobile solution provided by their enterprise supplier. 

SUB: What was the inspiration behind MeLLmo? How did the idea behind the product come about?

Alsbury: The team that founded MeLLmo has extensive experience in the data visualization business, and we noticed that while there was an increasing use of smart phones and mobile devices in the workplace, mobile workers still had to boot up their laptops in order to access their BI data.

We saw the opportunity to not only create a mobile solution for this business intelligence, but to do it in a way that was easy and intuitive. Too many companies have tried to create mobile apps for their business enterprise that are overdesigned and weighed down with too many features, making it as clunky and difficult to access as BI data on a laptop.

With the introduction of the iPhone and its increased use in business settings, we saw an opportunity to create a mobile data visualization app that was not only easy to access and use, but that was really intuitive and visually appealing. At my previous company, I had worked on creating data visualization and dashboards, so MeLLmo was a great opportunity to take my experience one step further and create visually appealing apps for business intelligence data.

SUB: When was the company founded, and what were the first steps you took in establishing it?

Alsbury: MeLLmo’s co-founder, Santiago Becerra, was in line to get the very first generation iPhone in 2007 at his local Apple store, and when he received his he realized that it wasn’t merely a phone, but a computer that was in some ways more powerful than a laptop. Santiago saw an opportunity to design business apps that complimented the intuitive features of the iPhone.

He called myself and Dave Becerra immediately, and we sat down to brainstorm the app that would eventually become Roambi Analytics. This was before SDK, before Apple even had a platform for third party developers available. So by the time Apple created the app store and opened up its development kit, we had already been in business a year.

SUB: What have the most significant obstacles been so far to building MeLLmo?

Alsbury: Our biggest obstacle was convincing people at first that the iPhone was a viable business tool. It was really seen as a consumer-only product, and it was tough convincing people that they could have a device that was both secure and business friendly, as well as fun and easy to use.

SUB: Back in September you raised $30 million in Series A funding—how do you plan to use the funds?

Alsbury: We plan to use the funds to continue our expansion in EMEA and China, where we recently opened our new offices. We also have a few new products in the pipeline.

SUB: Why was this a particularly good time to raise new funding?

Alsbury: Right now, with the new tech boom, there are a lot of venture capital firms looking to invest. For us it was not just about getting money, but also about choosing the right partners in growth.

SUB: Do you plan to raise more outside funding in the near future?

Alsbury: We have no immediate plans to raise outside funding, but it may be an option we consider again in the future.

SUB: Where do you hope to see MeLLmo in a year from now?

Alsbury: I would like to see MeLLmo continue to grow internationally, and work to continue to create innovative solutions for business intelligence.

MeLLmo – www.mellmo.com

Funding and Acquisitions: ServiceMesh gets $15 million for its enterprise cloud platform

Today’s funding and acquisitions news roundup:

Cloud

ServiceMesh Fires It Up With $15 Million From Ignition Partners

New Relic Closes $15 Million Expansion Round

Web/Content

Atomico Invests $4.2M In 6Wunderkinder: German Name, Global Ambitions (via TechCrunch)

YuMe Secures Strategic $12 Million Investment from Samsung Ventures and Translink Capital

Rethink Books Closes $2M Series A To Fund eBook Discovery Apps (via TechCrunch)

Mobile

Velti Acquires Mobile Interactive Group, Extending Its Lead as World's Largest Mobile Marketing Company

Marketing/Advertising

Marketo Secures $50 Million in Venture Financing Led by Battery Ventures to Continue Record Global Growth

Finance/Investment

Accel Partners announces $155M India fund for mobile, enterprise, and more

Ecommerce

Zuora Raises $36 Million from Index Ventures, Greylock Partners and Dave Duffield

November 15, 2011

Featured Startup Pitch: Tokii is creating a market for 'online relationship management' with a platform for helping couples strengthen their partnership

Tokii logo

Company: Tokii

Website: www.tokii.com

Founders: Karla Stephens-Tolstoy and Al Tolstoy

Headquarters: Toronto, Ontario

Year Founded: 2008

Twitter: @tokiilife

Brief Company Description: Tokii is an online relationship management platform that helps couples explore different aspects of their partnership through interactive games of play and discovery.

 

Karla Stephens Tolstoy, TokiiBy Karla Stephens-Tolstoy, co-founder and CEO

Product Overview

Tokii is the world’s first relationship management platform designed to help couples enrich and strengthen their relationships. 

Tokii gives couples a private and secure venue to work on and explore their relationship. Based on user feedback, Tokii has developed four unique tools to help couples connect:

  • TradingPost – An online venue for couples to negotiate for what they want from each other. Offers can range from household chores to intimate moments. Create your own Trade Ideas or choose from approximately 1,000 already on the site.
  • DiscoveryGames – Fun series of quizzes that initiate conversations and help partners learn more about each other. There are over 100 unique games available for play from over 15 wide-ranging categories, from Love to Environment.
  • MoodMeter – A status system that lets partners express and know each other’s state of mind. There are currently over 30 moods to choose from.
  • Profiles – Quizzes that give a view into each partner’s personality and preferences. Our current LoveZones Profile gives partners an analysis and shares how each like to be loved.

Founders’ Story

Prior to Tokii, Al and I worked together in the European telecommunications sector, working for various companies such as Vodafone and Oskar in the Czech Republic. While we were business associates, we were also married and trying to maintain a healthy relationship. As the demands of running a thriving mobile company sapped time away from our relationship, I realized the need for an outlet to work on our partnership that fit into our hectic, and often diverging, schedules.

I did some research that led me to a stunning statistic: 42 million Americans are in sexless marriages! Further researched uncovered that couples were too busy to spend time talking to one another, averaging just 15 minutes of real conversation a day. But what was interesting to me was that the communication was being transferred from speaking in person to other more current means, such as texts and emails. The average couple sends 400 emails and 1,000 texts to each other every year! And from that, Tokii was conceived to bridge the gap, helping busy couples that did not have time to improve their relationships by making relationship-strengthening activities quick and easily accessible using stuff they use every day: the web and mobile devices.

Marketing/Promotion Strategy

  • Currently allowing the sharing of various actions through Facebook and Twitter 
  • Creating niche content to market and attract couples with more specific concerns or ideals, such as DiscoveryGames for military couples and Christian couples
  • We also hold contests to promote usage and to gain insight about how Tokii is helping relationships

How We Differentiate from the Competition

Currently Tokii’s direct competition comes from other relationships management sites and indirectly from self-help sites.

Tokii has an advantage over other relationship management sites and self-help sites because it is a fully interactive solution merging online actions with real-life results. Couples play games, share moods, negotiate and renegotiate trades; all of which encourage real life interactions (i.e. following through with trades, or following up an interesting DiscoveryGame with a conversation).

Our biggest barrier to entry is the relative newness of the online relationship management sector in general. As with any new space, observers are hesitant to see the full benefits of using technology to take the place of older ways. However, the appearance of competitors is validating our choice to create and enter this space.

Business Model

Tokii’s business model combines two main strategies. The first revenue stream is from customers who can purchase products from our site. DiscoveryGames will be featuring paid games in 2012.

The second major revenue stream comes from advertising. Companies are able to sponsor various aspects of Tokii, including DiscoveryGames and Trade Ideas. These games and Trade Ideas would be free for customers and customized for the sponsoring company or product. There is also on-site advertising to supplement sponsorships, as well as independent advertising.

Current Needs

We are looking for investors interested in a Series A round of funding.

Tokii – www.tokii.com

Funding and Acquisitions: New social travel entrant Trippy launches with $1.75 million in funding

Today’s funding and acquisitions news roundup:

Social Media

Disrupt Alum Trippy Raises $1.75 Million Thanks to Ribs and Fried Chicken (via TechCrunch)

Gaming/Mobile

Mobile Games Publisher Animoca Raises Funding From Intel, IDG-Accel (via TechCrunch)

Ecommerce

Minted Raises Series B Round, Led by Benchmark Capital

Marketing/Advertising

BrightRoll Secures $30 Million in Funding

Enterprise

Enterprise SEO Platform Ginzametrics Raises US$1.3 Million From 500 Startups, Venture51, And A Group Of Star Investors (via TechCrunch)

Vyatta Secures $12 Million in Funding Led by HighBAR Partners

Cloud

Boundary Introduces Industry's First Real-Time Network Monitoring-as-a-Service Offering for Public and Private Clouds; Raises $4 million in Series A funding

November 14, 2011

Niche travel startup BSFG Travel launches its first site, BabyShowerForGuys

BSFG logo

A Q&A with BSFG Travel co-founder and CEO Nick Scappini. The company was founded in 2010.

SUB: Please describe BSFG Travel, and the value proposition you bring to the travel market.

Scappini: The BSFG Travel Network is a network of travel sites providing niche vacation and adventure booking. Our network also gives users a daily dose of sports, entertainment and advice content relevant to their place in life. BabyShowerForGuys.com is the leadoff hitter in the BSFG Travel Network. BabyShowerForGuys.com will approach the online travel industry with the creation of a brand new holiday for expecting fathers—a baby shower for guys.

With the launch of BabyShowerForGuys.com, and subsequent sites targeted at other specific demographic groups, BSFG Travel will disrupt the online travel space by providing travel booking combined with editorial content targeted at very specific consumer segments. We plan to roll out destinations aimed at women, couples and more.

SUB: What types of travelers are your target market?

Scappini: For our initial site, we are targeting men ages 21-to-40, primarily fathers, expecting fathers and their friends. There are about 5 million expectant dads in the U.S.—they are our target demographic for the first niche site, BabyShowerForGuys.com.

SUB: Who do you consider to be your competition?

Scappini: We are the first ever travel company to provide targeted content and travel options for specific demographic segments. That being said, we consider all online travel agencies to be potential competitors.

SUB: What differentiates BSFG Travel from the competition?

Scappini: BabyShowerForGuys.com will provide users with hundreds of destinations, hotels, airfares, adventure travel, packages, and events all available for convenient booking. The site will feature community pages where men can get information about the best bars, sporting events and activities that will help make their getaway memorable. It also features content to help men plan their trip and help get the women in their lives on board with the idea of a Baby Shower For Guys. We expect our customers to visit our site on a daily basis, differentiating ourselves from the traditional online travel agencies that see users much less frequently. 

Additionally, articles written for a male audience that cover pregnancy, childbirth, breastfeeding, relationships and parenting are lacking online, forcing expectant fathers to visit sites that are aimed at women in order to educate themselves on these topics. BabyShowerForGuys.com is launching with a content-rich site that will provide our users with advice, entertainment and sports articles relevant to their place in life. The site will also include apparel sales to further reinforce the growing popularity of rewarding expectant fathers with a guys-only getaway to celebrate their entrance into parenthood.

SUB: What kind of market opportunity do you see in the online niche travel planning market?

Scappini: The online travel industry in the U.S. alone is predicted to reach more than $150 billion next year. Cornering just a sliver of that market is a huge business opportunity. That combined with the opportunity to create customer loyalty in an industry where there traditionally has been none and deliver content specialized for our consumer’s place in life, positions us for rapid growth and significant market share.

SUB: When was the company founded and what were the first steps you took to establishing it?

Scappini: We were founded in 2010 when I finally realized there was a real business opportunity behind the tradition I had built with my friends for celebrating a new pregnancy with a baby shower for guys. The idea evolved into so much more as I spent time immersing myself in the travel industry and leveraging my experience as a frequent business traveler. I eventually discovered the customer loyalty problem.

My business partner Eric Winters and I started building the brand, the business plan, and an outline for additional niche travel sites beyond BabyShowerForGuys.com. Once we had the foundation in place, we started to seek out funding and to execute on bringing the flagship site to market.

SUB: What was the inspiration behind the idea for BSFG Travel?

Scappini: When my wife got pregnant with our first child it hit me that I had a whole new opportunity to get away for a much-needed “Mancation.” I was feeling the pressures that many fathers feel when their lives are about to change with the arrival of a new baby. I knew that a getaway with my closest friends would help recharge my batteries so I could be a strong support for my wife through all of the new experiences of parenthood.

Plenty of couples take a babymoon when they are expecting their first child, but considering all of the anxiety and uncertainty that comes with becoming a new father, men really need a chance to let loose before they become slaves to the diaper bag. Six years ago marked my first baby shower for guys, and I’ve helped coordinate one with my friends every year since.

SUB: What have the most significant obstacles been so far to building the company?

Scappini: Navigating the shark-infested waters of securing investment capital has been a huge learning experience for us. Like any new startup we’ve faced many obstacles, but figuring out how to get funding and how that process works has been the biggest challenge, and a determining factor in how the business has evolved and changed preparing for launch.

SUB: You just launched your site, BabyShowerForGuys.com. Why was this a particularly good time to launch a new site?

Scappini: The online travel industry is ripe with opportunity for better serving consumers with targeted, specialized content and travel. We’ve put all of the necessary pieces in place to get the site ready for launch and it was time to pull the trigger.

SUB: Do you plan to raise outside funding in the near future?

Scappini: We are currently bootstrapped seeking angel investment. We’re in the process of securing our first angel investment and plan to use that money to grow the existing business and launch subsequent sites.

SUB: Where are your goals for BSFG Travel over the next year or so?

Scappini: Our first metric for success is to create a loyal base of consumers who come to our site every day for content relevant to their place in life. Eventually, these users will book travel with us, and help us to create the new category of Baby Showers For Guys. In the coming year we will be seen as a strong emerging player in online travel, as well as a disruptor in the industry.
In 2012, we will launch our second niche site targeted at expectant mothers, and be preparing for the launch of additional sites. We also expect to have secured our first round of angel investing.

BSFG Travel – www.babyshowerforguys.com

Funding and Acquisitions Roundup: Social media marketing and analytics startup Salorix lands $3.5 million in Series A funding

Today’s funding and acquisitions news roundup:

Marketing/Advertising

Salorix, Inc. Receives $3.5 Million in Series A Funding From Inventus Capital Partners and Nexus Venture Partners

Mobile

Meridian Gets $1 Million Funding for Interior Map-Based App Platform (via ReadWriteWeb)

Web/Content

So long missed birthdays: Wrapp lands $5.5M for awesome social gifting (via VentureBeat)

Cloud

SalesVu Closes $600K Funding Round for First Cloud-based Mobile Payment Application

November 11, 2011

The week in technology startups, November 11, 2011…

By Brian Kovalesky, StartUp Beat Editor 

This week was highlighted by a slew of early-stage funding announcements in the range of 500K to several million dollars (see a full list below). On the acquisitions front, Google made waves with its acquisition of two companies clearly aimed at bolstering its Google+ offering and competing with Facebook in social media—in-site search company Apture and social contacts organizer Katango.

StartUp Beat this week featured Q&As with ecommerce personalization solutions provider Barilliance, web-based employment sourcing tool Scavado, and a new entrant into the daily deals space—DealATize. Also, check out this week’s flashback to a Featured Startup Pitch from BiteHunter—a search engine for daily deals at restaurants that this week secured an additional $800K in new funding.

Seed and Series A technology funding announcements this week:

Dispatch – $965K
MinoMonsters – $1 million
Flow – $3 million
Shareaholic – $1.9 million
Flowdock – $650K
PunchTab – $4.4 million
Parse – $5.5 million
Luluvise – $1 million
Mention Mobile – $250K
Own – $1.2 million
BagThat – $3.2 million
Aksel Group – $500K

Funding and Acquisitions Roundup: It’s the end of a big week for Google, with acquisitions of in-site search company Apture and social media contacts organizer Katango

Today’s funding and acquisitions news roundup:

Web/Content

Google acquires Apture to boost Chrome team (via ZDNet)

Social Media

Google Buys Katango to Boost Google+ Circles Feature (via PC World)

Cloud

Standing Cloud Closes $3 Million Funding Round

Dispatch Raises $965K To Manage All Of Your Cloud Files From One Place (via TechCrunch)

November 10, 2011

StartUp Beat Flashback: Featured Startup Pitch: BiteHunter—a search engine for daily deals at restaurants

Editor’s Note: Once in a while, StartUp Beat re-runs Featured Startup Pitches from the past based on relevant news or to revisit a cool startup that has continued to build momentum. Today we’re re-running one from this summer from BiteHunter, which recently raised $800,000 in new funding for its mobile app for "frugal foodies". Check out the company and its (so far) successful strategy...  

BiteHunter logo

Company: BiteHunter

Website: www.bitehunter.com

Headquarters: New York City

Year Founded: 2010

Twitter: @BiteHunter_com

Employees: 6

Brief Company Description: BiteHunter.com is the first real-time search engine helping frugal foodies locate great dining deals in their area from one website.

 

BiteHunter foundersBy Gil Harel, co-founder

With more than 10 years of online management experience in the hospitality and restaurant industry, I was hungry for my own business venture in the dining industry. While working on my first startup in the industry, I saw a problem in the market. It was fragmenting and users had to spend too much time trying to find the great specials and deals everyone was offering to them. We wanted to alleviate having to go to multiple sources just find that $5 off. So, my business partner and I put our heads together and came up with the idea of helping consumers dine out without the guilt of spending money AND make it easy. Thus, BiteHunter was born. Although it was founded in early 2010 by myself and Ido Shillon, BiteHunter did not release its official beta version of the site until March 2011. From there, we rapidly grew.

The site was first penned as “the Kayak.com” of the restaurant world, the first real-time search engine for restaurants and dining deals. Whether a consumer is concerned about saving a buck or finding out if their favorite eatery will deliver right to their doorstep, BiteHunter scavenges the web for all of the best deals and information necessary to help make those dining decisions. We pull the info that restaurants are promoting via Twitter, Facebook, blogs, websites, newsletters, daily deal sites and more and compile it in one easy-to-navigate website. Its search capabilities allow consumers to find listings by delivery options, location, specific kinds of food you might be craving and more.

Only three short months after the official launch, we saw such success in our first three cities (New York, San Francisco and Chicago) that we expanded and announced the unveiling of our new iPhone mobile app. Based on location and time of day, BiteHunter shares all the greatest specials, offers and daily deals right to your mobile device. With a few weeks, BiteHunter’s app made the “New and Noteworthy” Featured list on the app store, as well as top dining apps, “What’s Hot” and “Top-Rated” free apps. While the website still ran in only three cities, the mobile app expanded BiteHunter to nationwide coverage.

Today, both the website and the mobile app are available to cities nationwide. With our first round of seed funding, we are able to continually update our database with information pertinent to those seeking deals and dining information right to their computer or phone. Consumers are always looking for convenience, so we’re giving them just what they’re looking for.

In an effort to continually build BiteHunter’s consumer base and database, the company focuses on four major aspects of marketing and promotional strategy. The first being partnership and syndication. Our dining deal platform provides an API that can feed many players such as directories, mobile apps, travel websites and more, which can then power the dining deals section of many of these mentioned players. The second is having a product in which we are constantly improving users’ engagement and experience by providing social and viral tools embedded within the product such as Facebook and Twitter connect. The third is focusing on public relations and social media to help spread the word about our service and generate positive buzz about using BiteHunter when dining out. Lastly, BiteHunter focuses on smart, paid marketing tactics to help increase awareness about the website and mobile app.

BiteHunter.com differentiates itself from its competitors because of its constant updates of data in real-time. By offering more to the consumer than the ordinary—location, business hours and menu—we are sure to constantly give more than a business card. With everything from delivery options, deal offers, daily specials and more, BiteHunter brings everything you need to know to one comprehensive tool.

BiteHunter’s current business model has two major revenue streams: an affiliate fee from transactions that BiteHunter produced – such as purchasing daily deals, reserving tables via OpenTable or ordering food – and an ad network that provides the option for advertisers to bid on search result keywords and receive exposure on BiteHunter’s mobile devices, websites and its partners’ websites. BiteHunter also released an application programming interface (API) which enables third parties to integrate a live stream of restaurant updates, specifically creating websites and applications for specific deals and events. Our first partnership is with LocalPAGES.com. The LocalPAGES.comLocal Food Deals feature simplifies the process of scrounging for grub on an empty stomach by displaying geo-targeted results based on the user’s IP address. They obtain all their information via BiteHunter.com. Most of the restaurants on BiteHunter were already included in the extensive LocalPAGES registry; therefore, the partnership seemed like a natural fit.

Currently, BiteHunter is in the process of raising additional funds to help build upon the already rapid growth of the company, as well as continue to improve its service and technology for its consumers. Our goal is to provide users a way to help find and experience great restaurants while still living within their budgets. Plans for the future include developing more apps for Android and the iPad, pushing more real-time offers from multiple sources and personalizing the user experience.

BiteHunter – www.bitehunter.com (get the mobile app)

Funding and Acquisitions Roundup: Kontagent lands $12 million for its social media analytics platform

Today’s funding and acquisitions news roundup:

Social Media

Social App Analytics Platform Kontagent Raises $12M From Battery Ventures And Others (via TechCrunch)

Gaming

MinoMonsters Raises $1 Million From Andreessen Horowitz, SV Angel and All-Star Group of Investors to Complete Development of Its Monster Battle and Trading Game for iPhone

Ecommerce

WhaleShark Media Raises $150 Million in Financing to Support Growth and Acquisition Strategies

Web/Content

With $3 Million Raised, Flow Aims To Connect The World’s Apps, Through Data (via TechCrunch)

Browser Plug-In And Sharing Tool Shareaholic Raises $1.9 Million (via TechCrunch)

Enterprise

newBrandAnalytics raises $26 million in venture funds (via Washington Business Journal)

Fusion-io competitor Virident closes $21M round (via gigaom)

CrunchFund, Angels Back Flowdock, A Group Chat Application For Teams (via TechCrunch)

November 09, 2011

Dealatize jumps into the daily deals market with a focus on designer products and specialty services

Dealatize logo

A Q&A with Dealatize founder Vincent Smith. The Miami–based company was founded in June of this year and officially launched last month.

SUB: Please describe Dealatize, and the value proposition you bring to the daily deals market.

Smith: Dealatize will offer products and services for at least 50 percent off retail prices. But you will see discounts of 70-to-90 percent off as well. I will always look for deep discounts to offer our members.

SUB: What is your target market?

Smith: Our target market is females and males 25-years plus. It may skew more female but men will find great deals as well.

SUB: Who do you consider to be your competition?

Smith: Our competitors will be Fab.com, Zulily and Living Social.

SUB: What differentiates Dealatize from the competition?

Smith: Each week on Dealatize.com we will spotlight designers on their deal so you can learn a little about them and their products. These can be small and established designers. These deals will be offered nationally but you will be able to visit some local deals in your city, as well under “My Local Deals” on the site. These deals could be food, spa, entertainment, etc. related. Dealatize will bring both aspects of deals to our members.

SUB: How big of a market opportunity do you see in the coupon and deals space?

Smith: The deal coupon market is very large and growing and becoming a new way for consumers to purchase goods and services. Right now, less than five percent of purchases are made online, so when that grows to 10-to-15 percent the market really catches fire. This business model helps merchants get an audience for their products they would not normally have, so it’s a win-win.

SUB: When was the company founded and what were the first steps you took to establishing it?

Smith: The company was founded in June 2011. The first thing I did was come up with a name then sketch out the site’s functionality and find programmers to bring it to life.

SUB: What was the inspiration behind the idea for Dealatize?

Smith: Dealatize’s origins began with me wanting to purchase a gift for a girlfriend which led to  how to purchase it and how cool it would be to have designer products in a daily deal model—designers of furniture, jewelry, accessories, home decor, fashion and unusual cool finds.

SUB: What have the most significant obstacles been so far to building the company?

Smith: The most significant obstacles have been programming issues and the crash we had that put us two months back.

SUB: Your official product launch just happened last month. Why was this a particularly good time to launch?

Smith: Launching at this time of year is great due to the holiday season and consumers’ willingness to spend more than normally—with the hope of building a name quickly.

SUB: Do you plan to raise outside funding in the near future?

Smith: Once I am growing I plan to raise outside funding to accelerate growth not only in the U.S. but Canada, Europe and Asia.

SUB: What are your goals for Dealatize over the next year or so?

Smith: Within a year I want to have a couple of million members and sales in the U.S. and Canada.

Dealatize – www.dealatize.com

Funding and Acquisitions Roundup: PunchTab gets $4.4 million to power instant loyalty programs for bloggers and businesses

Today’s funding and acquisitions news roundup:

Ecommerce

PunchTab Raises $4.4 Million in Series A Funding to Fuel Instant Loyalty Platform Offerings

Beyond the Rack Gears Up for Next Phase of Growth With $36 Million Equity Round

Mobile

Parse, The ‘Heroku For Mobile’, Raises $5.5 Million Series A (via TechCrunch)

Medialets Lands $8.4 Million For Mobile Rich Media Ad Platform (via TechCrunch)

Web/Content

BiteHunter bites off another $800K funding round (exclusive) (via VentureBeat)

Social Media

Luluvise Secures $1 Million Funding (via realwire)

Marketing/Advertising

Adconion Media Group Makes Global 'Land Grab' for Video Advertising Market

November 08, 2011

Scavado allows employers to locate and hire ‘passive candidates’

Scavado logo 

A Q&A with Daniel Estrada, Scavado CTO and Product Manager. The Denver, Colorado–based company was founded in 2008.

SUB: Please explain what Scavado is, and the value proposition you bring to hiring and employment searches.

Estrada: Scavado is a web-based sourcing tool that allows recruiters to easily search the web for passive candidates, compile their contact information, and build a comprehensive pipeline of prospects to recruit. Scavado streamlines the process of finding and contacting candidates who are typically not applying for positions through job boards nor a company’s career website—called “passive candidates”—but who are often some of the best in their field.

SUB: Who do you consider to be your competition?

Estrada: Our main competition comes from Boolean search string training courses, webinars, consultants, and other resources. Since the mid-1990s recruiters have been using sourcing methods based on writing Boolean search strings, and there is a huge Boolean search training industry. Corporations have spent hundreds of thousands of dollars getting their in-house recruiters trained on Boolean, but many recruiters don’t end up using Boolean because it’s time-consuming and technical. Recruiters are sales people: they should be on the phone recruiting the best candidates, not spending their time figuring out Boolean syntax.

SUB: What differentiates Scavado from your competitors?

Estrada: Scavado provides recruiters a quick and easy way to identify targeted prospects. Instead of “posting and praying” or wasting money on expensive training classes, Scavado allows recruiters to enter a few simple keywords, find targeted search results across a variety of business and social networks, company sites, and other resources, find contact information, and build a comprehensive pipeline to recruit. We automate the time-consuming manual methods of writing your own search strings through proprietary meta-searches.

Scavado provides subscribers with instant ROI by dramatically cutting total cost-per-hire and allowing recruiters to work outside their specialty areas. It is especially good for hard-to-fill positions, which are often outsourced to a third-party recruiter. Corporate subscribers can now source and fill these jobs themselves, saving tens of thousands of dollars per hire.

SUB: What’s your business model? How does (or how will) Scavado generate revenue?

Estrada: Scavado is a SaaS business tool for recruiters available via a monthly or annual subscription of $399 per month or $1,999 per year. We also distribute our software through resellers.

SUB: What have the first steps been that you’ve taken in establishing the business?

Estrada: After going through the typical motions of starting a business and working to sell the product through our network of initial customers and evangelists, we’ve been focusing a lot on making the business scalable. This includes automating our internal sales and marketing processes, billing processes, and ensuring that our infrastructure is scalable enough to meet increased demand as we start launching more targeted, active sales and marketing campaigns via social media, SEO and organic search, PR, and other methods.

SUB: What have the biggest obstacles been so far to building the business?

Estrada: We are really focused on customer development and adoption. It’s crucial for us to reach buyers that understand the value and have an ongoing need, so we’ve spent a lot of time talking to existing customers and understanding why they use Scavado. This helps us find more potential customers like them in the marketplace and speak to them in a language that will resonate and clearly articulate our value proposition. It’s an easy value proposition to communicate to the right prospects, so now we’re figuring out the best ways to reach those prospects.

SUB: Why was this a good time to launch officially?

Estrada: I recently joined the company as the CTO and Product Manager, so we’ve been focusing on improving the usability of Scavado and automating many of our internal business processes. We’re in a great position to take the company to the next level, and the timing is perfect for Scavado. Recruiters are looking for more proactive ways to recruit, and we make it easy.

SUB: Do you plan to raise outside funding in the near future?

Estrada: If the right opportunity comes along we would consider outside funding, but Scavado is self-funded at the moment.

SUB: What big goals do you have for Scavado over the next year?

Estrada: Scavado is constantly improving, but our long-term goals involve improving the usability of the tool even more. Scavado is already incredibly easy to use, but we want to walk our users through the process of recruiting great candidates. We’ve introduced inline instructions and short tutorial videos to help subscribers better use each feature. There are also opportunities for us to customize the tool based on the industries in which a recruiter works, so we’re exploring ways that Scavado can be customized for candidates in areas like healthcare, IT, biomedical and life sciences, financial services, and others.

Scavado – www.scavado.com

Funding and Acquisitions Roundup: Facebook picks up HTML5 mobile apps platform Strobe

Today’s funding and acquisitions news roundup:

Mobile

Facebook Acquires Team Behind HTML5 App Platform Strobe; SproutCore Lives On (via TechCrunch)

Square announces Sir Richard Branson to its lineup of storied investors (via VentureBeat)

Social Media

Wikets, The Social Commerce App With $1.5M In Funding, Rewards Users For Recommendations (via TechCrunch)

Mark Cuban Invests in Social Gaming Company, Mention Mobile

Cloud

With Funding In Tow, MineralTree Launches A Disruptive Banking And Payment Solution Aimed At SMBs (via TechCrunch)

Marketing/Advertising

PunchTab Raises $4.4 Million in Series A Funding to Fuel Instant Loyalty Platform Offerings

November 07, 2011

Israeli startup Barilliance offers solutions to increase etailers’ conversion rates and, ultimately, their bottom line

Barilliance logo

A Q&A with Barilliance co-founder Ido Ariel. The Tel Aviv-based company was founded in 2008.

SUB: Please explain what Barilliance is, and the value proposition you bring to shopping.

Ariel: Barilliance is a one stop shop for ecommerce personalization solutions which enable our online retailing customers to increase their conversion rates by hundreds of percent by facilitating the use of personalization to reach out and close lost sales. In addition to our recently launched Facebook Fan Page Personalization solution, Barilliance’s eCommerce Personalization suite includes solutions for shopping cart abandonment, personalized product recommendations, email personalization, and onsite behavioral targeting.

SUB: Who do you consider to be your competition?

Ariel: Most companies we compete with offer only one of the products we offer in our suite. For example, SeeWhy offers a cart abandonment program. None of our competitors offer as comprehensive a suite of ecommerce personalization solutions as we offer at a price point accessible for any SMB.

SUB: What differentiates Barilliance from your competitors?

Ariel: What differentiates Barilliance from our competitors is: 1.) one time 5 minute setup for all of our products as opposed to the weeks it takes to implement other solutions; 2.) personalization products suite—we are the only company that offers cart abandonment, cross channel product recommendations and onsite behavioral targeting at reasonable prices—our competitors offer only one of these products; 3.) socially-aware offering—we leverage social data from Facebook, when users login on the retailer’s site, to show social recommendations from friends and also allow segmentation based on Facebook data—for example, we enable showing a special offer to a user who has an upcoming birthday.

SUB: What’s your business model? How does (or how will) Barilliance generate revenue?

Ariel: Barilliance provides a comprehensive suite of ecommerce personalization solutions on a SaaS basis where we charge a tiered monthly fee from our clients based on the solutions they use and usage volume. In addition, Barilliance is already profitable.

SUB: What was the inspiration behind the idea? Was there an “aha” moment, or was it longer in developing?

Ariel: The idea was an evolution of an initial ecommerce concept which we refined overtime after we started talking with customers.

SUB: When was Barilliance founded and what were the first steps you took toward establishing it?

Ariel: Barilliance was founded in 2008 when we began developing our suite of ecommerce personalization solutions. Our first offering was our web product recommendations solution.

SUB: What have the biggest obstacles been so far to building the business?

Ariel: Getting the first brand-name customers without having a local presence in multiple geographies. Since we are based in Israel, we had to target other countries because our local ecommerce market is small. We were able to secure large multichannel retailers in Europe without face-to-face meetings or a local office, and are progressing nicely in the U.S., too, with several Internet Retailer 500 retailers, but it took time and tenacity.

SUB: Do you plan to raise outside funding in the near future?

Ariel: There is no need for us to raise outside funding in the near future as we are already profitable, but we might do so at some point to accelerate our growth.

SUB: What are your goals for Barilliance over the next year or so?

Ariel: Our goal for the coming year is to double our customer base and revenue, while maintaining the level of support and customer satisfaction we currently have.

Barilliance – www.barilliance.com

Funding and Acquisitions: Mobile apps builder Urban Airship lands $15.1 million in additional funding

Today’s funding and acquisitions news roundup from across the web:

Mobile

Urban Airship Raises $15.1 Million from Salesforce.com and Verizon

Own raises $1.2 million to remake the point of sale terminal (via gigaom)

Tekelec to Be Acquired for Approximately $780 Million

Enterprise

Best Buy to Acquire mindSHIFT Technologies, Inc. for $167 Million

Ecommerce

Online Retailer With A Twist BagThat Soft-Launches With $3.2 Million In Funding (via TechCrunch)

Aksel Group Raises $500K Seed-Round Funding to Bring European Fashion to US Online Shoppers

IT

Telefonica Makes Strategic Investment in Quantenna

Finance/Investment

France Télécom, Publicis Launch Pan-European VC Fund. Target: €300 Million (via TechCrunch)

November 04, 2011

Funding and Acquisitions: In non-Groupon IPO news, wine and gourmet foods sales site Lot18 raises $30 million in new funding

Today’s funding and acquisitions news roundup:

Ecommerce

Lot18 Closes $30 Million in Series C Funding

Advertising/Marketing

Mobile Ad Serving Startup MADS Raises €1 Million Series B (via TechCrunch)

November 03, 2011

Now integrated with Google Places, Firespotter Lab’s Nosh mobile app gives diners access to reviews of individual menu items

Nosh logo 

A Q&A with Craig Walker, founder and CEO of Google Ventures-backed product accelerator Firespotter Labs, creator of the Nosh restaurant reviews mobile app. The Mountain View–based company was founded in April of this year.

SUB: Please explain what Nosh is, and the value proposition you offer in the local business/restaurant discovery market.

Walker: Nosh is a free iPhone and Android app that allows users to rate, review, and share photos of restaurant dishes with friends and followers on Facebook, Foursquare, and Twitter. With Nosh, we are turning restaurant customers into social media marketing teams and share customer analytics with restaurant owners for free.

Nosh is taking dining recommendations to the next level by shifting the review from the entire restaurant to individual menu items. Our vision for Nosh is to improve the dining experience for both restaurant customers and restaurant owners. While Nosh helps people find the best dish to order, we eventually aim to use the feedback we gather to help restaurants.

We have over 12 million menu items preloaded into the app to make rating and reviewing dishes really easy, and have accumulated over a million dish ratings since our launch three months ago. We’ve also integrated with Google Places to include international restaurants.

SUB: Who do you consider to be your competition?

Walker: There is immense opportunity to innovate the food and restaurant space, so of course there are many players doing something similar. However, our goal to improve the overall dining experience for both restaurant customers and owners is what makes us unique in this space.

There have been a number of apps that have come out in the past year with different angles on the restaurant space or sharing food experiences. We don’t look at any of them however as direct competitors.

SUB: What differentiates Nosh from your competitors?

Walker: First, Nosh was built to answer the question of “what’s good here?” which is exactly what every diner asks when seated in a restaurant. Rather than having to rely on the paper menu or the waiter, we felt it would be more valuable to show the diner what the most—and least—popular menu items are and then make it easy for the diner to add their own feedback which creates a perpetual cycle of greater and greater information about the dishes at that restaurant. We went out and built a database of over 200,000 menus and 12 million menu items to make this process easier on the diner and to improve the user experience. None of the other food rating apps that we’ve seen have done anything similar.

Second, we think our team is a big differentiator. Firespotter Labs is a Google Ventures backed product accelerator started by Craig Walker, the founder of Google Voice and Yahoo Voice. We are a team of primarily ex-Googlers who are passionate about building web and mobile applications to innovate large antiquated industries. As a product accelerator, we incubate our own ideas and believe by bringing brilliant and passionate people together in the right environment, revolutionary ideas can take shape and transform industries. We are currently focusing on two industries, telephony, and the food and restaurant industry, simultaneously working on multiple products, including Nosh.

SUB: How many users do you currently have/how many users have downloaded the app to this point?

Walker: Nosh was launched July 14th in the U.S., and although we don’t share our figures, we’ve been very happy with traction we’ve had so far and are continuing to add new and exciting features.

SUB: How are you getting the word out about Nosh?

Walker: We have been using our own blog, Facebook page and Twitter feed to update users about contests, promotions and other news about Nosh. We’ve been fortunate to have received a lot of media attention from outlets like the Wall Street Journal, TechCrunch, GigaOm, and a number of other publications that have increased users’ awareness of Nosh. We believe that by continuing to innovate great product features we will continue to generate awareness of Nosh both through traditional media and by word of mouth of our users.

SUB: When was the Firespotter Labs founded, and what were the first steps you took in establishing it?

Walker: Firespotter Labs was founded in April 2011 and the first steps were to put together an all-star team to execute on the ideas we were formulating.

SUB: What was the inspiration behind Nosh in particular? Was there an “aha” moment, or was in longer in developing?

Walker: The “aha” moment for Nosh was when I was looking into investing in a friend’s restaurant. I was stunned by the state of technology in the restaurant space, both for the restaurants themselves and for their customers. The restaurants had little to no information about their customers and the customers had little to no information about the dishes at the restaurant other than what is printed on the menu. With customers now having smart phones in their pockets it became obvious that a better solution existed.

SUB: What’s your business model? How does (or how will) Nosh generate revenue?

Walker: Our number one goal is to build a great product and to build a large following of happy users. If we succeed at this, we’ll have plenty of revenue opportunities down the road.

SUB: What have the biggest obstacles been so far to building Nosh?

Walker: The biggest challenge to our approach was to develop a streamlined system to acquire menu data for restaurants and to cost effectively build a large database of menus. We spent a lot of time developing tools that allow our teams around the world to quick find a restaurant’s menu page and to then properly normalize that information into our menu display for the application. With over 200,000 menus in the system, and growing, this is also a great competitive advantage and differentiator over other restaurant rating apps.

SUB: Please explain your relationship with Google and Nosh’s integration into Google Places.

Walker: Google Places has a vast and growing database of businesses and locations worldwide. Through their API they’ve enabled a filtering ability for us to access that database and only display restaurants in the results. By integrating with the Google Places API, this now gives us a nearly 100 percent coverage of all U.S. restaurants overnight, but it also gives us data on most international restaurants as well.

SUB: What goals do you have for Nosh over the next year or so?

Walker: We look forward to evolving Nosh over the year to include more functionality for the diner and the restaurant. We believe that Nosh should be the only app you would ever need to find a great meal, to rate that meal and to share that experience with your friends.

Nosh – www.nosh.com

Funding and Acquisitions Roundup: Mobile shopping app ShopSavvy closes $7 million funding round led by Facebook co-founder

Today’s funding and acquisitions news roundup:

Mobile

ShopSavvy Secures $7 Million Round Led by Facebook Co-Founder Eduardo Saverin

Web/Content

CrowdSourcing Platform For Creative Projects DesignCrowd Raises $3 Million (via TechCrunch)

Enterprise

Kaggle gets $11M to crowdsource big data jobs (via gigaom)

Coraid Raises $50 Million, Reaches 1,500 Customers Worldwide

Finance/Investment

Kleiner Perkins raising $250M China fund (via gigaom)

November 02, 2011

GramercyOne offers a cloud-based, cross-platform scheduling application that has investor backing to the tune of $14.5 million

GramercyOne logo

A Q&A with GramercyOne founder and CEO Josh McCarter. The New York City–based company was founded in October, 2010.

SUB: You recently launched a new free product for small businesses called GoSuite. What is included and how important is it to your strategy, moving forward?

McCarter: The GoSuite consists of two products, GoBook and GoPromote. Both of these are designed to address pain points that have arisen in the online to offline commerce market. Specifically, GoBook provides a platform that publishers and merchants can use to schedule and manage appointments via online, mobile and social channels. This can be integrated into anything from a daily deal site, to a merchant’s website, to their Facebook page, and customers can easily schedule their appointments for free. GoPromote solves another pain point, namely the creating, broadcasting and tracking of multiple promotions. Currently, most businesses don’t have any tools for doing this and even the most sophisticated are using excel to manage promotions—daily deals, online advertising, coupons, newspaper and radio ads, etc. This tool provides them a centralized dashboard to manage all of these marketing channels, with robust reporting to track the effectiveness of the various campaigns.

SUB: What size businesses are you targeting?

McCarter: GramercyOne’s clients range from independent professionals like hair stylists and guitar tutors, through day spas, to multinational corporations like Hilton. At one end of the spectrum we are putting significant emphasis on building our enterprise client base through the market-leading Booker platform, and at the other we have just launched our freemium products marketed under GoSuite, which are aimed squarely at the VSB and SMB markets.

SUB: Who do you consider to be your competition?

McCarter: In some of the areas in which we operate we have clearly defined competition—for example in salon and spa management software we compete with companies like Shortcuts Software and Millennium Harms. However, our products are cloud-based—the antithesis of the old installed software these competitors offer. So while we have largely the same target market, we believe we occupy a more advanced sector of the marketplace. If you consider the company as a whole, the breadth of our platform which extends from business management to online, social and mobile marketing, no other company offers a similar range of features across such a diverse set of verticals and company sizes.

SUB: What differentiates GramercyOne from your competitors?

McCarter: As I mentioned, the breadth of our client base is a significant differentiator, as is the fact that we offer web-based products on a SaaS model. There are no cloud based competitors we know of that have the breadth of the business management capabilities we do, which encompass scheduling, employee-service-business management, point of sale, CRM, online-social-mobile marketing, and mobile-tablet-interfaces for both consumers and merchants. 

SUB: What’s your business model? How does GramercyOne generate revenue?

McCarter: GramercyOne operates a Software-as-a-Service, or ASP model, where we provide web-based software and charge a low, ongoing monthly fee. The ability to do this not only aides our customers, who can budget better with a low fixed cost, but also provides us with a sustainable recurring revenue model to drive future development and growth.

SUB: What was the inspiration behind the idea? Was there an “aha” moment, or was it longer in developing?

McCarter: The company began as the SpaBooker division of SpaFinder, the leading online wellness portal, with the intent of becoming the “Open Table” for spas. As the platform evolved, we began enlisting new clients outside of the spa industry, despite the fact we were welling a product called SpaBooker from SpaFinder. We recognized that the market was starting to evolve and there was a tremendous opportunity in providing cloud-based business management systems to companies and then assisting these same businesses to manage all of the new digital marketing channels they were starting to use as customer acquisition vehicles. This spans mobile, social, group and other online ecommerce models. GramercyOne is positioned right in the sweet-spot of these new digital channels in three key ways: first, we can help businesses access and manage these new channels, determining marketing channel profitability and lifetime customer value. Second, we ease a pain in the online to offline commerce paradigm by enabling customers to easily interact with merchants to schedule services online, via mobile and tablet devices or via social media. Last, we provide the means for building ongoing relationships and repeat business through a set of merchant tools.  

SUB: When was GramercyOne founded and what were the first steps you took toward establishing it?

McCarter: GramercyOne was founded in October 2010, as a result of the spin out of the SpaBooker platform from SpaFinder. A new entity, GramercyOne Technology Corp, was formed in October 2011 to facilitate the venture capital investment.

SUB: What have the biggest obstacles been so far to building the business?

McCarter: Initially, the biggest obstacle was the fact we were cloud based. Being cloud based three years ago was as much of a detriment then as it is a benefit now. With the adoption of cloud based services skyrocketing in both SMB and enterprise businesses, this is no longer a constraint. The economic downturn also posed challenges for the business, however it also brought opportunities. While many businesses were going out of business or not investing in their infrastructure, as many were trying to figure out how to become more efficient and access the new marketing channels, and therefore were intrigued by our offering. We were able to double our business every year during the downturn. 

SUB: You recently raised $14.5 million in Series A funding. How do you plan to use the funds?

McCarter: In order to sustain the momentum we have built up over the last year, it’s necessary to grow the GramercyOne team, scale our operations and IT infrastructure in order to continue to provide our clients with secure, world-class, cloud-based solutions.

SUB: Why was this a good time to raise outside funding?

McCarter: We recognized the need to scale at a faster rate in terms of headcount, new product investments and partnership development and needed additional support from investors who brought not only money, but connections, business development support and strategic vision for how to evolve the company.

SUB: Do you plan to raise more funding in the near future?

McCarter: At this point, we likely won’t be looking for additional capital for at least 12-to-18 months.

SUB: What big goals do you have for GramercyOne over the next year?

McCarter: Building the team, expanding into more verticals, closing more enterprise deals, launching and expanding our freemium products, and several key business development partnerships.

GramercyOne – www.gramercyone.com

Funding and Acquisitions Roundup: Traffix lands $7 million for more efficient 4G mobile networks

Today’s funding and acquisitions news roundup:

Mobile

Traffix Secures $7 Million in Financing Led by Bessemer Venture Partners

Web/Content

AGARI Announces $2.5M Funding From Alloy Ventures, Battery Ventures, First Round Capital, & Greylock Partners

SecondMarket Raises $15 Million from The Social+Capital Partnership

Ecommerce

Gilt City, a Subsidiary of Gilt Groupe, Acquires Assets of BuyWithMe.com

Digital Folio Secures Over $1.2 Million In Angel Financing

STELLAService Announces $5M in Series A Financing

Social Media

Social Video Facebook App Rounds Raises $3M From Verizon, Tim Draper

November 01, 2011

WikiOrgCharts employs a collaborative and crowdsourced approach to deciphering company org charts in the cloud

WikiOrgCharts logo

A Q&A with WikiOrgCharts founder and CEO Farhan Memon. The Norwalk, Connecticut–based company was founded in 2010.

SUB: Please explain what WikiOrgCharts is, and the value proposition you offer your users.

Memon: WikiOrgCharts is the first platform on the web that allows users to pool their business contacts and to collaboratively map the relationships that exist within a company into an easy-to-access organizational chart. Our HTML5 site allows org charts to be constructed, modified, searched and openly shared between Internet users, along with real-time social information from Twitter and other sources. Users that log into WikiOrgCharts using their Facebook or LinkedIn accounts bring their friends’ and colleagues’ information with them.

SUB: What is the goal of WikiOrgCharts and who are your target users?

Memon: WikiOrgCharts was created to help people know who they really need to be talking to. Having an org chart and knowing who is in charge can be time saving for sales reps, recruiters, job seekers and many others. We help our users get in touch with the right people and avoid the run-around. Our target users are sales representatives, recruiters, students, job seekers, political activists—basically anyone who is looking for people and how they fit into their organization and the role they play.

For example, we recently announced a new job search feature that allows its users to search for a job and to view an org chart of the company where the job is available. Users can also see who in their LinkedIn and Facebook social networks already work for the company they want a job at.

Getting your application into the hands of the hiring manager can be very important when it comes to finding a new job successfully. Very often it’s impossible to find out who that person is. Now we’re bringing together in one place all the resources someone might need to target their application to the right person rather than sending their resume to the HR Department which can be a real black hole.

SUB: Who do you consider to be your competition?

Memon: Our competition includes JigSaw and The Official Board. We have unique advantages over these companies. We make extensive use of the social graphs users have already constructed on LinkedIn and Faceboook. Our user interface is easier on the eyes and more intuitive than some of our competitors. We are also a free service, with the option to pay as opposed to asking our users to pay right off the bat.

SUB: What’s your business model? How does WikiOrgCharts generate revenue?

Memon: WikiOrgCharts operates on a “freemium” model. It allows users to look at information for free by incorporating a virtual currency model to incentivize community participation. Users can opt out of the free version by paying a subscription fee of $20 per month.

When users join WikiOrgCharts and claim their place within a company org chart, they receive an initial 20 points. They can continue to accumulate points through by adding friends and colleagues to the WikiOrgCharts’ database. Registered users can collaborate to fill in a profile’s missing information or alter details. Leaderboards and other messages within the site will keep score of the most active users and their participation. Points are used when users look at the profiles of other users. WikiOrgCharts incorporates a virtual currency model to incentivize community participation. Users who subscribe are given access to search tools that allow them to better access the WikiOrgCharts database.

SUB: What was the inspiration behind the idea? Was there an “aha” moment, or was it longer in developing?

Memon: As a mobile product manager at AOL, I attended a meeting where an account manager presented an org chart of her client, a large cell phone company. Many people asked for a copy. I thought that there needed to be a tool that would make the construction of the org chart and sharing of the data much easier.

SUB: When was WikiOrgCharts founded and what were the first steps you took toward establishing it?

Memon: I started working on the site as a nights and weekends project in 2010 while I was at AOL. I left AOL in July to concentrate on the company full-time.

Getting started was the first challenge. Because I worked at AOL I was prohibited from working on other things. I had to get AOL’s permission to work on WikiOrgCharts. First I told my manager about my idea, and he suggested I talked to our Business Standards people. I explained that WikiOrgCharts was not a consumer oriented site and they were fine with me working on it.

Since I’m a product manager and not a developer I had to find someone to build my idea. One of my friends who had sold a company to AOL suggested that I use RentACoder.com, a site where developers from around the world bid to work on a project.

SUB: What have the biggest obstacles been so far to building the business?

Memon: Time. We have so many ideas for WikiOrgCharts but a finite amount of development resources. It takes time to create user-friendly software, and so we have to prioritize the features we create of the markets we go after.

SUB: Do you plan to seek outside funding at any point?

Memon: I initially raised a little bit of money from friends and family. Once we had a prototype I was able to speak to angel investors, mainly people who had started their own Internet companies, for additional funding. We are now looking for investment from Venture Capitalists.

SUB: What goals do you have for WikiOrgCharts over the next year?

Memon: At WikiOrgCharts we want to org chart the world. Everyone has a place in a company or other type of organization. Our job is to make these positions more visible and provide context. We want to combine our org charts with existing products and services as well as make the service available for organizations to use privately.

WikiOrgCharts – www.wikiorgcharts.com

Funding and Acquisitions Roundup: The interactive ad sector heats up with Yahoo’s acquisition of Interclick and Adknowledge’s AdParlor buy

Today’s funding and acquisitions news roundup:

Advertising/Marketing

Yahoo To Buy Data-Driven Advertising Network Interclick For $270 Million (via TechCrunch)

Adknowledge Acquires AdParlor, a Leading Facebook Ads Management Platform

Jivox Secures $8.2 Million in Funding to Meet Growing Market Demand for Interactive Video Ads on Multiple Screens

Ecommerce

Trustpilot Raises $4.5m To Scale Up Trust Ratings For Shopping (via TechCrunch)

Mobile

Appcelerator raises $15M, now largest third-party app publisher on iOS, Android (via VentureBeat)

Web/Content

Seva Search Announces $1.3M First Round (via PEHUB)

Matchbin Acquires NAVTEQ Broadcast Media Division to Form Radiate Media, Closes $22 Million Financing

Enterprise

Mendix Closes $13 Million Series A Funding Round, Fueling its Triple Digit Growth

Cloud

SolidFire Raises $25 Million to Bring SSDs to the Cloud

Hosting by Yahoo!