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Showing posts with label partners. Show all posts
Showing posts with label partners. Show all posts

Nov 7, 2012

The Midnight Epiphany That Changed Like.com From An Over-Hyped Failure To A $100 Million Acquisition

Riya.com did sound promising. Big-name venture capitalists like Bay Partners and Leapfrog Ventures had invested $19.5 million in the startup and co-founder Burak Gokturk was gifted with the technical know-how: he was a Stanford PhD and an image recognition expert with more than a dozen patents to his name. The facial recognition startup was barely out of alpha testing in 2005 when the acquisition hype began. "The rumors about a Google acquistion (sic) were neither confimed (sic) nor denied by anyone in the know…but there sure is a lot of buzz around this company right now," wrote TechCrunch's Michael Arrington in a blog post following Riya's alcohol-fueled launch party held in his backyard.

Riya promised to automate the process of image search by dispensing with the need for metadata and actually recognizing the faces and objects in a photograph.
Computers were already pretty good at tracking down a string of text in 2005, but ask one to look at a photograph and tell you what it sees, and it would look at you with a dumb expression on its face. Google attempted to solve its own image search problem by turning it into a game: players would create text to describe the figures in a photograph and Google’s search engine would sift through these words to project the images on your screen. The founders of Riya (which would subsequently be rebranded Like.com) thought there would be a great demand from people wanting to tag friends and others in pictures, which would make it possible to organize these photo libraries. The company could then amass a database of user-generated images that weren’t covered by copyright protection and eventually sell ads against them.

Riya.com Interface

They were wrong.

The system was overly complicated, a five step process with two branches. And the business plan itself was built on too many assumptions--“and this will happen, and then when that happens, and after that happens, then we’ll make money and it’s really oblique,” remarked co-founder and CEO Munjal Shah in a 2009 talk. (After several requests for an interview, Shah declined to comment for this article.) Riya needed a new strategy just a year after launch.

On April 25th, 2006, just after midnight, Shah was looking at Riya’s stats when he noticed that for every person uploading personal pictures and tagging them, 20 others were using Riya for search. He immediately emailed one of his co-founders, Gokturk, who replied within five minutes. “I wonder what they are searching for?” Gokturk wrote back. “Why are they using our site instead of Google or Yahoo Images?”

It didn’t take long to unravel the mystery. Riya wasn’t a replacement for Flickr or Y! Photos; it had become a search engine for images on the Internet. By their actions, people were indicating that they wanted a search engine for pictures that was smarter than Google’s image search.

Riya quickly rebranded itself as Like.com and attacked a new vertical by turning itself into a visual shopping engine for shoes, handbags, watches and jewelry. This second iteration of the Riya’s technology allowed users to find an image, say of a strappy red shoe, and request Like.com to do a “Likeness search” to find similar items. Users could find variations of products in different colors, shop for clothing similar to what celebrities were wearing, and upload images of their favorite items then scour the web for similar items.

Like.com

With this new spin on Riya, Shah and his team were able to raise an additional $50 million from investors. The company’s annual revenue grew to $20 million generated through a simple, direct process: customers browsed for products, clicked, were diverted to retail sites like Amazon.com and Zappos.com and Like.com pocketed the 5- to 15-percent commission. By 2009, Like.com was selling $100 million in products through leads to merchants.

In 2010, Google showed how much it either liked Like.com -- or was threatened by a competitor -- by acqui-hiring the team that built it for $100 million and eventually shutting down the service. Needless to say, Shah and Gokturk would have never gotten that point if they hadn’t managed to pull off a pretty elegant pivot.


Source : fastcompany[dot]com

Sep 26, 2012

9 Ways Facebook Could Monetize Instagram From 4 Startup Experts

Facebook has struggled to generate mobile revenue, which could stunt its potential. But Instagram could be the key to changing Zuck's fortunes. GRP Partners' Mark Suster, Big Spaceship's Karina Portuondo, Percolate's Noah Brier, and Ad.ly's Walter Delph share their ideas.

Call Sheryl Sandberg! Facebook stock, which rallied 32% since it was announced CEO Mark Zuckerberg would make his first post-IPO appearance on stage at TechCrunch Disrupt, is once again on the decline, and it looks as if the Zuck bump was short-lived at best.

The share-price drop comes following a report in Barron's that called the stock "still too pricey," and specifically questioned Facebook's potential to generate mobile revenue. The company has struggled to tap into the mobile market, and is said to be generating less mobile ad revenue in the U.S. than even Twitter, which has a much smaller user base. But its $1 billion acquisition of photo-sharing service Instagram was seen by many as an opportunity to tip the mobile scales in its favor. Will Facebook be able to monetize Instagram?

The problem, as Barron's Andrew Bary pointed out, is that Facebook's bet on mobile is "no sure thing." Due to condensed real estate on the screens of smartphones, Bary contended, Facebook isn't left with "much room to configure ads without alienating users." Even Instagram cofounder Kevin Systrom has acknowledged the startup's focus on scale rather than monetization. At a recent hearing in California related to the approval of the acquisition, state officials asked Systrom how Instagram generates revenue. "That's a great question. As of right now, we do not," said Systrom, who said the startup aimed to "grow something that people really loved."

So how can Facebook tap into Instagram to start generating mobile revenue? We asked four experts in the space to find out.

Mark Suster, angel investor and partner at GRP Partners

I think there is no wild idea to monetize Instagram. There are straightforward, practical ideas, and one would have to test people's willingness and interest in these types of products, but let's start with the basics.

Sell Ads
The most common one that people talk about is ad insertions. It would be very easy to insert ad-based products into Instagram. That's kind of obvious. When I say advertising, there are maybe five different ways you could advertise. You could, for example, have what are called interstitials, which means, if I look through 20 pictures, out of every 20 pictures, the twentieth is always an ad unit that's inserted into people's streams, like promoted Instagram photos. I could have tools for advertisers that help me to build more interactions--Instagrams, say, that are clickable. I'm not going to say it's inevitable that they do something like Pinterest, but there are 10 different ad products there, and that's only one of them.

Offer Premium Service
Other obvious low-hanging fruit relates to how the product is free now. So one could design a version that is premium. The nice thing when you're dealing at scale, even if people are willing to pay a modest sum, say $5 per month, and even if you're converting five to 10% of your user base...well, when you have 100 or 200 or 300 million users, that's a lot of money. Of course, there is a culture in social media of not charging people. But look at Dropbox. Dropbox charges people, and people seem willing to pay, and that's become quite a large business. So one could easily imagine a service where they design features that people are willing to pay for.

Print Products
I mean, we already know images can be monetized. Just look at Shutterfly. If you created an offline product, something related to printing, where I could take those moments--the photos that I love and that look good and that are filtered--and connect them with a way to print photo packs, or create albums, or to do mugs, or T-shirts.

Harvest Data
And the final component that is obvious low-hanging fruit is the data, and being able to sell the data. I know when you talk about selling the data, people assume you mean private confidential data. But that's not the case. There are opportunities to sell aggregate information that are valuable to people, either about people's shopping behavior or restaurant behavior, or what their interests are. Know more about individuals and who they're following and connecting with--these fabrics of networks have become very valuable data sources, and in particular Instagram has an attribute that's very similar to Twitter, which is that it's an open network. When you started using Instagram, just like Twitter, your starting assumption was, unless I made myself private, everyone was going to be able to see it. You know the data and photos are already public.

And there's a ton that can be done with the data. I'm involved with a company called DataSift, which has already built a very fast-growing business around helping to monetize Twitter data. I know firsthand how much businesses crave market intelligence that can be picked up from open-data sources. So let me just give some examples that won't seem so obvious. It's possible for governments to crack down on terrorism and hooliganism by looking at open-data sources like Twitter and Instagram. It's possible for people to make predictions that might help with crowd control by monitoring behavior. It's possible that in the legal field, as you're looking to do jury selection, and you're going in and interviewing jurors, to figure out what their biases may be with public data. A lot of that can be down at a lower cost without having to bring people in.

I could go on and on. You think about news sources. Right now, Twitter is doing a great job of aggregating real-time news. But in a world where Instagram is as widely diffused as Twitter, news organizations could aggregate real-time photos and they could do it in a way without having to have photographers on the ground. So say, okay, I know there was a major fire in the zip code 90272. I could mine the Instagram data from the last hour in 90272 if I wanted to look for images of the fire.

There's so much that could be done with public open data that people don't understand. Those are the immediate obvious business opportunities.

Karina Portuondo, senior strategist at Big Spaceship

Get Into Sponsored Filters
Well, one way would to be to monetize filters. Could Marvel sponsor a filter that changes your pictures into comic styles? Could the Met put a Renoir filter on your photos? Could Crayola put specific coloring filters on your photos? And so forth. Facebook could target it so people don't have an endless amount of filters to choose from.

Offer Promoted Pics
Of course, you could do promoted Instagrams like Promoted Tweets. But I see that as an obvious place to go. I don't think it's the most innovative thing they could do with Instagram. I'm leaning against the idea of Promoted Photos on Instagram, and leaning more toward more utility-based things--a way of marketing that users of Instagram would appreciate more than something they expect from a platform like Facebook or Twitter. So another kind of twist would be to do hashtag takeovers. I found myself recently since the update spending a lot of time in the Explore section, seeing who is using the same hashtags I am. That I think is an interesting stop for an ad placement. Like if #Catstagram was taken over by Purina, with all pictures of cats or dogs all over it.

Leverage Location, Deals
I also really think Instagram should be used like Twitter in terms of the one-on-one responses. So a lot of people are geo-locating their photos. We recently went to the Brooklyn Cyclone's game, and took tons of Instagram photos while we were there, which were all geo-located. What would've been cool is if there were deals, so say, if Nathan's, which is right down the street, commented on our pictures and said, "Enjoy the game! Come over afterward to get free waffle fries with purchase of a hotdog!" I think there is the timely, surprise-and-delight reaction that is getting common on Twitter that hasn't transferred over to Instagram yet, but should.

So for brands to get involved, I think it could be very similar to Facebook in that there's the lo-fi way to do it that's perhaps more manual. But then there could be packages where Instagram actually helps brands find the right people at the right time, and makes sure they get the right message.

Noah Brier, founder of Percolate

Sell Exposure
Well, first I'd say that now that I'm running my own business, I no longer try to tell people how to run theirs. But what I'd say for Instagram is that the basic model for brands on asymmetrical networks seems to have been solidified. Facebook created it: the ability to get fans and build your network, which solves a huge issue brands had, which is, How do I get people to pay attention? Facebook solved the audience acquisition problem. If you are willing to spend the money, you can have the audience. Facebook, Twitter, and Tumblr all have that model now.

The other side of that model, which all three platforms have, is the ability to promote content to additional audiences. So with Instagram, I suspect the end game is going to be the same as everywhere else. Ultimately brands want exposure. We've seen Instagram being used so far for behind-the-scenes looks. So GE has a really good Instagram feed that's basically behind the scenes. But it's for very specific reasons. Part of the company's mission over the last few years is to communicate that GE is a maker and an innovator and a real manufacturer of things. So going back behind the scenes is communicating that in a visual manner. It does what it needs to do. I don't think we need someone to leave [Instagram] to do that.

People keep asking about mobile advertising, and I think we're looking at it already. The mobile winners are going to be Facebook and Instagram and Twitter. Ultimately they're going to win because the ad product is content, and it translates perfectly to mobile. Like Promoted Tweets on Twitter, you don't need to do something special to make it run on mobile. It's just there. I think everybody is having these conversations about trying to find the silver bullet in mobile advertising. But I think it's here. You're looking at it.

And you also have to remember it's still very early on. Facebook only introduced Promoted Posts in the last three or four months.

Walter Delph, CEO of Ad.ly

Keep Building Value, Cash Out Later
My perspective is that Instagram is an amazing platform. The killer app for Facebook is photos. I used to help run Photobucket--I know photos are the killer app. And if you have people taking pictures, posting pictures, and distributing and sharing them, and not utilizing the Facebook platform, well that's a massive detriment to Facebook. So I think its acquisition of Instagram was partly a defensive move.

As to monetization, I believe there's a great opportunity with photos, but no one has really done it. If anyone is going to do it, it's going to be a Facebook or Google. But they haven't really figured out how to make money off of photos yet. The problem in mobile and with photos is that there aren't as many ad units that people can sell.

So we'll have to wait and see. I really don't have an answer to this one. If I did, I'd be a lot wealthier.


Source : fastcompany[dot]com

Aug 30, 2012

Twitter Gives Stamp of Approval With New Certified Products Program

Thumbnail image for Thumbnail image for official-twitter-bird-white-on-blue.pngTwitter is rolling out a Certified Products Program that offers Twitter-based products and services from third-party developers and partners to businesses. The program is launching with three verticals — engagement products, analytics products and data reseller products.

Twitter Seeks Engagement, Analytics, Data Resale

Twitter is aligning its three initial certified products verticals as follows:

  • Engagement Products — Helping brands keep in touch with their customers. This includes activities such as providing workflow or advanced sorting, delegation and assignment of replies, as well as alerting users to high-priority events or tweets requiring immediate action. Developers must make Twitter and Twitter account management and network engagement part of the core product experience and offering.

  • Analytics Products — Helping businesses learn from their customers on Twitter. Examples include historical analytics of how previous campaigns unfolded on Twitter and industry-specific analytics that tie activity on Twitter to success metrics. Developers are required to encourage further engagement with Twitter, clearly attribute Twitter as a data source and make Twitter a core part of the product experience.

  • Data Reseller Products — Platforms for innovation on top of large numbers of tweets. These include APIs that allow analytics companies to study past conversations and with customers' private data to tie activity on Twitter to proprietary business processes. Developers need to offer API features that are significantly differentiated from Twitter's own, actively encourage customers to build products which drive engagement with Twitter and staff a sales and support organization to meet enterprise customer service expectations.

Twitter Incentivizes API Development

As reported by CMSWire, earlier this month Twitter publicized plans to release version 1.1 of the Twitter API in the coming weeks, and it involves a number of new user restrictions. Changes will include required authentication on every API endpoint, a new per-endpoint rate-limiting methodology, and tighter “Developer Rules of the Road,” especially around applications that are traditional Twitter clients. 

Twitter said these restrictions and requirements are intended to prevent “malicious” use of the Twitter API and to gain an understanding of what types of applications are accessing the API. However, many observers have been skeptical about how altruistic Twitter’s intentions really are. According to VentureBeat, the Certified Products Program is a good start to Twitter’s new API policies.

“For some time now, in private meeting rooms and on public stages, Twitter has urged developers to make these kinds of products — noncompetitive products that would give their makers a real business opportunity,” stated a VentureBeat posting. The article went on to say it is “somewhat encouraging to see Twitter creating incentives for building the right kind of Twitter apps, not just punishments for building the wrong kind.”

Twitter is launching the Certified Products Program with 12 initial partners: Attensity, Crimson Hexagon, Dataminr, DataSift, ExactTarget, Grip, HootSuite, Mass Relevance, Radian6, Sprinklr, Social Flow and Topsy.   

 
 

Source : cmswire[dot]com

Aug 28, 2012

Interview: NewsGator's J.B. Holston on Being a SharePoint Partner, Future of Collaboration

Interview: NewsGator's JB Holsten on Being a SharePoint PartnerWhen you think about Microsoft partners, one of the first that comes to mind is NewsGator. A successful third party integrator to Microsoft SharePoint, NewsGator Social Sites has over 4 million paid seats and is Microsoft's premier partner for social software integration. And while this last little while has seen a number of interesting events happen for NewsGator: Microsoft's acquisition of Yammer, a new version of Social Sites, a new version of SharePoint and a new CEO, it only spells good news for the social software company. Here we offer some of J.B. Holston's (now the former CEO of NewsGator) views on these topics.

CMSWire: NewsGator started as a company that supported RSS. What was the driving force that shifted the focus to social and SharePoint?

JB Holston: In 2005 we released an aggregation server based on RSS whose job was to allow organizations to securely and scalably manage subscriptions to unlimited sources, then intelligently redistribute those feeds. We called the product the “NewsGator Enterprise Server (NGES)” (We weren’t great at naming…). One of our first customers was Lockheed, Martin, which took NGES and combined it with SharePoint, which was already their base collaboration layer for employees; Google Search; and some custom wiki work and combined it into one of the first ‘facebook for the enterprise’ applications, which they called Unity. Unity’s business problem was tactic knowledge capture; about 25% of LM’s employees leave every five years and a large proportion of those were the folks with the deepest historical and topical knowledge. LM felt that a more social and easier means to share knowledge would help address that issue.

Soon thereafter the SharePoint team at Microsoft approached us — MOSS (SharePoint Server 2007) was out and while it was being marketed for ‘social’ use cases, the product team recognized the deficiencies. They suggested we more closely tie NGES to SharePoint to provide an out-of-box social solution. We were smart enough to draw a line between the Lockheed Martin and Microsoft data points, and that led to the first version of Social Sites, which we launched with Microsoft at the Enterprise 2.0 show in Boston in the summer of 2007.

CMSWire: What made you decide to tightly integrate Social Sites with SharePoint and not build it as a standalone solution?

JBH: We felt from the start that the value of enterprise social computing would increase directly as a function of the number of individuals accessing the network. We realized that that meant the system needed to act as a scaled, secure, searchable enterprise application, or it would buckle or become prohibitively expensive as organizations sought to provide and support the network for everyone. SharePoint had taken off — in no small part due to Microsoft’s sales and marketing strengths — to become a ubiquitous available platform within organizations. We felt that leveraging its paid-for presence and technical capabilities — and Microsoft’s commitment to it as their fastest-growing server product — would mean we could provide a best-in-class solution at the lowest total cost of ownership to the broadest market.

CMSWire: What do you think makes NewsGator a successful SharePoint partner?

JBH: We’ve invested tremendously in the art and science of Microsoft partnering. Microsoft is a complicated organization that requires careful handling across different field geographies in parallel to close work with a multiplicity of highly-siloed product organizations. We invested the time and people to insure we understood all the different groups’ goals and objectives, and to do everything we could to be clearly and volubly positioned to leverage those goals and objectives. We were also always careful to over deliver on our commitments. And we learned to operate as Microsoft operates — if they stood up a new reporting system we’d use it, however painful; when new technologies became mission-critical to Microsoft, we’d adopt and embed them first.

 

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Source : cmswire[dot]com

Aug 27, 2012

Marketing Automation Provider Act-On Software Launches Partner Exchange

Marketing automation provider Act-On Software is launching a partner program, bringing together partners and customers.

The Beaverton, Oregon-based company said that the new Act-On Partner Exchange (APEX) offers a resource for its customers, which currently number about 1000 and which are constantly looking for new products and services from Act-On partners for their online marketing.

Three Act-On Partner Types

Act-On said its partners fall into three categories. There are Technology Partners, whose product integrates with Act-On’s marketing automation platform. Agency Partners can extend the Act-On platform with their expertise in marketing and creative services, and Referral Partners offer specialized marketing services while referring customers to Act-On for online marketing.

As an example of a Referral Partner, the company pointed to Portland, Oregon-based Albertson Performance Group. CEO Eric Albertson said in a statement that, with his company’s expertise in “helping technology marketers design and execute campaigns to get more leads with better quality,” the Albertson Performance Group can help Act-On’s customers “get the most out of their investment in marketing automation.”

Other partners include Cisco WebEx, Pipedream, Estuate and Port25.

Act-On Chief Revenue Officer Shawn Naggiar told news media that there has already been “an exponential increase” in customers working with APEX partners, since the program is designed to be a “simple and effective” way for partners to join the Act-On ecosystem and for customers to find products and services.

Marketing Automation for the Mid-Sized Org

Act-On was founded in 2008 by CEO Raghu Raghavan with the intent of providing what it called “an equalizer” for small- and mid-sized companies. Its cloud-based platform offers an email engine with one-click integration to web conferencing and CRM, as well as tools for website visitor tracking, lead scoring, lead nurturing and social media prospecting, and design tools for web forms, landing pages and emails.

The company’s platform is designed to enable those companies, which it calls the Fortune 5,000,000, to “easily and swiftly create and execute” multi-channel integrated marketing campaigns, find and nurture qualified leads, and conduct analytics.

While the company said its focus is on smaller businesses, it noted that its platform is also used by divisions of some large companies, including Motorola, Progressive, IBM, Associated Bank, InsideSales.com and Liberty Tax Service.

 
 

Source : cmswire[dot]com