Author: Eliza Kern

  • One year in, it’s almost like Facebook never bought Instagram. When will that change?

    It was one of the biggest acquisitions of the Web 2.0 internet world, and for a generation of startup founders who grew up in the post-iPhone app world, Facebook’s purchase of the Instagram for a staggering $1 billion set a new precedent. The acquisition was a landmark for the technology community in terms of the amount of money a company would pay for a simple app, and it also underscored the importance  of photos on social media by setting off a series of “photo wars” and new tensions among the big web companies including Twitter and Facebook.

    But for Instagram and its users themselves? Things haven’t actually changed all that much — so far.

    Mark Zuckerberg ringing opening bellOne year ago on April 9, 2012, Mark Zuckerberg announced on his Facebook wall (where else?) that the not-yet-public Facebook would acquire Instagram. Founded in 2010 as a pivot from a location-based app called Burbn, Kevin Systrom and Mike Krieger’s Instagram turned into a scrappy mobile startup that seemed like the antithesis of Facebook’s ubiquitous web platform. It seemed like an odd match, and the even if the sale was a defensive move to keep Instagram out of Twitter’s hands, Zuckerberg explained why the duo still made sense:

    “This is an important milestone for Facebook because it’s the first time we’ve ever acquired a product and company with so many users. We don’t plan on doing many more of these, if any at all. But providing the best photo sharing experience is one reason why so many people love Facebook and we knew it would be worth bringing these two companies together.”

    The fears that came with the purchase

    kevinsystromI wasn’t yet a tech reporter when I heard about the Facebook acquisition, but I remember having an instant sense of fear when I heard the news. Instagram was one of the first apps I eagerly downloaded when I got my first smartphone in August 2011. In the 20 months since then, I’ve shared more than 700 photos on the service, or on average, more than a photo a day. When I heard the news, my immediate worry was that Facebook would kill the app I’d grown to love, a tool that I have used to document my favorite memories over the past year.

    And needless to say, I wasn’t alone in this fear. A quick Google search for “Will Facebook ruin Instagram” brings up at least five articles by that title on the first page of results. To say that people were aprehensive is putting it mildly.

    What’s stayed the same

    But now a year after the deal was announced, the essential core of Instagram — being able to quickly take and share mobile photos that look good, upload instantly, and generate positive social feedback from friends — hasn’t really changed. Sure, there have been signs that Instagram is under new ownership, such as the terms of service debacle in December. But the threats of quitting Instagram seemed overblown, and for now, my feelings about the app I first downloaded remain the same. Instagram still feels like a fast, efficient, and creative world within the app.

    Mobilize 2012: Om Malik - Founder and Senior Writer, GigaOM Mike Krieger - Co-Founder, Instagram

    Mobilize 2012: Om Malik – Founder and Senior Writer, GigaOM Mike Krieger – Co-Founder, Instagram

    Before the Facebook acquisition, Systrom said the company was aiming to hit 100 million users, and the app went ahead and met that benchmark in February of this year. The acquisition didn’t slow user growth, but it didn’t triple the predictions either — presumably once you start reaching large enough numbers, it’s hard to keep growing at earlier paces. But the app continued to do well, likely strongly influenced by the jump to Android just days before the acquisition that turbocharged usage and the increased support from Facebook’s servers to handle increased capacity.

    So far, we haven’t seen a designated Instagram tab appear on Facebook profiles. And aside from larger photos on the revamped timeline (for all photos, not just those from Instagram), and integrated likes on photos, there hasn’t been much in the way of preferential treatment for the photo app, as Zuckerberg noted in March. Of course this could, and probably will, change over time. But for now, we haven’t seen anything too radical.

    What’s changed

    However, we have seen some changes to the platform over the past year. They might not be ones that casual users would notice, or changes that alter the core experience of Instagram. But they do hint where the company could be headed, and how the two companies are interacting so far:

    1. It set off the battles among the web giants. Over the past year we’ve seen the launch of apps and products like Twitter’s photo filters, Twitter’s video service Vine, Flickr’s re-launched mobile app, and the rise of Snapchat. The Instagram acquisition came as Facebook realized it didn’t have a lock on how people shared photos, or as Om wrote, “Facebook was scared shitless and knew that for first time in its life it arguably had a competitor that could not only eat its lunch, but also destroy its future prospects.” But the acquisition didn’t slow down Facebook’s competitors, and suddenly Instagram was pulled into the ongoing struggles between Twitter and Tumblr and Apple and Facebook. Instagram had previously been friendly in allowing users to cross-post content to a variety of sites like Tumblr and Twitter, and Twitter co-founder Jack Dorsey was an early investor in Instagram. But with reports that Twitter failed at acquiring Instagram just before Zuckerberg succeeded, relations between the companies deteriorated later in the year.
    2. Instagram has to play by Facebook’s rules now. Until December, we hadn’t seen many consequences from Instagram’s new owners, but when Instagram updated its terms of service and people thought their Instagram photos of their kids could end up on billboards, they freaked out. Intentionally or not, Instagram had gone down Facebook’s “do it now, ask permission later” path, and as it has with Facebook, it got Instagram in trouble. While it seems people’s proclamations of swearing off Instagram didn’t really last, it served to remind causal users of the app that the acquisition had really taken place.
    3. Instagram desktop feed mobileSay hello to the web. Prior to the deal, Instagram’s founders had said repeatedly that they had no interest in moving Instagram to the desktop, but the company did launch desktop profiles in November and photo-viewing and feeds in February. It’s hard to tell if those additions have changed the service much, but as we wrote before it’s the ability to upload photos via desktop that would change the alter the experience more dramatically — that so far, the founders have said they’re not interested in adding.

    Looking forward to the next year of Facebook + Instagram

    So what will happen to Instagram over the upcoming year? Facebook has been through some serious changes since the acquisition – there was the botched IPO, the dramatic improvement of the speed and user experience on mobile, the launch of e-commerce products with the Karma acquisition and Gifts, the launch of Graph Search, the revamp of Newsfeed and tweaks to Timeline, and a new Home on Android.

    Post-IPO, the company is building up its service as an advertising network, and doubling down on ways to make money. It seems like Instagram could be the next target for that. Emily White, Sheryl Sandberg’s protege at both Google and then Facebook where she worked on AdWords and then Facebook’s mobile partnerships, just announced last week that she’s joining Instagram’s team to be director of operations for the group. White’s joining Instagram could do for the group what Sandberg’s arrival did for Facebook: hello, monetization and advertising. We’ve already seen celebrities using their large followings on Instagram for brand endorsements.

    But if users flipped out over terms of service (that a lot of people don’t even read anyway), it’s easy to imagine the outrage that would come if and when mobile ads started appearing in the Instagram feed. That could be the tipping point for many users who haven’t seen big changes over the past year. But it also could be the way for Facebook to start making up the billion dollars it spent on those photos of yours.

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  • Tumblr updates its look on Android with a Path-esque launcher button

    Tumblr launched a fresh new look for its Android app on Monday, updating the navigation with a launcher button that pops out all of a user’s different options on mobile — making the app look a lot more like Path.

    Path has been noted for its design on mobile, and both Facebook’s Home on Android and Tumblr’s new Android design share navigation features with the social network. The new Tumblr navigation lets a user tap on the compose button to bring up a variety of options for blogging:

    tumblr updateThe company has over 200 million visitors per month and 18 billion pageviews, and CEO David Karp will be speaking with my colleague Mathew Ingram at PaidContent Live next week in New York about where the company is headed. Karp spoke at our Roadmap conference in November, where he talked about the challenges of good design on the company’s platforms, saying that it comes down to having a team that would personally want to use its own products.

    “Good products are built by people who want to use it themselves,” Karp said at the time, pointing to Apple’s Steve Jobs and Instagram’s Kevin Systrom as examples. Karp also said that for many users, the app’s design serves as a form of self-expression, so it’s crucial for the company to get it right.

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  • In response to questions about privacy at Home, Facebook says users shouldn’t worry

    When Facebook launched its Home on Android on Thursday, Om raised some questions about how Facebook’s new products would be collecting user data, and whether users should have concerns about their privacy.  Late on Friday afternoon, Facebook responded to now widespread questions about privacy and Home, saying basically that the company won’t be collecting data any differently than it already does with its Android app.

    “Home doesn’t change anything related to your privacy settings on Facebook, and your privacy controls work the same with Home as they do everywhere else on Facebook,” the company wrote in the blog post.

    But Om questioned on Thursday whether that’s really the case, since the HTC First phone with Facebook Home deeply integrated will have far more capabilities than a simple Android app, with the accelerometer in the phone having the ability to track how fast you’re moving, or the phone’s sensors detecting the location of your home based on the times of day you’re not checking in:

    “The new Home app/UX/quasi-OS is deeply integrated into the Android environment. It takes an effort to shut it down,  because Home’s whole premise is to be always on and be the dashboard to your social world. It wants to be the start button for apps that are on your Android device, which in turn will give Facebook a deep insight on what is popular. And of course, it can build an app that mimics the functionality of that popular, fast-growing mobile app. I have seen it done before, both on other platforms and on Facebook.

    But there is a bigger worry. The phone’s GPS can send constant information back to the Facebook servers, telling it your whereabouts at any time.”

    However, Facebook reminded users that adopting Home is totally optional, as I noted in my story about the potential impact of the release, and that users who try it can de-activate it any time. Facebook explained that Home will track the apps you have in your Home launcher on Android, and will track when you open those apps, although not the actions you take inside them. For instance, it will see that you open a maps app, but not the directions you enter. And not surprisngly, the company reminded users that they can read about how Facebook uses data at its Data Policies center.

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  • Twitter co-founders clarify Obvious Corp. structure, say Medium now operates independently

    Twitter co-founders Biz Stone and Evan Williams re-launched the Obvious Corporation in June 2011, bringing back the umbrella organization from which they’ve launched startups like Blogger and Twitter. On Friday, Williams explained in an update how Obvious is currently structured and operating, as well as what’s up with Medium, the group’s most prominent current venture.

    Medium is the publishing platform that came out of Obvious. It has been recently growing and hiring staff, and it will now operate as an independent business from Obvious. Williams wrote that he is spending about 98 percent of his time working on Medium, which is adding an editorial-minded staff and encouraging a wide variety of writers to publish posts on the site.

    Meanwhile, Biz Stone will be working on his recently-announced mobile platform called Jelly, and Jason Goldman, who was profiled exenstively by Buzzfeed recently, will be working on Branch, another publishing platform.

    Williams wrote how they’re currently viewing Obvious in the blog post Friday:

    “Turns out, we like focus. We rebooted Obvious in 2011 with a vague plan. We started investing, incubating, and experimenting to figure out what worked and what we wanted to do at this stage in our careers; we just knew we wanted to work together do stuff that mattered.

    Among other things, the first few months taught us that we gravitated toward diving in more deeply on a small number of things — rather than having a lighter touch on many ventures.”

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  • It’s no Facebook Phone: Home looks nice but could have limited impact

    As Facebook delves deeper into our online lives and builds an advertising business around the information it collects, what better way to reach consumers than the most prominent screen on the phones in their pockets?

    Facebook Android Home CoverfeedFacebook’s Android announcements on Thursday, which essentially create Facebook-centric launchers for Android phones, further underscored that the future of the company is mobile. ”Facebook Home” makes some nice UI improvements around messaging, but considering the long-time buzz surrounding the potential for a “Facebook phone,” this particular announcement did not seem revolutionary.

    The biggest message from Facebook on Thursday in Menlo Park was was that the company wants to improve our ability to communicate with loved ones on mobile. That’s not exactly a new theme. Facebook’s Home basically presents a package of the company’s apps that users can download from the Google Play store that creates a dominant Facebook home screen of photos and an integrated launcher for apps and notifications on Android. The company also announced an HTC First phone with a deeply-integrated version of Facebook Home pre-installed.

    Mobile is where most of the world is headed, as we spend increasing amounts of time staring at our phones and tablets. A company like Facebook, as hungry for user data as any other online advertising business, likes a product like Home because it gives the company greater data about its users. Also, Wall Street has pretty much mandated that Facebook has to make more money through mobile advertising. While ads won’t roll out immediately to the rotating photos on the cover screen, the company didn’t rule it out, meaning it’s probably coming.

    But as Om so aptly noted earlier today, people already spend a good deal of time on Facebook on mobile — about 30 minutes per day. But the only people who will use Facebook Home are those who choose it, either by purchasing the HTC First phone through AT&T, or downloading Facebook Home through the Google Play store. It’s not a product that everyone will immediately have to or choose to use, the way the revamped News Feed will shortly roll out to everyone. And it’s certainly not something Apple iPhone users will likely see any time soon.

    My favorite aspect of the new features through Android revolved around messaging. Messaging and chat apps on mobile are huge, especially for users in Asia, and Facebook needed to make improvements there to push back the third-party apps encroaching on that space. There’s already a good deal banter on the internet making fun of the “Chat Heads,” which are bubble photos of your friends that live on the screen and show you activity and messages from each person. But as a frequent texter who carries on a variety of iMessage threads at any one time, I might appreciate the ability to conduct chats on top of other apps so you don’t have to stop what you’re doing.

    Mark Zuckerberg checks out one of the new phones with the Facebook Home at Menlo Park headquarters.

    Mark Zuckerberg checks out one of the new phones with the Facebook Home at Menlo Park headquarters.

    Facebook’s business both as a social network and an advertising network completely revolve around sharing, as Zuckerberg said Thursday when he emphasized the importance of a social, connected world. If users stop sharing data with Facebook it will have a problem, so it’s worth asking how Home might encourage people to share more. The revolving cover photos on the homescreen certainly bring photos to the forefront and encourage likes and commenting, which you can do from that screen, and Home’s emphasis on messaging could increase how often people use Facebook Messenger if it’s featured more prominently.

    Zuckerberg noted that people check their phone’s lock screens hundreds of times a day, but might only check the Facebook app 12 or 15 times, and Home aims to change that. So Home, if you choose to use it, would have you checking Facebook more often and consuming more visual content. But will it have you sharing substantially more? That doesn’t seem like a given.

    Fundamentally, keeping users inside Facebook is great for Facebook (and when the company eventually rolls out ads to the cover screen photos, it could be quite lucrative.) But for Android users who already have the Facebook app and can customize their launchers? There doesn’t seem to be a lot about this announcement that changes that experience.

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  • Live blog: Facebook’s new Home on Android

    After years of rumors about a Facebook phone, the company is going to be addressing mobile in a big way Thursday morning at its headquarters in Menlo Park, Calif., with plans to discuss “our new Home on Android,” according to invitations sent out last week. The event starts at 10am PT, and we’ll have live coverage here.

    Eliza will be down in Menlo Park with Om Malik, while Kevin Tofel weighs in from the East Coast on the developments of the morning. For a preview of what to expect, check out Kevin’s piece from earlier this week, which examines what the HTC-branded Facebook experience phone might look like and how it might affect the mobile market.

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  • Looking to find new apps? Twitter adds third-party app discovery and deep links

    Looking for a way to find cool new apps? You might not have previously thought to check Twitter, but now your Twitter stream could start to look more like an avenue for app discovery.

    path blog imageTwitter announced updates to its Twitter Cards at a developer event in San Francisco on Tuesday, and the most interesting news is that tweets will now allow for third-party developers to include download links within those tweets, turning Twitter into more of an app discovery platform and showing users where content is coming from.

    So for instance, if your friend posts a photo to the social network Path and cross-posts that photo to Twitter, and if you don’t already have Path installed, you’ll see a link where you can go download Path. And if you do have Path installed, the link can serve as a deep link that will allow you to head directly to the content in that app.

    It might seem slightly counterintuitive for Twitter — why would the company want to send you elsewhere? But clearly Twitter has realized that people respond positively to visual, richer content within tweets, like the short basketball clips embedded in March Madness tweets. So if Twitter becomes a more interesting place, that’s obviously a win for the company.

    Mike Isaac wrote for AllThingsD last week that the developer event would revolve around cards, and explained why the cards matter so much for the future of Twitter’s business. Facebook has built up its third-party developer community in recent years, and while Twitter struggled to work with developers last summer over API guidelines, this could be a new way for the company to build a more positive ecosystem around its product.

    The updates to Cards also come with some changes to the types of content that can be tweeted out, including app descriptions, product details, and galleries, to show that more than one photo is being shared. The blog post from Twitter explained:

    “We first introduced expanded Tweets with three card types: summary, photo and player/video. Since then, we’ve heard that publishers want to be able to share different types of content. With these new card types, more publishers can show more types of content on Twitter.

    Finally, with this update to Cards, we’ve fundamentally re-architected the way Cards are created and delivered. The new Cards system lays a foundation that will make it easier for us to develop more types of Cards in the future and allow for greater customization by publishers and developers. Additionally, this new system is backward compatible; if you’ve already implemented Cards, your integrations will continue to work seamlessly.”

    Twitter announced that its first partners for this roll-out include Delectable, Etsy, Flickr, Foursquare, Gumroad, Jawbone, Path, Rovio’s Angry Birds, SoundCloud, Storenvy, Wine Library and Vine.

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  • Prince would Sue U 4 using Vine

    It seems that not everyone wants in on the Vine party — especially not legendary pop artist, Prince.

    Prince’s record label NPG records has filed a DMCA copyright complaint with Twitter over a series of videos containing Prince’s content that were posted to Vine, Twitter’s newest video platform, as The Next Web first reported.

    The complaint asks Twitter to remove the eight video clips from Vine that contain Prince’s material. Twitter has not yet responded with any comment.

    “These are unauthorized recordings and are unauthorized synchronizations. As such, I have a good faith belief that use of the copyrighted work described above is not authorized by the copyright owner (or by a third party who is legally entitled to do so on behalf of the copyright owner) and is not otherwise permitted by law. I hereby confirm that I believe the tracks identified in this email infringe my copyright.

    We hereby request that you immediately remove our content 8 video clips from the vine.co platform, as accessible via the above links, as well as all other occurrences on the vine.co platform.”

    While it’s unclear how much of an effect six-second videos might have on Prince’s music career, it’s somewhat of a validation for Twitter that serious musicians and celebrities would consider Vine a threat in terms of how media is distributed online. Twitter launched Vine back in January, allowing users to share short video clips and tweet them to the network, and you can now embed Vine videos on the web. It’s still uncertain how many users are sharing videos through Vine or how the startup will fit within Twitter’s ecosystem.

    But it’s fair to say that if Prince has concerns about Vine, the rest of us should keep an eye on it too.

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  • Twitter co-founder gets back in the game with new mobile startup called Jelly

    It seems he’s at it again. Biz Stone, one of the co-founders of Twitter and the Obvious Corp., tweeted on Monday that he’s venturing back into new startup territory with his latest project called Jelly. (Of the fish variety, not the peanut butter one.)

    In a blog post titled, “What is Jelly?” Stone didn’t actually explain much what Jelly is, but did hint at a mobile-oriented startup. And yes, the company is based in San Francisco and it’s hiring.

    “People are basically good—when provided a tool that helps them do good in the world, they prove it.

    Jelly is a new company and product named after the jellyfish. We are inspired by this particular animal because neurologically, its brain is more “we” than “me.” Also, for the past 700 million years, this decentralized structure has been wildly successful.

    News of Jelly emerged unexpectedly early so I’ll wait a bit to share more about the team. In the meantime, I’ll say this. Jelly will be for everybody, it will be developed first and foremost for mobile devices, and it will be free. But, it won’t be ready for a while.”

    Jelly startup jellyfish Biz Stone ObviousBased on Stone’s past ventures with Twitter and Blogger, it seems likely that Jelly will end up with a social bent. Stone noted that he’ll be focusing mainly on Jelly right now.

    He re-launched the Obvious Corp with Twitter co-founder Evan Williams and early Twitter employee Jason Goldman back in June 2011, and so far the umbrella company has launched a few startups, including Medium and Branch, which presumably will be overseen by Stone’s co-founders now.

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  • Generation Mooch? Why 20-somethings have a hard time paying for content

    I distinctly remember learning how to read, and it wasn’t from a book or in a kindergarten classroom.

    It was sitting at the breakfast table with my Dad every morning, when we would read the weather section of the Washington Post. We checked to see if it was hot in Arizona (it usually was) and cold in Canada (it always was). For this reason I’ve always felt an affection for the DC-area newspaper, and I continue to read some of its blogs and politics coverage to this day. But when the newspaper rolls out a paywall this summer, it’s doubtful I’ll start paying for access. I can still log in using my parents’ subscription, but if they stop paying? I might owe that newspaper my literacy, but with the rest of the internet at my fingertips, it’s still not enough to get me to pay.

    There was an excellent post on Buzzfeed earlier this week about HBO Go passwords, in which John Herrman surveyed everyone in his office and asked how most of them access HBO, a content provider that only gives digital access to cable subscribers. The responses evoked a trend I see among my own 20-something friends, which is that hardly anyone actually subscribes to HBO.

    The anecdote struck me as one that perfectly illustrates how much of my generation is building habits around digital content and what exactly we’re willing to pay for. We’ve grown up with a wealth of news and video available for free on the internet, and for many of us, we also have access to high-quality content through parents or friends with subscriptions to services like Netflix or the New York Times. We built media habits around this content from an early age, but we were never forced to actually pay for content.

    And there are a lot of us. Will those companies be able to convince my generation that their content is special or unique — and that one day, we should pay for it ourselves?

    Content for free, at our fingertips

    Online video - streaming video - people looking at computer - teens on laptopIn some ways, it’s pretty obvious why my generation is reluctant to pay for content — it’s because we’ve never had to.

    I’m 22, and I took typing lessons in fourth grade, had computer classes on how to do Google searches and make Powerpoints in middle school, and joined Facebook when it launched in my early days of high school. Until I left for college, my family’s desktop computer was set to open to the New York Times homepage. (At the time, it was free for everyone.) My peers and I learned how to write research papers in high school by citing sources online and by not copying things from Wikipedia, and most of us read Hamlet with the assistance of Sparknotes.com. We discovered music on YouTube, and a few lucky kids got smartphones in high school, which were ubiquitous by the time we hit college.

    My generation has grown up connected to the internet, and we’ve never been at a loss for finding news and information on the web — for free.

    Families have been sharing physical newspapers and televisions for years, of course, but when my parents’ generation left home for college and then grad school or jobs, they had to call up their local newspaper or cable or phone providers if they wanted any of these services. Now, there’s less incentive than ever to leave Mom and Dad’s family cell phone plan, and it seems that for many of my peers, the same applies to digital subscriptions to newspapers, magazines, and cable subscriptions.

    Out of curiosity, I asked about 15 of my friends (most of whom are recent college graduates in varying levels of employment) what content they personally pay to consume. The answer from most of them — minus a few New Yorker-subscriber outliers — was not much. But when I asked everyone what they read or watch using a parent’s (or a friend’s parent’s) subscriptions, the answers went way up. Almost everyone had access to Netflix, and a good number read the news on paywalled websites like the New York Times, and soon, The Washington Post.

    But when I asked if anyone would pay for this content themselves if their parents stopped paying, hardly anyone said they would. The only media that most people said they would pay for was Netflix, and a few said they would subscribe to avoid paywalls on their local newspapers.

    My friends of course aren’t representative of the population at large, but as mainly upper-middle class college graduates, they’re the demographic combination that’s currently most likely to pay for news online, according to a 2010 Pew study. While most of my friends said they read the news and watch video on a regular basis through their parent’s subscriptions, most said if they lost free access, they’d probably go somewhere else rather than pay. That might not be to a place that offers the same quality, but at least it would be free.

    As one friend told me, “If it’s online, it feels like it should be free.”

    Finding solutions to get us to pay — one day

    Girls Lena DunhamNow, it’s not necessarily surprising that 22-year olds aren’t clamoring for financial advice on retirement from the Wall Street Journal or picking up the tab on multiple subscriptions when the youth unemployment rate remains at 13.1 percent. Many people don’t have parents who subscribe to anything, and are perfectly content with the free content on the web and videos on YouTube. And for those who do, mooching a Netflix subscription still pales in comparison to the cost of cell phone plans 20-something share with families. Plus, my age group has always made up a fairly low percentage of newspaper readers anyway. Presumably the value we place on news will rise when we have kids and own houses and spend a few more years paying taxes.

    It’s also possible that we’ll have to look more broadly at the media services my generation will pay for than just newspapers and magazines. While I personally pay for a variety of news subscriptions, Twitter remains my most valuable source of information and I would probably pay more for access to that feed than anything else. Instagram might not be the future of news and information, but it’s fair to say a lot of people would probably pay for that.

    HBO has clearly decided that letting us mooch off subscriptions to access Girls is worth it, since one day some of us wil grow up, get jobs, and subscribe. But hoping and praying, while perhaps the defining media business strategy of this age, is not a particularly compelling long-term bet. Perhaps it should consider low-cost subscriptions meant for recent graduates, that would get us used to paying something but at rates more in line with our typical income levels. Maybe it means creating or structuring content specifically for younger readers and their digital tastes, or adopting micro-payments that remind us more of purchasing an iTunes song than a year-long subscription.

    But even if the content providers move in this direction, will my generation ever pay for quality media? We have grown up with the world at our fingertips on the web, mainly for free. And we’re taking those habits and assumptions with us into adulthood.

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  • 500 Startups announces Parker Thompson as partner, has plans for SF office

    A new partner will be joining 500 Startups, the startup accelerator plans to announce Thursday. The group is also announcing its new offices in New York, and that it has one planned for San Francisco in the future.

    Parker Thompson, who was previously the director of business development for Pivotal Labs, will be joining Dave McClure’s startup accelerator and investment firm. 500 Startups wrote in a press release how Thompson’s new role will fit with the group:

    “We’re also pumped to announce Parker Thompson as the latest addition to the our team. He’ll work with our accelerator program while also helping us grow our presence in the San Francisco startup scene. He comes to 500 from Pivotal Labs, where he built dozens of startup products and helped grow the team from 10 to 150 before the company was acquired in 2012 by EMC. Parker also co­founded a location-­based social networking company pre­-smartphone, and worked at Internet Archive on big data problems before the term even existed. Basically, he was working in tech before it was cool.”

    Existing 500 Startups employee George Kellerman will also be promoted to partner at 500 Startups, and partner Paul Singh is now founder and CEO at dashboard.io, although he will continue to work as a partner as he did before.

    Dave McClure’s 500 Startups has always had an international focus, and debuted its most recent batch of companies back in February.

    The accelerator is also officially announcing that it has opened a New York office, and has plans for one in San Francisco (the group is currently located down in Mountain View.) The addition of a San Francisco office is interesting in light of the recent trend among some internet companies like Airbnb and Pinterest moving up to the city.

    To continue our east coast takeover and support #500Strong NYC­based startups, we’ve opened an office in Manhattan’s historic Flatiron district. In addition to providing space for our startups (and 500 Venture Partner Shai Goldman), we’ll use the space to host meetups, tech talks, and (of course) parties. To get some hipster cred back on the West Coast, we plan on opening a San Francisco office sometime within the next year. We’ll have more on that when it happens.”

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  • Five things to learn from Khosla Ventures’ newest partner Keith Rabois

    In one of his first public appearances since joining Khosla Ventures back in February, longtime Silicon Valley entrepreneur and investor Keith Rabois talked about a wide range of topics, including Stanford football, the so-called Series A crunch and working with the press.

    Rabois recently resigned from Square, where he was serving as COO in January after an employee accused him of sexual harassment. Square accepted his resignation but has so far backed Rabois and he joined Khosla Ventures in February. Vinod Khosla said in an interview at the time that he was consistently impressed with Rabois’ business expertise, and said he heard from entrepreneurs that Rabois was one of the most sought-after advisers in Silicon Valley.

    During the Founder’s Showcase event on the future of investing on Wednesday, Rabois didn’t break a lot of new ground, but here were five things he told us:

    His “Spidey Sense” tells him the Series A Crunch is probably real

    Various people have written about the Series A crunch, and Rabois said he thinks it’s probably not just hyperbole. It is actually getting harder for companies to move from raising a seed round to raising a Series A round, especially with crowdfunding platforms like Kickstarter making it easier to get in the game.

    “My spidey sense is that there is a real change,” he said.

    Half the battle for startups lies with people

    “Capital is one of the resources you need to build a real business, but people are the other. And people are incredibly scarce,” he said.

    Party rounds are not that effective

    “When you do that, no one really cares. They won’t wake up in the morning and think about your company. Most of the people will return your call and try to be helpful, but it’s very different having a partner and having an investor,” Rabois said of party rounds, which are investment rounds involving a large number of people where no one has a substantially larger stake.

    When dealing with the press, be honest

    Having worked on communications teams for a variety of startups, Rabois said honesty is the best policy and it’s not worth taking short-term gains if you think you’ll be around for a while. This gets harder if a reporter hears that you raised funding that you’re not ready to announce, but he said he’s always tried to give more than a “no comment.”

    Being a good VC is an art, not a science

    In response to questions about metrics he looks for or benchmarks he wants to see in companies he invests in, Rabois said metrics are important to an extent, but anyone can look at numbers and make a call. Being a successful venture capitalist is about the art of recognizing unique founders or market opportunities.

    “It’s pretty much a commodity skill to look at numbers. It’s not a real skill,” he joked. “Investment bankers can look at metrics.”

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  • YC winter 2013 demo day: Five startups to watch (afternoon edition)

    As we wrote this morning, Y Combinator introduced its winter startup batch on Tuesday in Mountain View at the Computer History Museum, launching 47 companies to the investors and press who were interested to see what Silicon Valley’s most notable incubator has been cooking up.

    We picked five startups to watch from the morning batch, and talked about some of the changes in this year’s program. The third batch later on Tuesday is off the record. But here are five startups to watch from the second batch on Tuesday afternoon:

    Swapbox

    As someone who frequently misses package deliveries when UPS or FedEx won’t leave things on my doorstep, I totally understand the pain Swapbox is trying to solve. The company is doing almost exactly what Bufferbox launched at YC’s demo day last August — before the company was bought out by Google. Swapbox is planning to put delivery boxes in retail locations across major cities, starting with San Francisco, charging customers $2 to have packages safely delivered. Having had great experiences using Amazon lockers in San Francisco, I can see why it would make sense to have lockers that any company or delivery service could work with. The key will be having enough lockers in locations that they can be useful, and making sure it’s easy to ship packages to those addresses.

    Terascore

    As more students start bringing computers, phones, and tablets into the classroom, Terascore is looking to make it easier for teachers to administer digital tests. By doing so, its trying to banish paper bubble sheets and number two pencils forever. The company charges teachers for access to the platform, and then lets them administer, grade, and return assessments to students online. Obviously the challenge with this idea is finding classrooms where all students have computer access — despite gains in technology, not every classroom does. But as the founders noted, eventually this will be the case, and at that point, it makes sense that digital testing will follow.

    Meldium

    Meldium is a startup that knows that for a lot of small businesses and offices, managing access to shared passwords often involves an Excel spreadsheet or not-terribly-secure means of passing around information. The company provides a cloud-based solution for employees to safely share passwords to more than 20 web apps at the moment, and will be adding more, basing its pricing on the number of apps and users a client needs access to.

    Goldbely

    Goldbely is trying to make it easier for consumers to purchase and ship specialty foods across the country, accessing items like Austin-based Salt Lick Barbecue or New York-based Magnolia Bakery cupcakes in a short period of time. The company pointed to the success of companies like Harry & David in building a consumer base around food shipping, and is looking to do the same with a wider selection of products. The company announced Tuesday that it’s entering a partnership with Facebook Gifts, meaning you might have access to better food Gifts on Facebook pretty soon.

    Medisas

    Medisas provides software services for hospitals, and its first product focuses on cloud-based software that allows doctors and nurses to manage the transition of care of patients when doctors switch from shift to shift. When one doctor leaves a shift and needs to pass along information about the patient, that process often takes place with hand-written paper notes, and Mediasas wants to create software that will bring the transition online, ideally cutting down on the doctor-to-doctor errors that can affect patient care.

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  • YC winter demo day: Five startups to watch (morning edition)

    Whether you think the hype around its startups is justified or not, Y Combinator is still one of the most notable Silicon Valley startup incubators to watch. Its bi-annual demo days are important events for both startups and investors in the tech community, with everyone looking to get in on the next Dropbox or Airbnb to come from the group’s ranks.

    This spring marks YC’s 16th demo day, and compared to the first one I covered in August that featured more than 80 companies, today’s smaller batch of 47 looks is presenting at a slower pace that’s certainly easier for investors and the press to digest. But as YC co-founder Paul Graham noted, even if investors can focus a little more because the initial process was more selective, it won’t be that much easier for them to pick winners:

    “It’s going to be just as hard to tell who’s good,” he said. “It’s not because of the format of demo day that it’s hard to tell who’s good. It’s because it’s actually hard to tell who’s good,” he said. “I mean, even we can’t tell who’s good,” he joked.

    About one-third of the startups presenting on Tuesday were presented off the record, which means they’re still in stealth mode and the press agreed not to write about them. The rest of the companies are divided into two batches, one in the morning and one in the afternoon. Here are my five picks from the morning batch that you should take a look at:

    Airware

    Airware is a building a platform for drone software that allows customers to to manage cost-effective, small aircraft. The company allows drone manufacturers to use its hardware and APIs and then focus on the software that’s specific to the industry that requires a drone. The company explains the idea on its website: “Our os-Series Autopilots integrate hardware, tailored to specific needs, with an open architecture. This combination gives our autopilots the flexibility to be used on both development and production aircraft platforms, enabling UAS manufacturers to rapidly develop diverse and innovative UAS for commercial and military applications, while creating and maintaining intellectual property.”

    SimplyInsured

    SimplyInsured aims to provide a Kayak-like service for small business owners who are looking to compare the cost of picking different insurance plans for employees. The company is looking to cut out the traditional insurance brokers who relied on paper, fax, and estimates, and replace that business with a digital process that would immediately provide business owners with quotes. The company is hoping to take advantage of new Obamacare regulations that limit the effect of health insurance brokers, and target businesses that are still in the under-50 employee size.

    Bitnami

    Bitnami describes itself as the “app store for server software,” letting IT buyers have an app store-like experience when purchasing software to run either on the desktop, on company servers, or in the cloud. The company lists employees from companies like MasterCard, General Electric, and Boeing as customers, and said the company is already bringing in “millions” in profit.

    Microryza

    Microryza wants to “turn everyone with a credit card into a modern day patron of science,” as co-founder Cindy Wu explained. The company has created a crowdsourcing platform that allows individuals to contribute money toward scientific research, bypassing the traditional pathways for funding tenured professors at universities, and instead opening it up to a wider audience of donors. Bill Gates wrote on his blog about the company’s efforts to support scientific research that would benefit developing countries. Wu highlighted several projects that have been funded through Microryza, including a paleontologist who will be doing an excavation and sharing his findings with backers along the way.

    Watsi

    Watsi is a particularly notable startup for Y Combinator because it’s the first (intentional, Graham noted) nonprofit startup to come through YC’s ranks. The company has built a platform where individuals can crowdfund medical treatment and surgeries for individuals, starting with a medical clinic in Nepal but quickly growing to other locations. So far, the site is now funding treatments for up to 17 patients per week.

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  • Remember Ning? Once-buzzy social network has relaunched again as a publishing platform

    Back before Facebook really took off, people were all abuzz about Ning, a social network co-founded by Marc Andreessen and Gina Bianchini in 2004 that raised more than $100 million in its first five years. But the site hit the social market perhaps a little too soon, and has largely faded from prominence, having been acquired by Glam Media in September 2011 and made various attempts at a comeback.

    Ning progression leadership company history

    Image courtesy Ning.

    Now, Glam is trying another such iteration, re-vamping Ning for the modern social era as a personal blogging platform for brands and people to pull together their existing social media followers in one place. But while the concept itself isn’t a bad idea, it’s definitely a crowded arena for Ning to enter — and the site will be charging users to boot.

    WordPress and Tumblr are still huge for traditional blogging, and sites like Medium, Branch, Quora, and LinkedIn have all moved into the publishing area as well recently. (I expressed some skepticism about Quora’s move into publishing recently, and Quora is free.)

    Ning’s general manager Bernard Desarnauts described it to me as the place where someone with a lot of existing social media followers would bring them together for discussion on one platform, and allow the brand to not worry as much about building new followers on the social media site of the moment. He said Ning still has about 60 million monthly active users.

    “Ning itself was not a bad idea, it was just way too early. This notion of people really understanding the power of social, and the ability to commit the time and resources, which was the core of what Ning offers, was too early five or six years ago,” he said. “But publishing is key to social. While the previous version of Ning was very much about community, we’ve really focused this new version of Ning around content publishing, but also how you intertwine publishing with community.”

    However, at this point investing in Twitter and Facebook (with its 1 billion active users) as a social media strategy seems like a pretty solid plan for most people. And Ning will likely have difficulties getting users to pay for its service when it’s not exactly an established platform, although it is offering modern publishing features like responsive design and analytics. However, the fact that Ning is moving to a blogging platform as a plan for making money certainly indicates that social companies see publishing as a solid bet, a larger trend that my colleague Mathew Ingram wrote about. Maybe it’s a sign that content is getting cool.

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  • Mobile apps for Google+ add photo filters, too

    While Google+ might not exactly have reached viral adoption yet, the platform and layout have been popular among the photographer community, and on Monday mobile photographers will get some added features with the launch of updated apps, including photo filters and editing on iOS.

    google+ photo app filters editingWithin the last year, photo filters and editing have become very important for social networks on mobile, with Twitter attempting to challenge Instagram’s dominance by launching its own filters and editing app, and Yahoo pushing its revamped Flickr app around the same time. People just love sharing photos with their social networks, said Facebook CEO Mark Zuckerberg at an event earlier this month, and the competition for photo-hosting has understandably increased.

    Google+ said the editing features coming to the iOS app are from the team at Snapseed, which Google acquired back in September 2012. At the time of the acquisition my colleague Erica Ogg wrote why it was a message on Google’s part to Apple, which really liked Snapseed, and why it could ultimately benefit Google:

    “So as amusing as it is, Google’s purchase of the company behind Snapseed, an Apple staff favorite, is not just Google trolling Apple. It’s several things. It’s Google understanding the necessity of offering high-quality photo editing within its overall ecosystem; aiming to improve its own current offerings like Picasa; and boosting the fast-growing photography community within Google+.”

    Updates to the mobile apps on Monday also include a variety of tweaks and added features like the ability to share your location, improved ability to update communities on the go, and improvements to posts on the Android verison.

    It’s not clear that photo editing and filters will necessarily give much of a boost to Google+ (I still don’t see many photos edited with Twitter’s photo filters showing up in my feed just yet), but it’s interesting to see the fruit of a social media acquisition for Google, as well as the future of Google+.

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  • How closely knit design and engineering teams put Pinterest on a rocket ship

    As businesses increasingly prioritize good design and as we start demanding it in our daily lives, more and more technology companies will face tensions over how to incorporate design principles without compromising on the engineering goals that can also make or break a product or service. It’s a challenge that every company handles differently, and in many cases, one group wins out at the expense of another’s ideals.

    But at Pinterest, the social media darling that has seen incredible user growth over the past few year and whose design has copied widely, the designers and engineers have one seemingly-improbable message: We can do both. At least for now, anyway: one of Pinterest’s greatest challenges in turning from web sensation into a viable business will be its ability to adhere to these principles as revenue and profit pressures sink in.

    pinterest

    I talked with Pinterest software engineer Joshua Inkenbrandt and lead product designer Jason Wilson this week, and we discussed the recent Pinterest re-design: specifically, how both visual and engineering elements played into the overhaul, and how those tensions play out at Pinterest. The two were obviously passionate about the issue, re-iterating the unique qualities of Pinterest’s internal culture and the crossover between their roles. At one point, Inkenbrandt referred to a feature that Wilson had designed, and Wilson automatically jumped in to correct him:

    “It’s the designs that I visualize. We’re all designers.”

    But at an awful lot of companies, designers and engineers aren’t finishing each other’s sentences. Kleiner Perkins partner and former Twitter VP of engineering Michael Abbott explained the tensions best at our Structure:Data conference this week: “The tension on the design side is that it’s never good enough,” he said, “and on the engineering side he or she wants to ship… How do you get that balance? Because you still need to ship.”

    Building a culture of mutual respect

    It’s not that Pinterest is somehow immune from the tensions that other companies face. In fact, Wilson and Inkenbrandt noted that they think the media has probably underplayed just how much the site has changed over the years and the compromises that are inherent in every tweak:

    “With every feature, there’s that tension between it being beautiful and then figuring out how hard it is to actually implement it. So everything you see on the new site has actually gone through that balance,” Inkenbrandt said. For instance, just looking at the main Pinterest grid — which doesn’t feel like it’s changed all that much since the site launched in limited beta in March 2010 — you would never know the number of iterations it has gone through.

    RoadMap 2012 Ben Silbermann Pinterest

    Ben Silbermann, CEO, Pinterest RoadMap 2012 (c) 2012 Pinar Ozger [email protected]

    “We’ve iterated on that 70+ times,” said Inkenbrandt, who just joined the company slightly more than a year ago. Of course, rapid iteration on the web wasn’t invented at Pinterest: Google’s web development strategy in its early years, overseen in large part by current Yahoo CEO Marissa Mayer, blazed this trail for a generation of Silicon Valley engineers and designers.

    In the relatively short time Inkenbrandt has been with Pinterest, the company has grown from about 17 employees to more than 100. Pinterest does not release official user stats, but recent ComScore numbers put users of the popular social content pinning site at more than 48 million unique visitors globally, and a February Pew report put the percentage of online adults using Pinterest at 15 percent, which is about the same as the number who use Twitter. The company recently raised $200 million in a new round of financing, putting its valuation at $2.5 billion.

    So the fact that the company has managed to weather this type of rapid growth without any notable or constant outages (just compare to the number of fail whales in Twitter’s early years), while also remaining one of the most-copied designs on the web at the moment, certainly speaks to Pinterest’s ability to balance both priorities.

    It comes down to the company’s culture, the two said, in that the company values open communication among employees and prioritizes the goals of both designers and engineers. Of course, whether this can scale along with the company is always in question — it’s easier to support both when you’re just a 20 person operation. But the two said that heavy involvement from co-founder Evan Sharp plays a key role in fostering that balance.

    “Evan himself designed and coded the original site,” Wilson said. “So we know that at the end of the day he understands what it takes to get it done.”

    Wilson, who’s designed for companies like Apple, Lytro, and Adobe, said he thinks the company’s efforts to make sure new hires understand the importance of collaborative culture has helped keep the company on that track:

    “I’m basically a vagabond in the industry. I’ve worked at a hell of a lot of places. And every place has its way of doing things. When I worked at Apple, it was very design-centric, and things came from the direction of the executive and it’s thrown over the wall at the engineers. And I’ve worked at places like Adobe, where they develop the features and then say, make it look good. And I don’t believe personally — and this is just a personal opinion — that either of those really are ideal. It’s not bullshit to say that here, it’s a total team effort. I can point to a design element, like actual pixel-level design elements, that Josh gave me creative direction on.”

    Design and engineering building the new look

    pinterest new look screenshotPinterest rolled out its new design to the general public earlier this week, and to the un-trained (or un-Pinterested) eye, the new look wouldn’t seem too different. But two key changes to the look — larger pins, or photos, that come with the content suggestions along the side, and a new way to remain in-stream while scrolling — actually started at engineering problems that were solved by the design team.

    The engineering team had long wanted to fix some of the structural issues that had come with the site’s rapid growth, Inkenbrandt said, and one of them was how to suggest more content for users in a way that was both natural and useful. But in the end, it was Wilson’s design team that found an answer to the recommendation engine quest, by surfacing similar pins from boards users had created:

    “One of our challenges was how to recommend content,” Inkenbrandt said. “So we’re coming up with like, secret sauce algorithms, where we’re trying to figure out based on content what people might like. And then it turns out that based off the design, just having the actual board where the pin was from, well, that content is obviously highly relevant, usually in the same theme, and can help people find great stuff.”

    By showing related content next to individual pins, and then allowing users to navigate to that content without leaving their spot in the stream, also solved another engineering issue with navigation. Wilson said Sharp gave him and the designer some high-level goals for the re-design, and one was to make the overall feel much more lightweight.

    “Before, you would look at one close-up and then go back to the grid and then back to the close-up. So we wanted to figure out a way so you wouldn’t have to do that jump. It seems like a simple thing, but if you’re on there for an hour let’s say, and you do that repeatedly, you might do that a few hundred times.” he said. “To me anyway the holy grail to navigation is to get to the user to navigate via content.”

    But while Pinterest has been able to balance the priorities of design and functionality fairly remarkably so far, the rubber might be about to hit the road. The company has been nudging its way toward a business model recently, adding features like analytics for businesses and encouraging marketers to the site, which makes sense if the company is going to live up to that $2.5 billion valuation.

    But just ask Twitter and Facebook: it’s a lot easier balancing design and engineering when salespeople aren’t breathing down your neck every day.

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  • At Eventbrite, the challenge is with realtime data

    Eventbrite has become one of the leading ticket sales platforms, facilitating events across the world from concerts to festivals to meet-ups. But beneath the exterior site, there’s a lot of data flowing through the company’s platform, and it’s not easy keeping up with the realtime data challenges that come with the company’s growth.

    Vipul Sharma, director of data engineering for Eventbrite, spoke at GigaOM’s Structure:Data conference in New York on Thursday about the data challenges facing his company, which fields customers and data from across the globe. By June 2012 the company had crossed $1 billion in ticket sales, and Sharma said Eventbrite has hosted more than a million events so far.

    Sharma,who has worked as an engineer since 2010 after leaving Digg, where he worked on data mining and machine learning, said one of the biggest data challenges Eventbrite deals with is the speed of the flow of information:

    “So basically what I’m trying to tell you is that the challenge in solving realtime is two-fold. One is the data flow, or how do I transfer the data I have in realtime to my downstream applications,” he said. “And the second part is processing, or how do I process this significant amount of data in realtime. To process in realtime you really need a distributed processing system.”

    Check out the rest of our Structure:Data 2013 live coverage here, and a video embed of the session follows below:


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  • Family app Life360 launches premium version that emphasizes safety

    There’s a good deal of focus on family-oriented social networks right now, including apps like Path or neighborhood-focused sites like Nextdoor. But Life360 CEO Chris Hulls, who is launching the company’s premium features this week, thinks he has the better approach — and the user numbers and traction to back it up.

    life360mzl.kuebzsba.320x480-75
    While Life360 might not get as much attention as a deliberately limited social network app like Path, it boasts more than 30 million registered users — not bad considering Path just hit 6 million registered users, and Nextdoor declines to provide specific user numbers. However, none of the companies, including Life360, have elected to disclose active user numbers.

    The premium version of the app will include a few safety-oriented features for $5 a month or $50 per year. The company provided full details on what the premium plan includes:

    “In addition to in-app features like being able to set up unlimited Places (Life360′s geo-fencing feature) and view an expanded family location history, Life360 Premium also offers helpful features like 24/7 Live Advisor. Simply push the Live Advisor button in-app and you will instantly be connected to a real person who can see your location, dispatch roadside assistance, coordinate a locksmith, call a taxi for your unruly teenager and more. Life360 Premium also enables users to locate up to six non-smartphones for free and provides stolen phone protection in the amount of $100, which you can put towards your next phone if your current one is stolen and not able to be located using Life360.”

    The company raised a $3.5 million Series A funding round back in December 2011. Life360 creates a communication and geo-location app for use by families, but don’t call it a child-tracking app:

    “There’s a misperception that we’re a child-tracker. We’re much more of a family communication tool,” Hulls said. “And we like to avoid connotations of being a safety app.”

    But in reality, the app, which came out of an Android developer challenge back in 2008, does all of these things. It allows you to track family members by their location, set up safety alerts, and communicate quickly with other people in both emergency and daily situations.

    “We think that the real family network is not a social network at all. It’s much more of a utility network. We are trying to be the app that’s used on a daily basis,” Hulls said. “We are a little bit snarky to people we call the Facebook juniors. People who say, ‘Oh, Facebook worked, so let’s do the same things with a newsfeed and photo-sharing for family sharing.’”

    My colleague Kevin Fitchard wrote earlier this month about a recent investment in the company by BMW that will lead to the two working to develop an in-car tracking solution, and Hulls said he’s passionate about taking the company further than your smartphone:

    “We don’t want to be limited to the phone long-term,” he said. “We really do envision ourselves as having a much broader reach than just an app. If in a few years we’re just an app, then I think we’ve failed.”

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  • Pinterest acquires local recommendation app Livestar

    Pinterest announced Wednesday that it has acquired local recommendation app Livestar, adding the company’s engineering talent to the quickly growing social content site. While this might seem like a slightly odd fit (a photo-sharing site acquiring a Yelp-like service?), Livestar’s founder was an early investor in Pinterest, and Pinterest is likely looking to add talented engineers in the realm of mobile and social as it grows.

    In an emailed statement, Pinterest explained why it sees the Livestar team as a good fit for joining the company:

    “We are happy to announce that we have agreed to acquire a startup called Livestar and will be bringing their talented engineering team onboard.  Livestar is an app that helps people find local recommendations from their friends and others. We think the Livestar team is a natural fit for Pinterest because of their commitment to inspiring people to do things in their everyday lives through social and expert recommendations.

    The Livestar engineering team will be joining Pinterest in the coming weeks. CEO and founder Fritz Lanman will not be joining the team, but he will continue to advise Pinterest. An active angel investor in startups including Pinterest, Fritz will continue to invest and advise startups and will be undertaking a new, yet to be announced project.”

    Livestar will be closing down, less than a year after launching in June 2012, when we wrote about the company’s vision and explained the rationale behind Lanman’s approach:

    “The result of Lanman’s work is Livestar, a new iPhone app (Android coming soon) that makes it easy to find the two kinds of recommendations that matter most to many users: friend suggestions and professional reviews. The app serves as a sort of search engine, Q&A platform and review aggregator, combining elements of Yelp, Google, Quora, Metacritic and Facebook. But while many of those services started on the desktop web, Livestar is built from the ground up to be mobile only.”

    Just this week Pinterest announced the wider launch of its new redesign, which includes larger photos and a smaller activity feed. Pinterest also recently released a web analytics tool for brands, just after announcing a new $200 million funding round.

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