Tuesday, October 2, 2018

Amazon increases minimum wage for all U.S. workers to $15 an hour

Amazon just announced that it will be raising its raising its minimum wage for all U.S. workers to $15 an hour.

The policy will cover employees at Amazon subsidiaries, including Whole Foods, and well as seasonal and temporary employees. Amazon says that in total, this will cover 250,000 employees, plus 100,000 seasonal employees.

This comes as Amazon is facing increasing scrutiny over how its workers are treated and paid. Senator Bernie Sanders, for example, recently introduced legislation to end what he calls “corporate welfare” — and it’s pretty clear who he had in mind, since the bill was titled Stop Bad Employers by Zeroing Out Subsidies (BEZOS).

Meanwhile, a group of Whole Foods workers have been pushing to unionize, with demands that included a $15 minimum wage.

“We listened to our critics, thought hard about what we wanted to do, and decided we want to lead,” said Amazon CEO Jeff Bezos in the announcement. “We’re excited about this change and encourage our competitors and other large employers to join us.”

Amazon says its existing benefits will not change, except that its RSU stock grant program will be phased out for hourly fulfillment and customer service employees and replaced with a direct stock purchase plan, supposedly because those employees “prefer the predictability and immediacy of cash to RSUs.”

In addition, the company also pledges its public policy team will lobby for an increase to the federal minimum wage from $7.25 — it doesn’t identify a specific wage that it’s targeting, but instead says, “We believe $7.25 is too low. We would look to Congress to decide the parameters of a new, higher federal minimum wage.”

It remains to be seen whether Amazon’s critics are satisfied with these moves.



from Amazon – TechCrunch https://techcrunch.com/2018/10/02/amazon-minimum-wage/

Buyer beware?

Everyone hated the traveling salesman.

That’s because he came to town, said whatever it took to make the sale, and then left.

In 1900, Sears saw a market opportunity. Their catalog had more variety, sure, but what it really offered was a guarantee. Tens of thousands of people even bought a house from the Sears catalog. They become the twentieth century’s biggest retailer because the company understood the lifetime value of trust—difficult to earn, but worth it.

The internet is going through the same schism right now.

Some folks are happy to sell you something right now, then bye, see ya (or not), because every website is in essence from out of town. With so much pressure on clickthrough rates and yield, it’s not surprising that companies are saying whatever they need to in order to close a sale. Big promises, very little care or support.

At the same time, some successful organizations have taken a completely different path. They’re so focused on maximizing the lifetime value for the customer (and themselves) that they work overtime to tell their customers the truth. It’s not for everyone and it might not be for you. Truth works because it earns trust.

Dropbox, software that I’ve recommended here before, is going through an identity crisis. They’ll need to decide if they want to invest in what it takes to be trusted. I’ve wasted many hours over the last few months trying to work my way through some significant bugs (workflow and data loss) with them, and each of the many customer service people I’ve worked with have pushed me to do more testing, and they’ve clearly stated that my problem is unique. This ‘bluff, stall and get used to it’ strategy is the sort of thing one might expect from a traveling salesman. Yesterday they finally let me know that in fact it’s a known issue, that it affects many people with hardware and software like mine, and I’m stuck with it. I can’t easily rip it out, and I can’t happily work with it either.

If they had told me 4 months ago, they would have had a chance at earning my trust as I built a workaround with them. Instead, they’ve lost a sneezer and a referrer, as well as the benefit of the doubt.

When you tell the buyer to beware, you’ve also told him or her to not bother to trust you.

       


from Seth Godin's Blog on marketing, tribes and respect http://feeds.feedblitz.com/~/572406476/0/sethsblog~Buyer-beware/

Monday, October 1, 2018

What to expect from tomorrow’s Microsoft Surface event

It’s fall. That means every big to mid-sized tech company is holding an event to debut its latest offerings in time for the holidays. Even if said offering is just a laptop made out of leather. Not to be left out, Microsoft’s got an event planned for tomorrow afternoon in New York.

As we noted early last month, we know a few thing for sure. First, it’s a hardware event. Second, it’s focused on Surface products. Third, there’s not going to be a Surface Phone this time.

The invite itself doesn’t offer a lot of information. It’s plain and white, bearing the words “a moment of your time.” Could there be a Surface Watch? I mean, I guess, but I wouldn’t bet on it. We have, however, seen enough credible rumors and leaks that we’ve got a pretty decent handle on what to expect tomorrow.

The Surface Pro 6 is the clear frontrunner here. It’s the product that’s been leaked the most ahead of the event — and honestly, it’s the member of the Surface family most overdue for a refresh. From what we’ve seen so far, I wouldn’t anticipate anything major on the design front. In fact, the product looks nearly identical to its predecessor.

In fact, the company’s apparently staying with the full-size USB ports found on the earlier units, rather than embracing USB-C. Seems like an odd choice for what’s traditionally been a forward-thinking line, though Microsoft appears to prize backward compatibility above all else here.

The internals fare a bit better here. The processors are being upgraded to 8th-gen Intel Cores with between 128GB and 1TB of storage, coupled with 4, 8 or 16GB of RAM.

The same appears to go for the Surface Laptop. I liked the original quite a bit, so I wouldn’t be entirely disappointed if they company doesn’t tweak the design language, as expected — though the supposed lack of USB-C ports is an odd one. As with the Pro, there’s expected to be a black version for the models with higher-end specs.

The Laptop is said to ship in both Core i5 and i7 configurations, coupled with storage starting at 128GB (up to 1TB) and 8 or 16GB of RAM.

Other potential additions include a refreshed Surface Studio and updates to the HoloLens line. The event kicks off tomorrow at 4PM ET.



from Microsoft – TechCrunch https://techcrunch.com/2018/10/01/what-to-expect-from-tomorrows-microsoft-surface-event/

Vahdam Teas raises $2.5M to grow its tea-commerce business in the US

Vahdam Teas, an India-based e-commerce startup that cuts the supply chain down to sell fresh teas online, has pulled in a $2.5 million Series B investment for growth in the U.S. and other global markets.

The round comes from existing investor Fireside Ventures, a consumer brand-focused VC firm. It follows a $1.4 million Series A round that was announced at the end of 2017, and it takes two-year-old Vahdam to $5 million from investors to date. TechCrunch understands from a source with knowledge of discussions that the deal values Vahdam at the $25 million mark. Vahdam declined to discuss its valuation when asked.

Vahdam founder and CEO Bala Sarda, a 26-year-old who comes from a tea industry family, told TechCrunch that the company could have raised more money but it is aiming to be picky. There’s clearly demand. Teabox, the startup that pioneered the digital distribution model for tea sales, has raised nearly $15 million from its backers to date, for example.

“We’ve chosen to raise patient, intelligent capital from people who know this industry,” Sarda said. “We’re not profitable yet but not burning a lot of money.”

He admitted that the company could look to raise more funds next year if it sees the right growth opportunities to merit it. He expects the company to reach breakeven over that period, too.

Vahdam Teas founder and CEO Bala Sarda

Stepping back for a moment, Teabox, Vahdam and others like them are aiming to redesign the way people consume and buy tea by massively cutting the time between picking and drinking.

In traditional corporate circles, that process is something like 9-12 months as produce is kept in warehouses and supply chain takes time. Now, the new standard is freshly-kept teas that can go from plantation to home in as few as 10 days depending on harvest time. That’s thanks to temperature-controlled storage and the efficiencies of e-commerce. For consumers, these digital tea sellers offer not just fresher teas, but an easy way to buy a premium selection that is tough to find on the high street.

Vahdam recently said it had delivered its 100 millionth cup of tea — note: it sells loose leaf tea not bags — having just hit 200,000 customers to date. (Teabox said it had delivered 40 million cups in December 2017, but it hasn’t issued a new figure.) Revenue is on track to grow 2X this year, and CEO Sarda believes the company can reach 500,000 customers before the end of next year.

The company sells in over 85 countries, but it has focused on the U.S. market, which accounts for up to 75 percent of its revenue, according to Sarda.

Vahdam first entered America largely through Amazon — which sells its teas, alongside those of Teabox and others, although Vahdam was part of Amazon’ Launchpad startup accelerator program. While that relationship has helped break into the market, Sarda said that Vahdam is on track to see activity from its own website overtake that of its own Amazon store by the end of 2018. That’s important because it helps establish a direct relationship with customers, which is essential for new products, that will soon include a subscription-based service and also a ready-to-drink teabag option.

That subscription was originally going to launch this year, but Vahdam has delayed it while it set up logistics in the U.S. market. Using its previous Series A financing, the startup opened an office in New York and warehouse in New Jersey and Indianapolis — the location of Fedex’s second-largest U.S. hub and a UPS “super hub” with convenient links between east and west coast consumer markets.

Through these locations — and the use of delivery partners — Sarda said Vahdam can now deliver its product to U.S-based customers more effiently. The CEO said it managed U.S-based inventory mostly predictively, but the new locations make it much easier (and cheaper) to handle smaller packages quickly in the U.S. That’ll help with its upcoming subscription, which will include a ‘surprise box’ or regular orders that can be scheduled over variable times, such as weekly, monthly, quarterly, etc.

Vahdam Teas plans to introduce a subscription-based option for its customers

“We are targeting mainstream tea-drinking customers in the U.S, it’s a multi-billion market,” Sarda told TechCrunch. “Our focus is to disrupt the mainstream brands and we’ve been converting [consumers] because they believe it is much fresher tea that’s also easier to order.”

The company is also giving attention to its native market. Not only is it preparing to begin to sell tea in India — it has focused on global markets to date — but it has also unveiled a CSR project aimed at putting money back into the grassroots industry.

Its TEAch Me project sets aside one percent of company revenue to fund the school fees for the children of workers at its partner plantations, where the tea sold to consumers is sourced. Vahdam works with over a dozen partners which, Sarda said, should mean it covers the education costs of over 1,000 students before this year is out. A pilot with one estate saw it cover 60 students and Sarda said that already Vahdam is planning a follow-up initiative focused on health insurance.

“Education is a big part of their salaries [and it] can become a burden for their families even with the [incoming national] minimum wage. As we have more capital to infuse we’ll also look at health care options,” he said.

While it is involved with its estates through these projects, Sarda said there are no plans to own any outright. In some cases, Vahdam buys up a majority, or all, of an estate’s premium tea products but there are other goods sold on to other merchants or at auction. He did say, however, that the company would consider buying stakes where an estate needs new capital, and it is actively helping its partners to embrace technology.



from Amazon – TechCrunch https://techcrunch.com/2018/10/01/vahdam-teas-raises-2-5m/

Letters and numbers

If you make serial numbers or passwords, don’t use 0 or o or 1 or l. Simply skip them as options.

If you want people to remember something, don’t mix letters and numbers together.

If you want people to be able to type in a code on a phone, don’t use caps.

The best passwords and serial numbers to share are actually a series of simple words. blueredrobin is way easier to type and remember than b2#3R4, even though they have similar security.

If this is so obvious, why is it rarely done?

Everything is designed, and design is marketing. It shows that you care, it makes the people you seek to serve happier, and it’s easier, too.

       


from Seth Godin's Blog on marketing, tribes and respect http://feeds.feedblitz.com/~/572238490/0/sethsblog~Letters-and-numbers/

Sunday, September 30, 2018

The war over music copyrights

VC firms haven’t been the only ones raising hundreds of millions of dollars to invest in a booming market. After 15+ years of being the last industry anyone wanted to invest in, the music industry is coming back, and money is flooding in to buy up the rights to popular songs.

As paid streaming subscriptions get mainstream adoption, the big music streaming services – namely Spotify, Apple Music, and Tencent Music, but also Pandora, Amazon Music, YouTube Music, Deezer, and others – have entered their prime. There are now over 51 million paid subscription accounts among music streaming services in the US. The music industry grew 8% last year globally to $17.3 billion, driven by a 41% increase in streaming revenue and 45% increase in paid streaming revenue.

The surge in music streaming means a surge in income for those who own the copyrights to songs, and the growth of entertainment in emerging markets, growing use in digital videos, and potential use of music in new content formats like VR only expand this further. Unsurprisingly, private equity firms, family offices, corporates, and pension funds want a piece of the action.

There are two general types of copyrights for a song: the publishing rights and the master rights. The musical composition of a song – the lyrics, melodies, etc. – comes from songwriters who own the publishing right (though generally they sign a publishing deal and their publisher gets ownership of it in addition to half the royalties). Meanwhile, the version of a song being performed comes from the recording artist who owns the master right (though usually they sign a record deal and the record label gets ownership of the masters and most of the royalties).

Popular songs are valuable to own because of all the royalties they collect: whenever the song is played on a streaming service, downloaded from iTunes, or covered on YouTube (a mechanical license), played over radio or in a grocery store (a performance license), played as soundtrack over a movie or TV show (a sync license), and for other uses. More royalty income from a song goes to the master owner since they took on more financial risk marketing it, but publishers collect royalties from some channels that master owners don’t (like radio play, for instance).

For a songwriter behind popular songs, these royalties form a predictable revenue stream that can amount to tens of thousands, hundreds of thousands, or even millions of dollars per year. Of course, most songs that are written or recorded don’t make any money: creating a track that breaks out in a crowded industry is hard. This scarcity – there are only so many thousands of popular musicians and a limited number of legendary artists whose music stays relevant for decades – means copyrights for successful musicians command a premium when they or their publisher decide to sell them.

Investing in streaming economics

In 2017, revenue from streaming services accounted for 38% of worldwide music industry revenue, finally overtaking revenue from traditional album sales and song downloads. Subscription streaming services hit a pivot point in gaining mainstream adoption, but they still have far to go. Goldman Sachs media sector analyst Lisa Yang predicted that by 2030, the global music industry will reach $41 billion in market size as the global streaming market multiplies in size to $34 billion (nearly all of it from paid subscriptions).

Merck Mercuriadis is seen on the left. (Photo by KMazur/WireImage for Conde Nast media group)

Earlier this week, I spoke with Merck Mercuriadis who has managed icons like Elton John, Guns N’ Roses, and BeyoncĂ© and raised £200 million ($260 million) on the London Stock Exchange in June for an investment vehicle (Hipgnosis Songs) to acquire the catalogues of top songwriters. His plan is to raise and invest £1 billion over the next three to five years, arguing that the shift to passive consumers paying for music will take the industry to heights it has never seen before.

Indeed, streaming music is a paradigm shift from the past. With all the world’s music available in one interface for free (with ads) or for an affordable subscription (without ads), consumers no longer have to actively choose which specific songs to buy (or even which to download illegally).

With it all in front of them and all included in the price, people are listening to a broader range of music: they’re exploring more genres, discovering more musicians who aren’t stars on traditional radio, and going back to music from past decades. Consumers who weren’t previously buying a lot of music are now subscribing for $120 per year and spreading it across more artists.

Retail businesses are doing the same: through streaming offerings like Soundtrack Your Brand (which spun out of Spotify), they’re using commercial licenses – which are more expensive – to stream a broader array of music in stores rather than putting on the radio or playing the same few CDs.

Much of the music industry’s market growth is happening in China, India, Latin America, and emerging markets like Nigeria where subscription apps are replacing widespread music piracy or non-consumption. Tencent Music Entertainment, whose three streaming services have roughly 75% market share in China (a music market that expanded by 34% last year), is preparing for an IPO that could give it roughly the same $29 billion valuation Spotify received in its IPO in April. Meanwhile, music industry revenue from Latin America grew 18% last year.

Western music is infused in pop culture worldwide, so as these countries enter the streaming era they are monetizing hundreds of millions of additional listeners, through ad revenue at a minimum but increasingly through paid subscriptions as well.

At the talent management, publishing, and production firm Primary Wave, founder Larry Mestel is seeing emerging markets drive more revenue to his clients (like Smokey Robinson, Alice Cooper, Melissa Etheridge, and the estate of Bob Marley) as new fan bases engage with their music online. He raised a new $300 million fund (backed by Blackrock and other institutions) in 2016 to acquire rights in music catalogues amid a market he says has improved substantially due to growth opportunities stemming from the streaming model.

It’s not just streaming music platforms that are driving growth either. Streaming video has exploded, whether it’s from short YouTube videos or the growing number of shows on platforms like Hulu and Amazon Prime Video, and with that comes growing sync licensing of songs for their soundtracks; global sync licensing revenue was up 10% year-over-year in 2017 alone. Over the last year, Facebook signed licenses with every large publisher to cover use of song clips by its users in Instagram Stories and Facebook videos as well.

The inflating valuations of songs catalogues

Catalogues are commonly valued based on the “net publisher’s share,” which is the average amount of annual royalty money left over after paying out any percentages owed to others (like a partial stake in the royalties still held by the artist).

When Round Hill Music acquired Carlin for $245 million in January to gain ownership in the catalogues of Elvis Presley, James Brown, AC/DC, and others, it paid a 16x multiple on net publisher share, which is high but not uncommon in the current market when trading catalogues of legendary artists. Just three years ago, multiples anchored in the 10-12 range (or less for newer or smaller artists whose music has not yet shown the same longevity).

Avid Larizadeh Duggan left her role as a general partner at GV to become Chief Strategy & Business Officer of Kobalt

Kobalt, which raised $205 million from VC firms like GV and Balderton Capital to become a technology-centric publisher and label services powerhouse, has also become an active player in the space. Aside from its core operating business (where it stands out from traditional publishers and labels for not taking control of clients’ copyrights), it has raised two funds ($600M for the most recent one) to help institutional investors like the Railpen pension fund in the UK gain exposure to music copyrights as an asset class. In December, their fund acquired the catalogue of publisher SONGS Music Publishing for a reported $160M in a sale process against 13 other bidders looking to buy ownership in songs by Lorde, The Weeknd, and other young pop and hip-hop artists.

Too high a price?

The natural question to ask when there’s a rapid surge of money (and a corresponding surge in prices) in an asset class is whether there’s a bubble. After all, last year’s industry revenues were still only 68% of those in 1999 and the rate of growth will inevitably slow once streaming has captured the early majority of consumers.

But the fundamentals driving this capital are in line with a secular shift – it’s evident that music streaming still has a lot of room to grow in a few short years, especially as a large portion of the human population is just coming online (and doing so over mobile first). Plus as new content formats like augmented and virtual reality come to fruition, new categories of music sync licensing will inevitably accompany them for their soundtracks.

Each catalogue is its own case, of course. As Shamrock Capital managing director Jason Sklar emphasized to me, the rising tide isn’t lifting all boats equally. The streaming revolution appears to be disproportionately benefiting hip-hop, rap, and pop given the youth skew of streaming service users and the digital-native social media engagement of the artists in those genres.

Beyond the purchase price, the critical variable for evaluating a deal in this market is also the operational value a potential buyer can provide to the catalogue: their ability to actively promote songs from the past by pitching them to new TV shows, ad campaigns, and any number of other projects that will keep them culturally relevant. This is where strategic investors have an advantage over purely financial investors in publishing rights, especially when it comes to the longer tail of middle-tier artist’s whose music doesn’t naturally get the inbound demand that the Beatles or Prince catalogues do.

With strong long-term market growth and a wide range of possible niches and strategies, music copyrights are an asset class where we’ll see a number of major new players develop.



from Amazon – TechCrunch https://techcrunch.com/2018/09/30/the-war-over-music-copyrights/

Inadequacy on parade

A never-ending stream of pictures. People who are prettier than you, happier than you, more confident than you. Weddings that are fancier than yours was, with sun-dappled trees, luscious desserts and delighted relatives. Or perhaps it’s the status updates from everyone who is where you aren’t, but wish you were.

And the billboards and the magazine ads always show us the people we’d like to be instead of the people we are.

In the short run, gazing at all this perfection gives us a short hit of dopamine, a chance to imagine what it might be like.

Over time, though, the grinding inadequacy caused by the marketing machine wears us down.

It’s okay to turn it off.

 


PS Consider The Bootstrapper’s Workshop. Today, Sunday, is the last day to sign up for it, and we’re not sure when it will run again. If it’s for you, please don’t miss it.

Since it began just a few weeks ago, there have been 500,000 pageviews, more than 15,000 user visits and 31,000 posts. All from people on a journey similar to yours, one in search of a sustainable model for creating significant value and earning a living while doing it.

The workshop is open for more than two more months. Hope you can join in.

       


from Seth Godin's Blog on marketing, tribes and respect http://feeds.feedblitz.com/~/572095412/0/sethsblog~Inadequacy-on-parade/