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Hundreds of millions of users, especially in developing markets, don’t own high-end smartphones and can’t afford fast data plans to enjoy much of anything on the web.
Google has been exploring multiple ways to better serve this segment of the user base. It has tried partnerships to make the internet more affordable to tens of millions of users. It has worked with smartphone makers to bring reliable Android experience to cheap smartphones. In fact, it’s currently working on a project with telecom operator Jio Platforms in India to further lower the price point for decent Android experience.
For mobile games, however, Google has a slightly different idea to reach users. Area 120, Google’s in-house incubator for experimental projects, last year launched GameSnacks. It’s an HTML5 gaming platform, where titles are bite-sized and they load much faster and consume far less resources because of the way they have been designed.
And that idea appears to be working.
Google said on Tuesday that over the past year it has made inroads with GameSnacks, and is now ready to scale the platform and test monetization models to make it worthwhile for game developers.
In an exclusive interview with TechCrunch, Ani Mohan, General Manager of GameSnacks, said the platform has amassed over 100 titles and millions of users.
“HTML5 gaming has been growing, especially outside of the United States. HTML5 is a great way to get games to users who have just come online and probably haven’t played games online before. These games are cross-device, work on low-bandwidth connection, and are instantly playable as they don’t require users to install any files,” he said.
These single-player games, that work on any device with as low RAM as 1GB and 2G to 3G data connection, are available to users through GameSnacks website. They can be played on desktop as well as Chrome on an iPhone or iPad (if you wanted to give it a whirl.)
Now the company is using its scale to expand the reach and discoverability of GameSnacks. Mohan said in recent weeks GameSnacks games have been made available from the New Tab page in Chrome for users in India, Indonesia, Nigeria, and Kenya.
In India, Google’s biggest market by users, GameSnacks games are also arriving to Google Pay. The company is also experimenting with bringing GameSnacks games to Discover feed.
Mohan said the company is starting these integrations is select countries because that’s where many users face the challenges the platform is trying to address. “We view this as an early stage of experimentation. If it goes well, we will love to expand it,” he said.
Additionally, Mohan said the company is experimenting with bringing GameSnacks games to the Google Assistant.
“Now that few of these integrations are live, one of things we are hoping to do is talk to developers, and tell them that there is an easy way to get on Google,” he said.
Developers on GameSnacks currently monetize their games via a licensing or a contracting model where they sell some or all of their game rights to the company. Mohan said the team, which comprises six people (though more people from Google contribute to it), is working on helping these developers monetize their games using next-generation AdSense for Games ad formats.
“We want to help them build viable businesses over time so we’re going to start experimenting with advertising on the platform,” he said. However, this will be for a select number of GameSnacks games for now.
Emerging markets such as Africa and Asia are not new to the world of HTML games. In India, for instance, a gaming platform called Gamezop raised $4.2 million last year to expand its HTML5 games to reach more developers and embed them into over 1,000 apps.
In 2018, South African telco, MTN Group, launched the Bonus Bucks HTML5 game portal for its subscribers in the Southern African country. Facebook operated HTML5 Instant Games on Messenger for years until taking it off the messaging service. A quick search on our own archive returns scores of firms that work on HTML5 games in the past, though we have seen fewer examples in recent years.
Mohan remains bullish that there is a big opportunity for HTML games and this extends beyond Africa and Asia. “We don’t see these markets as our only option. These are just the markets we’re starting with because the need for HTML5 games… is especially compelling. We think the market size for this is much broader because HTML has users all around the world,” he said.
The usage-based pricing model almost feels like a cheat code — it enables SaaS companies to more efficiently acquire new customers, grow with those customers as they’re successful and keep those customers on the platform.
Compared to their peers, companies with usage-based pricing trade at a 50% revenue multiple premium and see 10pp better net dollar retention rates.
But the shift from pure subscription to usage-based pricing is nearly as complex as going from on-premise to SaaS. It opens up the addressable market by lowering the purchase barrier, which then necessitates finding new ways to scalably acquire users. It more closely aligns payment with a customer’s consumption, thereby impacting cash flow and revenue recognition. And it creates less revenue predictability, which can generate pushback from procurement and legal.
SaaS companies exploring a usage-based model need to plan for both go-to-market and operational challenges spanning from pricing to sales compensation to billing.
Selecting the right usage metric
There are numerous potential usage metrics that SaaS companies could use in their pricing. Datadog charges based on hosts, HubSpot uses marketing contacts, Zapier prices by tasks and Snowflake has compute resources. Picking the wrong usage metric could have disastrous consequences for long-term growth.
The best usage metric meets five key criteria: value-based, flexible, scalable, predictable and feasible.
- Value-based: It should align with how customers derive value from the product and how they see success. For example, Stripe charges a 2.9% transaction fee and so directly grows as customers grow their business.
- Flexible: Customers should be able to choose and pay for their exact scope of usage, starting small and scaling as they mature.
- Scalable: It should grow steadily over time for the average customer once they’ve adopted the product. There’s a reason why cell phone providers now charge based on GB of data rather than talk minutes — data volumes keep going up.
- Predictable: Customers should be able to reasonably predict their usage so they have budget predictability. (Some assistance may be required during the sales process.)
- Feasible: It should be possible to monitor, administer and police usage. The metric needs to track with the cost of delivering the service so that customers don’t become unprofitable.
Navigating enterprise legal and procurement teams
Enterprise customers often crave price predictability for annual budgetary purposes. It can be tough for traditional legal and procurement teams to wrap their heads around a purchase with an unspecified cost. SaaS vendors must get creative with different usage-based pricing structures to give enterprise customers greater peace of mind.
Image Credits: Kyle Poyar
Customer engagement software Twilio offers deeper discounts when a customer commits to usage for an extended period. AWS takes this a step further by allowing a customer to commit in advance, but still pay for their usage as it happens. Data analytics company Snowflake lets customers roll over their unused usage credits as long as their next year’s commitment is at least as large as the prior one.
Handling overages
Nobody wants to see a shock expense when they’ve unknowingly exceeded their usage limit. It’s important to design thoughtful overage policies that give customers the feeling of control over how much they’re spending.
Whether you’re working on something new according to your Twitter bio, or self-employed, according to your LinkedIn bio, founder Ben Huffman thinks his platform, Contra, will be the best way for independent workers to explain and monetize what they are working on.
Contra is a platform that wants professionals to create profiles that show project-based identities, versus a role-based identity that one would show on LinkedIn. It’s been built for what Huffman thinks is the future: digital knowledge workers, a term he uses to describe independent tech workers who freelance for different companies or gigs.
The early adopters are independent workers who want to work or advise for a product team.
“So you can think about any type of modern-day product team consisting of like a designer, an engineer, a PM, maybe a writer, or maybe someone else distributing content. There’s a high degree of referability amongst these user types,” he said.
Users would showcase the tools they use, projects they’ve led and initiatives they’ve pushed instead of simply writing “Former Stripe Engineer” and calling it a day.
“What you don’t know is what problems they solved at Stripe,” Huffman explained, and Contra wants to give users space to explain that.
A Contra profile looks like a storefront for an independent creators’ business. The first thing you will see is project experience, with the option to toggle between services currently available for sale, recommendations from the referral network and, finally, the About page.
A goal of Contra’s, per Huffman, is to help independent workers create high-signal referral networks so they can land new opportunities and gigs. Whenever a user posts a new project experience to their resume, they can add who they worked with as a collaborator.
It’s different from LinkedIn, where you can add anyone you meet and they become a “connection.” Contra requires you to have work experience with your network, making the referral network high-signal. Contra positions referrals high-up on profiles, reminiscent of the MySpace Top 10.
Referrals as a core mechanism to get jobs could disproportionately hurt Black and brown founders, who have been left out of networks. But Huffman says that Contra doesn’t only rely on referrals, it also helps position someone as more than their resume.
“Most resumes are filtered out by AI today and have historically disadvantaged BPOC candidates,” he said. “With a project focus instead of roles and education credential-focus on the identity, we help undiscovered talent get ahead.”
Huffman, who experienced resume bias first-hand as a college dropout with no-credentials from a rural area, thinks that his tool can combat bias in an effective way. The best-case scenario would be if Contra could help a talented designer based in Minneapolis get an opportunity in a city like San Francisco or New York by showcasing their work.
But Contra has ambition to be more than just the latest startup to aim at LinkedIn, Huffman tells TechCrunch. Beyond being a professional network, it wants to also be a place where independent workers can make money for their services and get inbound customers. He describes Contra as a LinkedIn meets Shopify for independent workers.
In other words, Contra is a profile that independent workers can build and then monetize off of, as well as track engagement on how certain services of theirs might be in more demand than others.
“We’re trying to enable people to monetize the value they create, versus the time they spend in places,” says Huffman. The goal here is to “enable people to build these identities, and give them infrastructure to be successful as an independent worker. Contra integrates with Stripe to bring on payments infrastructure, letting workers actually sell their services on the platform.
From an independent worker’s perspective, the internal view offers analytics to understand what the public is looking at on their profile, from what services are most in demand to what projects get the most attention. The analytics, which are private to everyone except the user, also helps workers understand what the conversion rate is once people come to their platform.
It is free to make money and a profile on Contra, which differentiates it from freelance marketplaces like UpWork and Fiverr, which take a percent cut of earnings. Since Contra doesn’t charge a commission on earnings, it monetizes through a SaaS subscription, $29 a month, that includes benefits such as same-day payouts and higher visibility in the platform to eventually get better opportunities.
A potentially large new competitor might be from LinkedIn itself, which is developing a new service called Marketplaces to help freelancers find and book work. Facebook is also working on a tool related to freelancers. Huffman sees Contra’s focus on professional identity as a competitive advantage, and the fact that the tool might be taking commissions.
“It makes what we are doing that much more relevant,” he said.
Luckily, the startup has raised a $14.5 million Series A round to meet its competition head on. The financing event was led by Unusual Ventures, with participation from Cowboy Ventures and Li Jin’s recently announced Atelier Ventures.
Contra wouldn’t disclose the number of users it currently has but did confirm that the total is “in the six-figure range.”
The cash will be used to increase the speed in which it can ship features, as well as build out an ambassador program, in which it will pay users $1,000 a month to test out the product and support the shift to independent work.
Archer Aviation, the electric aircraft startup that recently announced a deal to go public via a merger with a blank-check company, plans to launch a network of its urban air taxis in Los Angeles by 2024.
The announcement comes two months after the formation of the Urban Air Mobility Partnership, a one-year initiative between Los Angeles Mayor Eric Garcetti’s office, the Los Angeles Department of Transportation and Urban Movement Labs to develop a plan for how to integrate urban aircraft into existing transportation networks and land use policies. Urban Movement Labs, launched in November 2019, is a public-private partnership involving local government and companies to develop, test and deploy transportation technologies. Urban Movement Labs and the city of Los Angeles are working on the design and access of “vertiports,” where people can go to fly on an “urban air mobility” aircraft. Urban air mobility, or UAM, is industry-speak for a highly automated aircraft that can operate and transport passengers or cargo at lower altitudes within urban and suburban areas.
Archer Aviation’s announcement comes two weeks since it landed United Airlines as a customer and an investor in its bid to become a publicly traded company via a merger with a special purpose acquisition company. Archer Aviation reached an agreement in early February to merge with special purpose acquisition company Atlas Crest Investment Corp., an increasingly common financial path that allows the startup to eschew the once traditional IPO process. The combined company, which will be listed on the New York Stock Exchange with ticker symbol “ACHR,” will have an equity valuation of $3.8 billion.
United Airlines, which has a major hub in Los Angeles, was one of the investors in the deal. Under the terms of its agreement, United placed an order for $1 billion of Archer’s aircraft. United has the option to buy an additional $500 million of aircraft.
“Archer’s commitment to launch their first eVTOL aircraft in one of United’s hubs means our customers are another step closer to reducing their carbon footprint at every stage of their journey, before they even take their seat,” Michael Leskinen, vice president of corporate development and investor relations at United Airlines, said in a statement. “We’re confident that Los Angeles is only the beginning for Archer and we look forward to helping them extend their reach across all of our Hubs.”
Archer has a ways to go before it’s ready to shuttle passengers. The company has yet to mass produce its electric vertical take-off and landing aircraft, which is designed to travel up to 60 miles on a single charge at speeds of 150 miles per hour. The company previously said it plans to unveil its full-scale eVTOL later this year and is aiming to begin volume manufacturing in 2023.
Designing and building a hub of vertiports is among the numerous tasks that must be completed in the next three years. Brett Adcock and Adam Goldstein, the company’s co-founders and co-CEOs, have said they’re open to using existing infrastructure such as helipads and parking garages in the short term. Their eVTOL, known as “Maker,” is built to fit within the size of the existing infrastructure, according to the company. That flexibility, assuming the Urban Air Mobility Partnership agrees with the strategy, could help Archer meet its 2024 deadline.
What is working in the office going to look like in a post-COVID-19 world?
That’s something one startup hopes to help companies figure out.
Saltmine, which has developed a web-based workplace design platform, has raised $20 million in a Series A funding round.
Existing backers Jungle Ventures and Xplorer Capital led the financing, which also included participation from JLL Spark, the strategic investment arm of commercial real estate brokerage JLL.
Notably, JLL is not only investing in Saltmine, but is also partnering with the San Francisco-based startup to sell its service directly to its clients — opening up a whole new revenue stream for the four-year-old company.
Saltmine claims its cloud-based technology does for corporate real estate heads what Salesforce did for CROs in digitizing and streamlining the office design process. It saw an 80% spike in ARR (annual recurring revenue) last year while doubling the number of companies it works with, according to CEO and founder Shagufta Anurag. Its more than 35 customers include PG&E, Snowflake, Fidelity and Workday, among others. Its mission, put simply, is to help companies “create the best possible workplaces for their employees.”
Saltmine claims to have a 95% customer retention rate and in 2020 saw 350% year over year growth in monthly active users of its SaaS platform. So far, the square footage of all the office real estate properties designed and analyzed by customers on Saltmine totals 50 million square feet across 1,500 projects.
Saltmine says it offers companies tools to do things like establish social distancing measures in the office. Its platform, the company says, houses all workplace data — including strategy, design, pricing and portfolio analytics — in one place. It combines and analyzes floor plans with project requirements with real-time behavioral data (aggregated through a combination of utilization sensors and employee feedback) to identify companies’ design needs. Besides aiming to improve the workplace design process, Saltmine claims to be able to help companies “optimize their real estate portfolios.”
The pandemic has dramatically increased the need for a digital transformation of how workplaces are designed and reimagined, according to Anurag.
“Given the need for social distancing capabilities and a greater emphasis on work-life balance in many office settings, few workers expect a complete ‘return to normal,’ ” she said. “There is now enormous pressure on corporate heads of real estate to adapt and modify their workplaces.”
Once companies identify their new needs, Saltmine uses “immersive” digital 3D renderings to help them visualize the necessary changes to their real estate properties.
Singapore-based Anurag has previous experience in the design world, having founded Space Matrix, a large interior design firm in Asia, as well as Livspace, a digital home interior design company.
“I saw the same pain points and unmet needs in office real estate that I did in the residential market,” she said. “Real estate is the second-largest cost for companies and has a direct impact on their largest cost — their people.”
Looking ahead, Saltmine plans to use its new capital to (naturally) do some hiring and continue to acquire customers — in particular, seeking to expand its portfolio of Global 2000 companies.
Saltmine has about 125 employees in five offices across Asia, Europe and North America. It expects to have 170 employees by year’s end and to be profitable by the end of fiscal year 2021.
The company’s initial focus has been in North America, but it is now beginning to expand into APAC and Australia.
JLL Technologies’ co-CEO Yishai Lerner said JLL Spark was drawn to Saltmine’s approach of making data and analytics accessible in one place.
“Having a single source of truth for data also facilitates collaboration across teams, which is important, for example, in workspace planning,” he told TechCrunch. “This reduces inefficiencies and improves workflows in today’s fragmented design, build and fit-out market.”
JLL Spark invests in companies that it believes can benefit from its distribution and network — hence the firm’s agreement to sell Saltmine’s software directly to its customers.
“As JLL tenants and clients continue to embrace the future of work, they are seeking technology solutions that keep their buildings running efficiently and effectively,” Lerner said. “Saltmine’s platform checks all of the boxes by streamlining stakeholder collaboration, increasing transparency and simplifying data management.”
