Here’s a good reason to read the comments at AVC. You learn things.
On Monday I wrote a post about sending stuff to the wrong people and a number of folks in the comments explained that there is a Google labs feature called Undo Send that holds your “sent mail” for up to 30 seconds before it actually sends it.
I immediately added it to my gmail and feel safer now knowing I have it. I have not used it yet, but I am sure I will.
Here’s how to add it.
Go to gmail settings, then click on the Labs tab and find “Undo Send” and click enable:
Save that change.
Then in the general tab, you will see this:
You can set the cancellation period to anything between 5 seconds and 30 seconds. Save that change too.
I’m honestly not sure why this isn’t a standard feature in Gmail. It seems so useful.
The FCC is expected to approve its Open Internet Rules today. This is a big deal and something we have been fighting for since former FCC Chair Michael Powell unfortunately and incorrectly ruled that Internet Access was an “information service.” We believe that last mile Internet Access is a natural monopoly/duopoly in most geographies and needs to be regulated as such.
As Nick says in his post,
We believe in markets. We believe that by recognizing that access to the Internet is an essential service, the FCC has moved to protect the free and open markets that depend on that access. Contrary to much FUD, this is NOT regulating the internet, it’s ensuring open access TO the Internet.
Brittany posted today about the first USV portfolio diversity summit. Last year we had forty-two portfolio summits all driven by topics that bubble up from our portfolio. Diversity has been rising as a topic that people want to talk about and we reacted to that by hosting a summit on it. We had 28 attendees from 13 different portfolio companies in attendance.
In Brittany’s post, she cites two important reasons to strive for diversity on your team:
- Do you want your company to increase your company’s competitive advantage? Extensive research has proven that more diverse perspectives leads to more innovative ideas and better financial returns.
- Do you want your company to one day serve millions of people? It helps if you know how different people in the population think. If companies want to last, they need to think about this early.
She goes on to outline how the portfolio companies are approaching diversity:
- Getting Started: having the discussion, language, and online tools
- Company Culture: embracing diversity, inclusive mission vision values, and performance
- Recruiting: tactics, expectations, interviews, job postings, resources, and external organizations
- Constant Evolution: Feedback, measuring success, training, and materials
If you are seeking to build a diverse culture and team in your company, I would encourage you to read Brittany’s post which she will follow with dedicated posts on all four topics in the outline.
I got a bunch of emails yesterday that were clearly not meant for me. I replied to let the senders know and deleted them without reading beyond what I had read to know it wasn’t for me.
Then I saw this tweet by Chris Dixon:
Gmail is auto-suggesting the wrong contacts. Just me losing my mind or widespread issue?
— Chris Dixon (@cdixon) February 21, 2015
Then it all jelled in my mind. Gmail was autosuggesting the wrong people to a large swath of its users over the weekend. I was struggling with the same problem but I hadn’t realized it was a service wide issue.
Sending emails to the wrong people is embarrassing and potentially much worse. The same is true of google docs, dropbox, and a host of other cloud based services where we create and store sensitive information. At least google docs pops up the warning “you are about to send this outside of your domain.” That has saved me many times from sending a google spreadsheet or doc with personal information to a woman with the same first name in Mellon’s Private Bank instead of my wife. You would think Google would know my wife is more important. But it does not, particularly on mobile.
The thing of it is that Google is so good at knowing who you might want to send something to that they should do more than they do right now. They could easily pop up a warning saying “you don’t normally send this kind of document to this person” or “you don’t normally include this person in the group you are sending this to.” These sorts of data driven protections/warnings would further cement the already airtight lock they have on me and many others who use gmail and google docs.
But try as we might, we are human and prone to error. It is almost certain that each of us will send something super confidential to someone who should not see it at some point in our life. My hope is when I do that, the person on the receiving end is decent enough to do what I did, inform and delete, not store and forward.
Most people that are in the VC and startup sector know that USV likes to invest in networks. And most of the networks we invest in are consumer facing networks of people. Peer to peer services, if you will. The list is long and full of brand name consumer networks. So it would be understandable if people assumed that we do not invest in the enterprise sector. That, however, would be a wrong assumption.
We’ve been looking for enterprise networks to invest in since we got started and we are finding more and more in recent years. There is a particular type of enterprise network that we particularly like and I want to talk about that today.
Businesses, particularly large ones, build up large groups of suppliers. These suppliers can be other businesses or in some cases individuals. And these suppliers also supply other businesses. The totally of this ecosystem of businesses and their suppliers is a large network and there are many businesses that are built up around making these networks work more efficiently. And these businesses benefit from network effects.
I am going to talk about three of our portfolio companies that do this as a way to demonstrate how this model works.
C2FO is a network of businesses and their suppliers that solves a working capital problem for the suppliers and provides a better return on capital to large enterprises. Here is how it works: C2FO has a sales force that calls on large enterprises and shows them how they can use their capital to earn a better return while solving a working capital problem for their suppliers. They bring these large enterprises onto their platform and, using C2FO, they recruit their supplier base onto the platform. They also bring all the accounts payable for the large enterprise onto the platform. Once the network and the payables are on the platform, the suppliers can bid for accelerated payment of their receivables. When these bids are accepted by the large enterprise, the suppliers get their cash more quickly and the large enterprise earns a return on the form of a discount on their accounts payable. C2FO takes a small transaction fee for facilitating this market.
Work Market is a network of businesses and their freelance workforce. Work Market’s salesforce calls on these large enterprises and explains how they can manage their freelance workforce directly and more efficiently. These enterprises come onto the Work Market platform and then, using Work Market, invite all of their freelance workers onto the platform. They then issue all of their freelance work orders on the Work Market system, manage the work, and pay for the work, all on Work Market. Work Market takes a transaction fee for facilitating this and many of Work Market’s customers convert to a monthly SAAS subscription once they have all of their freelance work on the platform.
Crowdrise is a network of non-profits, the events they participate in, and the people who fundraise for them. Crowdrise’s salesforce calls on these events and the large non-profits who participate in them. When a large event, like the Boston Marathon, comes onto Crowdrise, they invite all the non-profits that participate in their event onto the platform. These non-profits then invite all the individuals who raise money for them onto the platform. These events and non-profits run campaigns on Crowdrise, often tied to the big events, and Crowdrise takes a small fee for facilitating this market.
I hope you all see the similarities between these three very different companies. There are several but the one I’d like to focus on is the “they invite all the ….. onto the platform”. This recruiting function is a very powerful way to build a network from the top down. And once these networks are built, they are hard to unwind.
We don’t see many consumer networks built top down, but we do see a lot of enterprise networks built top down. And we are seeing more and more of them. It is also possible to build enterprise networks bottoms up (Dropbox is a good example of that). That’s the interesting thing about enterprise networks. You can build them top down or bottoms up. And we invest in both kinds of enterprise networks.
The top down enterprise network is a growing part of the USV portfolio. We like this approach to building an enterprise software business and it does not suffer from the “dentist office software” problem. Which is a very good thing.
Stripe has had this in beta for quite a while but yesterday they launched it and now any merchant who is using Stripe can accept Bitcoins in the regular Stripe checkout flow.
If you are using Stripe to handle your checkouts, just add a few things to your Stripe code and you are good to go.
It’s things like this, making it drop dead simple for merchants to accept Bitcoin, that will help drive adoption of Bitcoin payments in the coming years.
And accepting payment with Bitcoin via Stripe costs a merchant 0.5% vs the customary 3%. For low margin products, this is real money. I expect merchants will start incenting customers to pay with Bitcoin in certain product sectors.
I’m going to go find some Stripe merchants that are accepting Bitcoin and try out the checkout flow. It looks really smooth and clean, like everything Stripe puts out.
Back in the early days of this blog I had a series called VC Cliche Of The Week. I’m not sure how long I ran it but I did eventually run out of material and phased it out. In continuation of yesterday’s good vibes and with yet another shoutout to Bliss, here’s a reblog of one from March 2006:
The father of this weekly series, the guy who taught me at least half of the cliches I know, is a guy named Bliss McCrum. He and his partner Milt Pappas taught me the venture capital business from 1986 to 1996 when I worked with them at their firm, Euclid Partners.
One of my favorite cliches from Bliss is a rising tide lifts all boats.
Whenever things seemed too good at a portfolio company, in the stock market, the economy, or somewhere else, Bliss would quip, “well you know that a rising tide lifts all boats“.
It was his way of saying “don’t mistake a good market for a good business”. The insinuation was always that the tide would come back in and so would the boats. And you had to be prepared to make things work in tough times as well as good times.
And we are in good times in the venture business, the internet business, and for the most part, the US economy. Consumer confidence hasn’t been this strong since before the Iraq war. The Fed has raised rates 15 times and may not be done, signalling that the economy remains stronger than they’d like it. Venture money is flowing freely in Silicon Valley and China and in many parts of the developed or developing world. Advertising dollars continue to move from offline media to online media and that is one rising tide that is certainly lifting all boats.
But we know these good times will come to an end at some point. Are we in 1998 as Caterina suggests and have another year or two before the good times end? Who knows? I don’t expect this run of good times to play out like the last one anyway.
The best we can do is prepare our companies to withstand a business environment that is less friendly. Companies need a business model, they need a seasoned and well constructed team, and they need patient and experienced financial partners. With these ingredients, hard work, and some luck, you can survive a downturn.
Some of the best companies I’ve ever worked with were funded at the height of the last bubble and they are doing great now. So it doesn’t really matter when you start a company, but it does matter that you can make it through tough times. Because right now we have a rising tide that is lifting all boats and that won’t last forever.
I graduated from college with a technical degree from one of the finest engineering schools in the world, I had helped to pay for college by writing code in a research lab, I had a strong academic record, and I had no clue what I wanted to do with my life.
Fortunately the Gotham Gal did and I followed her to NYC where she got busy with her career in fashion and retail. Meanwhile I took a job in an engineering firm where I used my coding skills to help design a new class of Navy ships. It was a good paying job, the kind that is in short supply for college grads these days, but it wasn’t anything I was passionate about.
We were visiting our families who lived in DC at the time and at the dinner table one night the Gotham Gal’s mom Judy who is no longer with us said to me “Get an MBA from one of the top schools. With an engineering degree from MIT and and MBA from a top school, you can write your ticket”. I liked the sound of that phrase “write your ticket” so I took her advice.
But the business school applications all asked the same thing, “what do you want to do in your career?” And I really had no good answer to that question. I knew that we were going to live in NYC because that’s where Gotham Gal’s career was flourishing. And I knew that I liked technology. But there wasn’t a tech sector in NYC at that time. All the good and high paying jobs were on Wall Street. And then it hit me. What was at the intersection of Wall Street and technology? Financing tech companies of course.
So I did some research and found out about this, at the time, sleepy little business called venture capital. This was the early 80s and the venture capital business was a much smaller and closer knit business than it is today. But I loved the sound of the word “venture”. It reminded me of adventure. I was smitten.
And so I wrote my business school applications about venture capital. I told all the schools (all three of them) that I wanted to be a VC. One of them, Wharton, accepted me and I went there, commuting back and forth to NYC for two years.
The Gotham Gal, who always pushes me and thank god she does, started asking me a few weeks into the fall semester of business school what I was going to do the following summer. I said “get a job in venture capital”. That was my plan. Nothing more to it than that.
I wrote letters (yes letters) to all the Wharton alums in the VC business and got one reply (via letter) from Bliss McCrum. He said “please come in for lunch”. So I did that. And I got the summer job. That led to a full time job when I got out of school.
That lunch with Bliss happened 30 years ago. It was the key to finding my passion. And it led to a fantastic career that has taught me so much and connected me to so many amazing people.
Last week I got a voice mail message from Bliss. I called him back. He’s living on a ranch in Montana now. He invited me to come up and go fishing with him. We traded a bunch of stories about the venture business in the 80s. I told him that I still use all of his sayings and cliches. He loved hearing that. He and his partner Milton taught me a lot and gave me a place to find my passion. I owe them a lot for doing that. We pay that forward by doing the same thing at USV with young people who want to find their passion. And that feels good.
So where is this story going? Well it seems to me that finding your passion is critical to having a full and fulfilling life. And you have to put yourself in a place to do that. For me, it started with a woman who knew what she wanted to do long before I did and who pushed me to “figure it out” and it ended with a couple guys, Milton and Bliss, who passed their passion on to me.
I am sure there are many other ways to get there. But it won’t happen without help. So surround yourself with people who care about you and listen to them. And good things will come from that.
Onename initially built Blockstore for their own business but is releasing it to the cryptocurrency community today to solicit feedback.
Here’s how Onename designed Blockstore:
- Based on the Bitcoin blockchain:
- Unlimited data storage: Storing large amounts of data in the blockchain can lead to blockchain bloat, so we decided to use a DHT for data storage while storing only hashes of the data in the blockchain, yielding virtually unlimited storage.
- Give money back to miners: Miners provide critical infrastructure for the Bitcoin ecosystem and we believe that any services built on top of Bitcoin should contribute to Bitcoin mining incentives.
- End-to-end design principle: The end-to-end design principle of keeping the core of the network simple proved to be very successful for the Internet, and we believe this is a good decision for blockchain applications as well. Thus, we use the blockchain for a few basic operations and keeping most of the intelligence client-side.
You can check out the Blockstore codebase and documentation on Github for more information.
The Greanville Post has just published what is purported to be the 40 point agenda of the new Greek coalition government headed by the Syriza party that recently won a stunning victory at the polls.
Here is the agenda as reported:
- Audit of the public debt and renegotiation of interest due and suspension of payments until the economy has revived and growth and employment return.
- Demand the European Union to change the role of the European Central Bank so that it finances States and programs of public investment.
- Raise income tax to 75% for all incomes over 500,000 euros.
- Change the election laws to a proportional system.
- Increase taxes on big companies to that of the European average.
- Adoption of a tax on financial transactions and a special tax on luxury goods.
- Prohibition of speculative financial derivatives.
- Abolition of financial privileges for the Church and shipbuilding industry.
- Combat the banks’ secret [measures] and the flight of capital abroad.
- Cut drastically military expenditures.
- Raise minimum salary to the pre-cut level, 750 euros per month.
- Use buildings of the government, banks and the Church for the homeless.
- Open dining rooms in public schools to offer free breakfast and lunch to children.
- Free health benefits to the unemployed, homeless and those with low salaries.
- Subvention up to 30% of mortgage payments for poor families who cannot meet payments.
- Increase of subsidies for the unemployed. Increase social protection for one-parent families, the aged, disabled, and families with no income.
- Fiscal reductions for goods of primary necessity.
- Nationalization of banks.
- Nationalization of ex-public (service & utilities) companies in strategic sectors for the growth of the country (railroads, airports, mail, water).
- Preference for renewable energy and defence of the environment.
- Equal salaries for men and women.
- Limitation of precarious hiring and support for contracts for indeterminate time.
- Extension of the protection of labor and salaries of part-time workers.
- Recovery of collective (labor) contracts.
- Increase inspections of labor and requirements for companies making bids for public contracts.
- Constitutional reforms to guarantee separation of Church and State and protection of the right to education, health care and the environment.
- Referendums on treaties and other accords with Europe.
- Abolition of privileges for parliamentary deputies. Removal of special juridical protection for ministers and permission for the courts to proceed against members of the government.
- Demilitarization of the Coast Guard and anti-insurrectional special troops. Prohibition for police to wear masks or use fire arms during demonstrations. Change training courses for police so as to underline social themes such as immigration, drugs and social factors.
- Guarantee human rights in immigrant detention centers.
- Facilitate the reunion of immigrant families.
- Depenalization of consumption of drugs in favor of battle against drug traffic. Increase funding for drug rehab centers.
- Regulate the right of conscientious objection in draft laws.
- Increase funding for public health up to the average European level.(The European average is 6% of GDP; in Greece 3%.)
- Elimination of payments by citizens for national health services.
- Nationalization of private hospitals. Elimination of private participation in the national health system.
- Withdrawal of Greek troops from Afghanistan and the Balkans. No Greek soldiers beyond our own borders.
- Abolition of military cooperation with Israel. Support for creation of a Palestinian State within the 1967 borders.
- Negotiation of a stable accord with Turkey.
- Closure of all foreign bases in Greece and withdrawal from NATO.
If they are able to pull off even a few of their main agenda items, the new governors of Greece could set a precedent that will likely lead to major power shifts back toward national sovereignty and away form the New World Order along with the breakup or complete restructuring of the European Union.
This is shaping up to be a battle reminiscent of the Battle of Thermopylae in 480 BC, but fought this time, not with weapons of iron, but with innovative systems of money, credit, finance, and organization. -t.h.g.
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When you watch the San Antonio Spurs (or the Atlanta Hawks this season), you get a sense of a system at work on the court. There is chaos, the players are moving and cutting all over the place, and then a pass is made to the open man and an uncontested layup results. It’s like magic.
My partner Andy wrote a post about chaos and startups a few days ago that briefly touches on basketball. He talks about the Zen Master Phil Jackson:
Phil Jackson believed this too. He wrote “the road to freedom is a beautiful system.” The winningest coach in NBA history believed that his success was developing a framework for his players to guide the dozens and dozens of decisions that they have to make each game, each play. He actually believed then, that his job as a coach during games was just to watch. If he had helped the team develop the right framework, then his role would at its optimum – at decision-making time – simply to sit back and let them process.
Andy’s point is that those advising and investing in startups should do the same – help the startup team develop a framework for making decisions and then sit back and watch them do it.
One thing I know for sure is that those who advise and invest in startups cannot and should not meddle in the day to day decision making. It’s harmful and hurtful to the startup and those that lead it. So operating at a higher level, helping to set the framework for decision making and then sitting down and watching the game be played, is certainly the way to go. Of course that doesn’t mean abdicating the responsibility to have the right team on the court at the right time. Coaches do that and advisors and investors should too.
It feels to me like mobile banking is arriving. Whether its M-PESA in Kenya, Venmo in the US, or Bitcoin around the world, more and more people are using mobile services connected to the cloud to store and exchange money with other people and businesses.
And one of the big potential impacts of this trend is on the unbanked, those people who traditional banks won’t service.
The Verge’s Ben Popper and Bill Gates wrote a piece in The Verge this past week about the potential of mobile money to improve the lives of the poor. It’s a good read.
Bill Gates wrote this in his annual letter:
By 2030, 2 billion people who don’t have a bank account today will be storing money and making payments with their phones. And by then, mobile money providers will be offering the full range of financial services, from interest-bearing savings accounts to credit to insurance.
That’s 15 years from now, a long time for sure, but the part of that prediction that is the most important is the “don’t have a bank account today” part. That’s a huge number of people who will have the basic infrastructure in place to allow them to consume other financial services. That feels like a massive market opportunity to me. And it feels like a massive life improvement opportunity to me too. Doing well by doing good. There isn’t much better than that.
Kara Swisher interviewed The President this week. Here it is:
I just woke up and I’m meeting AVC regular JamesHRH in 15mins so this is going to be a short one.
We are meeting at Swingers in Santa Monica, a diner that makes great breakfasts and serves strong black coffee. It’s my go to spot on the west side of LA.
Where is your favorite place to meet for breakfast?
A year or two ago, the Gotham Gal and I were at dinner and were seated next to a young couple. It wasn’t clear if the young couple were on a date, or they were in a relationship, or they were married. We didn’t ask. But they were on their phones for the entire dinner. They did not talk to each other much, if at all. That scene bothers me. I see it all the time in one way or another.
My mobile phone addiction has waned over the years. The worst was the early Blackberry years of the late 90s. I couldn’t keep my Blackberry in my pocket. It was not good. I learned over time how to manage the addiction and by the time the smartphone arrived, I had largely conquered that urge to pull the phone out to distract, disengage, and go somewhere else. I still do it, but I am aware of the urge, and resist it constantly.
Last weekend, we arrived at a restaurant early for a dinner with a friend. The place was packed and the area around the bar was jammed. They asked us to wait at the bar until our table was free and our friend arrived. We were getting pushed and bumped into. Waiters and waitresses were constantly asking to get through. It was not pleasant. We couldn’t even get to the bar to order a drink. I felt this powerful urge to pull out my phone and distract myself from all of that craziness. But I decided to keep my phone in my pocket and just stand there and be present in the chaos. So that’s what I did. But that urge to pull out the phone was powerful. It’s a drug like any other drug.
I see my kids and their generation struggle with this addiction. When a text comes in, they can’t ignore it. They have to grab the phone and see who it is. And as the conversation goes on, they can’t put the phone down even if there are people in the room they can easily converse with. And it is not just the generation that grew up with a phone in their pocket. It is all of us.
The worst of it is in the car. Texting and driving is a scourge. We must find a solution to that. Maybe its a societal movement, like the way we have approached drunk driving. Or maybe its a technological solution. I’ve written about that before.
Having a powerful computer in our pocket that is connected to billions of computers in other pockets in real time is the reality of our time. And it is a drug. And we are all addicted to it in some ways. Being aware of the addiction and working on controlling it has helped me a lot over the years and I encourage everyone to work on it. You can either control it or it will control you.
If you are in a tech company in NYC (or if you run a tech company in NYC) please consider hosting a ScriptEd summer internship this summer. Here is what you need to know to consider that:
1/ ScriptEd is a nonprofit supported by CSNYC. It recruits software developers to volunteer in low-income high schools around New York City during the school year and teach a foundational course in web development and computer science. Over the summer, ScriptEd connects its students to paid six-week summer internships at tech companies and with tech teams within other types companies. Some of its past internship partners include About.com, Contently, Thrillist, JP Morgan and American Express. ScriptEd currently serves more than 300 students across NYC and will place 100 of its students in internships this summer.
2/ ScriptEd will hold a Summer 2015 Internship Information Session on Wednesday, March 4th at 6:30pm. They are specifically looking for companies with at least 40 New York City based employees and at least 3-4 developers on staff. If you are interested in attending this event, please fill out an interest form here. To learn more about their internship program, click here.
3/ ScriptEd’s internship program was so successful last summer that they are aiming to place five times as many students in internships this summer. All of their internship partners from last summer reported that they are re-engaging with ScriptEd this summer, and many have asked for an increased number of interns this summer.
4/ ScriptEd’s long term goal is to ensure that low income NYC students have the experience, mentorship and confidence they need to pursue careers in tech.
5/ The technology industry is growing faster than ever and diverse talent is becoming more difficult to find.
6/ Companies can try to solve for their own tech talent shortage by stepping up recruiting efforts to capture a bigger piece of the tech talent pool but that is not a long-term solution. Expansion of the tech talent pipeline – attracting young women and young students of color to the study of STEM and careers in tech – must be a part of the solution.
7/ ScriptEd’s student population during the 2013-2014 school year was 30% Black, 43% Hispanic, 24% Asian and 3% White. Its 2014 internship class was 50% female and 50% male.
For ScriptEd’s annual report, click here.
For ScriptEd’s internship brochure, click here.
I was catching up on Brad Feld’s blog this morning and saw that he had posted about the “40% rule” for SAAS companies.
I was at the same board meeting as Brad and came away similarly impressed by the simplicity of the rule and the logic behind it.
Here’s the 40% rule and it is aimed at SAAS companies:
Your annual revenue growth rate + your operating margin should equal 40%
So, if you are growing 100% year over year, you can lose money at a rate of 60% of your revenues
If you are growing 40% year over year, you should be breaking even
If you are growing 20% year over year, you should have 20% operating margins
If you are not growing, you should have 40% operating margins
If your business is declining 10% year over year, you should have 50% operating margins
I have never seen growth and profitability so nicely tied together in a simple rule like this. I’ve always felt intuitively that it’s OK to lose money if you are growing fast, and you must make money and increasing amounts of it as your growth slows. Now there’s a formula for that instinct. And I like that very much.
Thanks Brad for posting it.
The ability for anyone to get in their car and open up an app and get business has turned into an enormous market in the past five years. The two biggest categories are “ridesharing” (Uber, Lyft, Sidecar) and “delivery” (Postmates, Deliv, etc).
But there isn’t any reason why these two categories need to be separate. The most efficient utilization of the car and the driver’s time is to put people plus packages into the car at the same time.
And that is what our portfolio company Sidecar is announcing today. Sidecar has leveraged their shared rides technology (where two riders can share a trip and save a lot of money) to make it possible for a driver to pick up a passenger and then a package (or the other way around) and do the trip at the same time.
Sidecar is not doing the delivery piece direct to the consumer (like Postmates or UberFresh) but instead is a third party logistics provider to ecommerce companies that want to offer same day (or same hour) delivery to their customers at a price that is affordable.
Sidecar has been offering “people plus packages” in San Francisco for a while now and it has reached 10% of total ride volume. Their ecommerce partners are getting prices that are up to 80% below traditional same day delivery fees and they have cut delivery times in half. Today they are announcing that they are expanding their same day delivery service to all of their markets in the US.
Combining people plus packages is a win/win/win. Riders get even lower prices for their rides. Drivers make more money (up to 75% more in the San Francisco trial). And ecommerce companies get a less costly and faster way to get their products delivered same day (or even same hour).
Sidecar has a delivery API that allows you to integrate their driver network directly into your app so that your users can see the progress of their delivery in real time. If you are an ecommerce company that wants to leverage Sidecar’s network of drivers around the US, you can visit their Delivery page and learn more.
The innovation cycle in the “ridesharing” market is breathtaking. If you want to stay in the game you have to keep innovating and do that quickly. The result is new services, new markets, and new possibilities. And people plus packages is exactly that.