Legendary Investor John Doerr Will Take The Stage At Disrupt SF

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Google CEO and co-founder Larry Page has said that Kleiner Perkins partner and legendary technology investor John Doerr “sees the future first.” He’s backed companies like Amazon, Intuit and Google. We’re thrilled to announce that Doerr will be taking the stage to talk about what the future looks like at TechCrunch Disrupt SF in September.

Tickets are on sale and currently available with an early bird discount.

While Doerr has been instrumental in betting on today’s iconic technology companies, he’s also focused on helping create the next stage of innovative technologies. He’s on the boards of social news magazine Flipboard and disruptive online education company Coursera.

Doerr will be one of the many industry leaders at Disrupt. We’ve already announced Yahoo CEO Marissa Mayer, Salesforce CEO Marc Benioff, LinkedIn CEO Jeff Weiner and fellow investor Doug Leone. And we have lots more to come.

The conference starts September 7 and runs until the 11th at our favorite location, the San Francisco Design Concourse. Stay tuned for more speaker announcements and a few surprises to be announced soon.

Our sponsors help make Disrupt happen. If you are interested in learning more about sponsorship opportunities, please contact our sponsorship team here [email protected].


John Doerr

Partner

John Doerr is a general partner at Kleiner Perkins Caufield & Byers. Since joining KPCB in 1980, John and his partners have backed some of the world’s most successful entrepreneurs, including Larry Page, Sergey Brin, and Eric Schmidt of Google; Jeff Bezos of Amazon.com, Scott Cook and Bill Campbell of Intuit; and Mark Pincus of Zynga. John’s passion is helping entrepreneurs create the “Next Big Thing” in mobile and social networks, greentech innovation, education and economic development. Ventures sponsored by John have created more than 200,000 new jobs. John serves on boards in the areas of Internet technologies and greentech, including Amyris, Bloom Energy, Coursera, Essence Healthcare, Flipboard, FloDesign Wind Turbines, Google, iControl, mCube, Quantumscape, Renmatix, Upthere and Zynga. He also led KPCB’s investment in Twitter.

John’s technology career began in 1974 at Intel, just as the chipmaker was inventing the groundbreaking 8080 microprocessor. During his Intel years, he held roles in engineering, marketing, management and sales. John also learned about operating excellence from Intel co-founder Andy Grove — insight that he continues to share with entrepreneurs today. He later founded Silicon Compilers, a VLSI CAD software company, and co-founded @Home, the nationwide broadband cable Internet service.

Outside of KPCB, John supports entrepreneurs focused on the environment, public education and alleviating global poverty. These include NewSchools.org, TechNet.org, the Climate Reality Project and ONE.org. John earned B.S. and M.S. degrees in electrical engineering from Rice University and an M.B.A. from Harvard Business School. He also holds several patents for computer memory devices. John is a member of the American Academy of Arts and Sciences, and a member of U.S. President Barack Obama’s Council on Jobs and Competitiveness.

The Google Drive Paradox And Why Egnyte Is Not Complaining

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A person using Google Drive in the enterprise faces a paradox: Google Drive wasn’t built from the ground up for the enterprise. It’s just not secure enough below the file level. That’s where Egnyte and its file-server technology enters the picture. Egnyte and Google are teaming up to make Google Drive more accessible as a platform that a company can use across the organization.

The Egnyte file hub now reads Google documents in the cloud or on-premise and secures them down to the folder level. That means a company can have a folder for finance and secure it. Permissions are granted for sub-folders, which may be for accounting or finance matters related to a product group or other part of the organization. Documents are synced through the Egnyte file hub. Security is extended externally with business partners by providing it as a PDF. Egnyte provides a complete audit trail — who sent it, when it was received, what time, etc.

The central file server solves the paradox that users face, making Google Drive a service that can be integrated into an enterprise setting. This solution works with any browser but if you need off-line access capability for Google Drive files stored on a network attached storage device, then there is a weakness to the solution. This only works if the user is on a Chrome browser and it also requires a Chrome plug-in. There are efforts underway to open it to other browsers, but the support for just Chrome is a hindrance for adoption.

The Egnyte service shows why companies building ground-up for the enterprise can do so well. They are ready-made for the requirements that come with serving not just one user but everyone in the organization.

Content Marketing Platform Kapost Raises $5.6M From Lead Edge And Floodgate

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Kapost, a startup offering tools for content marketers, just announced that it has raised $5.6 million in Series C funding.

This brings the TechStars-incubated company’s total funding to $8.7 million. The new round comes from new investors Lead Edge Capital and Floodgate, as well as previous investor High Country Venture.

Content marketing is basically what the name suggests — content that’s created to promote a company that can take the form of blog posts, social network updates, videos and more. In the funding press release, co-founder and CTO Nader Akhnoukh argues that this is a way to avoid “annoying your buyers with ads” and instead “inform, educate and entertain them – all the while earning their trust.” (Others have suggested that content marketing is where many journalists are going to get jobs in the future.)

Kapost’s tools include a workflow system for creating branded content, a publishing system that can push this content to a wide range of platforms, and analytics system’s for tracking the content’s success. (The company previously billed itself as a way for publishers to manage a large group of contributors.)

Kapost says it has more than 100 customers, including Intel, AT&T, Oracle, Allstate, General Mills and Lenovo.

Update: An earlier version of the headline said $5.4 million. Apparently, I have $5.4 million on the brain. Also, I asked co-founder and CEO Toby Murdock about his future plans, and this is what he said (via email):

Content-specifically buyer-focused (as opposed to product-focused) content–is not some passing fad, but more and more the fuel that drives all marketing and demand generation success. Thus Kapost will go further to connect the dots between content and the leads and customers it generate. This insight is critical for modern marketers to understand what content is working and what is not and continuously improve their efforts.

Verizon Joins The Early Phone Upgrading Wars With New ‘Edge’ Program

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Verizon CFO Fran Shammo confirmed during the company’s quarterly earnings call that Verizon Wireless was working on a new, more frequent phone upgrading scheme called Edge, but didn’t elaborate much. As it happens, that was because Verizon’s Wireless arm was just about to pull back the curtain on the program ahead of its August 25 launch.

Here’s the skinny: if you’re on one of VZW’s Share Everything plans and skip the annual contracts in favor of a month-to-month deal, Verizon will split the full retail price of that phone over 24 months. Want to ditch that phone for a new one? That’s just fine as long as it’s been at least six months since you got it and you’ve paid off 50% of the device’s cost.

Let’s say for the sake of argument that you’re eyeing up an iPhone and plan to upgrade your phone as soon as you have the option. Verizon sells the 16GB iPhone 5 for $649 sans contract, which works out to a monthly payment of about $27 over 24 months, but in order to upgrade as early as possible you’ll have to shell out $325 in that first six months — or $54 each month if you decide to pay in equal installments — on top of whatever (probably pricey) share plan costs you’ve chosen to deal with.

If all that sounds familiar, well, I can’t blame you. T-Mobile CEO John Legere revealed the JUMP early upgrade program for T-Mobile customers earlier this month, under which customers could effectively pay $10 a month in exchange for the ability to swap phones twice a year provided their devices were in good shape. Then AT&T rolled out a similar program called Next (seriously, what’s with these four letter names”) just a few days ago that’s actually a bit worse — customers who take that route will see the full cost of a device split over 20 months, which means you’ll have paid $384 by the time you first get to upgrade.

Throw in the fact that neither Verizon nor AT&T are offering price breaks on plans to offset the built-in subsidy costs (after all, you’re agreeing to pay full price for the phone over time instead of getting it much cheaper up-front with a traditional 2 year contract) and it becomes clear that avid upgraders should think carefully before embracing either of these options.

The New York Times Will Release A Gesture-Controlled News App For Leap Motion

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The New York Times says it plans to release a Top News app for Leap Motion, the soon-to-be-released controller that will allow users to interact with their computers through gestures — in fact, it will be the only branded news app for the platform’s launch.

In the case of The Times’ app, users should be able to browse articles by moving their hands left and right. Headlines, images, and summaries will be presented in a card format, and if you see something that interests you, you tap on the card to read the full article. You then scroll through the article by making a circular motion, and you shake your hand to return to the Top News menu. (I wasn’t able to try the app myself, but you can see it in action in the video below.)

For now, the app only includes top stories, and there’s no integration with the company’s subscription system. Paul Smurl, The Times’ general manager of core digital products, told me that if the app is popular, the team could go further, adding more content and a login system for Times subscribers.

The Top News app was developed by The New York Times Idea Lab, a division for experimentation and innovation within the company’s Advertising Group. Smurl said The Times likes to a presence on early, experimental platforms, such as Leap Motion and Google Glass. (Yep, The Times has also released a Google Glass app.)

The hope, Smurl said, is to reach “to appeal to those early adopter kind of tech-focused folks that are obviously very influential and can make or break a trend.” At the same time, he sees real commercial potential here, particularly thanks to Leap Motion’s partnership with Best Buy. He said The Times isn’t necessarily looking to make money from these efforts right away, but they do need to have “a clear line of sight” to moentization and a big audience, or “something that allows it to bubble to the top of our priority list.” In this case, Smurl said knowing that The Times would be the exclusive news app was also attractive.

Apparently Times team members met with Leap Motion while at South by Southwest, and they were impressed by what they saw. The Leap Motion controller, Smurl said, “is much more fine-tuned and sensitive to hand and finger motions than some of the competing technologies out there. … It has enough fine motor sensitivity that a reading experience is enabled and it’s pretty damn good.”

The app should be available in Leap Motion’s Airspace Store on July 22 — the day that the controller itself is expected to launch.

Airbnb Reorganizes International Team To Focus On Local Activations And Improve Customer Service

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Peer-to-peer housing marketplace Airbnb has reorganized its international team in an effort to improve its customer support and boost the number of local options available to visitors traveling overseas. With the re-org, the company has shifted some of its regional operations team to work in customer support, while putting more effort on getting others into the field to get local activations.

Reaching the community overseas is increasingly important for Airbnb, for which about 75 percent of its bookings have an international component. That includes U.S. guests booking accommodations overseas, as well as international travelers coming to the U.S. or visiting other countries around the world.

For Airbnb, the new organization is designed to move it out of land-grab mode and toward a more sustainable long-term structure, a representative for the company has said. When it first started investing in its organizational structure in early-to-mid 2011, Airbnb was in a whole different spot. The company had just raised $112 million in funding from Andreessen Horowitz, DST, and General Catalyst, and was ready to aggressively expand.

It was also facing intense competition from Samwer-backed clones Airizu and Wimdu, the latter of which had raised some $90 million in funding around the same time. At that point, Airbnb was all about getting local activations in international markets — that is, educating hosts and guests about the service and getting them to sign up and start using it.

Now, however, the company feels that it has overcome those competitive challenges. And as a result, it’s moved to re-organize its overseas employees to work toward a new phase of its international presence. That’s mostly resulted in regional employees being asked to move into roles that were more about customer support than they had been previously.

The company’s goal is to combine the existing customer service organization, which revolved just around solving immediate problems that hosts or guests had with stays that they had booked, with its efforts around local customer education. With that in mind, the local customer service representatives are being trained to answer all queries that might come their way, creating a flat infrastructure, rather than one in which different representatives can answer different questions.

At the same time, Airbnb is also hoping to find ways to make its regional employees more entrepreneurial. As a result, it will be asking some of the folks to go out into the field more, rather than just working from whatever regional office they are in. To a certain extent, that would follow Airbnb’s early efforts to recruit users in different major markets like New York City (and Y Combinator founder Paul Graham’s advice to “do things that don’t scale“).

As part of the reorganization, Airbnb is also looking to create a regional hub in Europe. The company has offices in London, Paris, Berlin, Barcelona, Milan, and Copenhagen, but it could also open a single major office for that region. It’s not yet picked a spot for that office, according to sources within the company, but in other parts of the world, it has hubs in São Paolo, Singapore and Sydney.

While making changes to its international structure, Airbnb has also been working with local regulators to get them on board with its peer-to-peer marketplace for short-term housing accommodations. That’s important, as the startup has faced scrutiny both here and abroad. The city of Hamburg, for instance, recently enacted a law to make Airbnb legal in the city. The company is no doubt hoping to have other local governments and regulators follow suit.

Salesforce.com Takes $300M Loan For ExactTarget Acquisition, Cash Resources Getting Tight

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Salesforce.com has taken a $300 million loan from Bank of America to pay for its acquisition of ExactTarget which it acquired in June. The loan, when considered in the context of other debt, is reducing the company’s cash resources, signaling a potential cooling in its acquisitions.

According to an 8-K filed today with the Securities and Exchange Commission (SEC), Salesforce completed the loan last Thursday as part of closing the deal with ExactTarget. The total payment on the loan is due in 2016 and payable in quarterly installments equal to $7.5 million beginning at the end of September.

To guarantee the loan, Salesforce is pledging 100 percent of the equity securities of their direct domestic subsidiaries and 65 percent of the equity securities of their direct foreign subsidiaries, subject to certain exceptions and limitations.

The company’s stock hit a high in May but since that time has dropped from $48 per share to as low as $36. Today the stock is hovering around $42 per share.

Skepticism about the ExactTarget acquisition and its value has contributed to the drop in confidence. There are also financial questions about the acquisition that stems from its continued debt load and low cash resources.

Salesforce has a history of posting net quarterly losses, which have taken their toll. In March, the company issued $1.15 billion in convertible debt. That had a remarkable influence on the company’s working capital, giving it about $146 million in surplus as reported today by DailyFinance.com. It was only a temporary measure. The intent, apparently, was to use it for financing the ExactTarget acquisition.

The company also has $528 million in debt stemming from convertible notes it issued in 2010. Reserves will have to be kept on hand in case the notes get converted.

The DailyFinance rightly shows the impacts on Salesforce. It is in a market with competitors that are much larger and have deeper pockets. IBM and SAP have made larger acquisitions but also have significant working capital.

Salesforce has to stretch its cash to make acquisitions while its competitors have fewer concerns in that regard. But the larger companies have legacy technology and difficulty keeping up with the new generation of SaaS and mobile providers. Salesforce has always been an aggressive company. Its aggressive debt financing is evident of that. The question is how long will it now have to wait before making its next major acquisition.

Red Hot Dating App Tinder Officially Arrives On Android, Begins Hooking Up With Big Media

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The Digital Dating World has seen its fair share of companies come and go over the years, and few have been able to give the usual suspects, like eHarmony, Match.com and OkCupid, a run for their respective monies. However, since bursting onto the scene in October of last year, Tinder has been making a play to become the next digital dating giant by focusing on an area where few (if any) of its predecessors have excelled: Your phone.

Drawing on the same addictive formula behind Hot or Not, Tinder allows those in search of a date (or a little casual flirting) to swipe through Facebook-powered profiles of prospective matches, accepting or rejecting based on visual appeal. Sure, it’s a bit superficial, but its game-ified approach to flirting is also more than a little addicting and has taken off among the SnapChat generation, beginning with college campuses.

In fact, since launching in October, Tinder has spread like wildfire — a fact that, as we reported in May, has had investors and potential acquirers drooling. Today, Tinder co-founder and CEO Sean Rad tells us, users have rated over seven billion profiles, and the app has served over 100 million matches in all (and is currently adding 1.5 million matches/day and growing, he says.)

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Yet, for a mobile-first startup, Tinder has been missing a huge piece of the smartphone puzzle: To date, the app has only been available on the iPhone. Beginning today, however, with the arrival of Tinder for Android, the popular mobile dating app is going multi-platform, opening its doors to users of the mobile operating system that now owns over 70 percent of smartphone marketshare.

In the lead-up to the app’s arrival on Google Play, the Tinder founders decided to take a somewhat unusual approach to drumming up attention for its new app — another testament to how popular the app has become.

Instead of simply launching the app on the app store as is normally the case, several weeks ago, the company created a landing page for the new app, saying that they would only make Tinder for Android available once they had received one million requests (via social media). They haven’t quite made it to one million requests, Rad says, but with over 800K already logged, the founders decided to pull the trigger anyway.

In its port from iOS to Android, fans of the mobile dating network will be pleased to learn that there haven’t been many changes to the overall user experience, other than some requisite optimizations for its new operating system. It’s still the same model: Once a user signs in, they’re shown snapshots of local singles based on location and mutual interests. They can “like” or pass each match as it appears and can decide to chat or meet up only when both users show interest (i.e. “like” each other).

It’s this simple model, which encourages people to make snap judgements of each other based on a few photos and some basic profile information on mutual preferences, interests and friends, that have led Tinder users to make over 7 billion profile ratings. For those looking for long-term, serious romance, the eHarmony and OKCupid approach is likely to have more appeal, but for younger users interested in a quick way to meet people and a casual way to flirt, Tinder has (thus far) been taking the cake.

As we wrote earlier this summer, based on its surging popularity among young people, rumors had been circulating for months that the company has been in the process of raising a huge round of outside financing or was busy looking for a big-figure exit. Today, both of these remain untrue and, while the startup is still not sharing how much capital it has in its coffers, IAC is (and remains) its primary investor and stakeholder.

For those unfamiliar, part of the reason Tinder has been able to do what it has over the last six months is that it’s been able to learn first-hand from the giants of Digital Dating. The startup was incubated at Hatch Labs, a new Los Angeles-based startup and accelerator backed by the aforementioned IAC — the same Barry Diller-led digital media giant that happens to own dating veterans Match.com and OKCupid. As a result, IAC maintains “first-dibs” rights to investing Tinder and has been the “sole investor in its seed and series A rounds,” which we’ve heard total in the millions (and likely more than a few “millions”), we wrote at the time.

Think Local, Flirt Global

With enough runway and plenty of interest, Tinder has also begun to focus on international markets, as the CEO told us at the time that over 15 percent of its users now hail from outside the U.S. Going forward, the startup has begun focusing its international efforts on the UK, Canada, Australia, Latin America (particularly Brazil and Mexico), Germany, France and Japan and is in the process of adding further language support, localization and is hiring local reps in each of these countries.

Rad also told us in May that Asia remains a potentially big opportunity for Tinder, thanks to “the explosion of mobile adoption.” To be sure, whether it’s Asia as or in other target global markets, the launch of Tinder for Android will be a key to unlocking continued growth in these regions. As Ingrid recently wrote, Google’s global share of smartphone sales was 64 percent in March and, with Android’s “share rising in every market over the last few months,” it will be approaching 70 percent soon.

Since the beginning, the Tinder founders have been hesitant to refer to their product as a “dating app,” as their long-term plans involve expanding the growing network beyond dating. With the stigmas that have traditionally come with “Internet dating,” this isn’t particularly surprising. No one is eager to be painted with the “superficial dating app” brush, even if in this case, the glove certainly fits.

Beyond Dating

However, the company has been making its first steps toward expanding the Tinder experience beyond dating, launching a new feature called “Matchmaker,” which enables users to create matches between any two Facebook friends for any purpose — flirting or otherwise. As we wrote in May, the idea behind the new networking tool is to create a “casual, simple way to make an introduction, whether you want to set two friends up on a date or make a professional introduction or connection,” while maintaining the anonymity of the typical Tinder experience.

But, as a decidedly free app, the Tinder team has been experimenting with ways to allow big brands to connect with its droves of young users — a coveted demographic for many advertisers — and with ways to monetize. While Rad tells us that its newest promotional deal does not in fact represent its current or future efforts to monetize, it does indicate potential roads the company could take to ramping up revenue generation.

Tinder And Big Media

As Variety and others have reported, the first brand (and TV network) to hook up with Tinder is USA, which launched a promo last night that’s targeted at younger generations ahead of the Season 3 premiere of its popular show, “Suits.” The Tinder CEO tells us that the company has had similar interest from a number of TV networks and brands, but they opted to go with USA and Suits because the network’s vision was the most closely aligned with their own — and because Rad himself is a fan of the show.

On the flip side, dudes under the age of 35 have traditionally been difficult to advertise to, and USA thinks that its promo with Tinder could help introduce its show to an audience it — and many other networks — are always trying to reach. As to the promo itself, beginning last night, when Tinder users sign in to the app, they may find that one of the matches waiting for them is actually a character from “Suits.”

When and if a user “likes” one of the characters, they’ll be given access to “exclusive content” from the show, which basically means sneak peeks, audio greetings and clips only available on the Tinder network. The characters from the show will also be choosing a few power users to “like” back to engage in a little live flirting over chat and, depending on how things go, maybe even live, in person. It remains to be seen whether or not this will appeal to Tinder users or just be a nuisance, but even though both parties were firm on the fact that no money exchanged hands as a result of the partnership, users can expect more of these types of promos within Tinder going forward.

Rad says that he and the team are focused intently on keeping Tinder ad-free, so, while its partnership with USA may not currently be resulting in any revenue for the startup, one can imagine Tinder pursuing similar strategies when it does decide to flip the “revenue switch.”

Sure, few Tinder users are probably champing at the bit to see their favorite mobile dating app begin to monetize, but, at at time when even the former “Miss America” is discovered to be using Tinder, the company would remiss not to take advantage of its 10 minutes. Especially before users discover that the hot date they’ve been falling in love with is actually just a spambot.

Tinder on Google Play here.

Gowalla Co-Founder Josh Williams And Instagram Designer Tim Van Damme Will Leave Facebook In Unrelated Departures

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Gowalla co-founder Josh Williams will leave Facebook, a year and a half after Gowalla was acquired by the social network. In a reportedly unrelated exit, Instagram designer Tim Van Damme will also leave Facebook. Van Damme was also a former Gowalla employee, but he joined Instagram before it was acquired by Facebook.

While the Gowalla product was shut down, Williams went on to build the Facebook Nearby feature, which hasn’t seen much love since it launched in December 2012. The Nearby feature was touted as a major Yelp and Foursquare competitor, but it has been languishing in the mobile sidebar without much improvement; while other, smaller features, like ‘Poke’ got their own standalone app, Nearby hasn’t even earned a more prominent place on the main mobile app.

Williams was most recently a product manager for Pages, Location, and Events; he will stay in San Francisco and work on a new company, although he’s not divulging any further details. No word yet on Van Damme’s reason for leaving or his next plans.

Williams penned a great Medium post, “Play By Your Own Rules” in February about his path with Gowalla, and battling for ground in the space with Foursquare and Burbn (which pivoted to become Instagram). He closed the piece urging others to blaze their own trails:

“Today I’m at Facebook. It’s a special time to be at the company right now. We’re able to build unique products that few others can dream of. But those same challenges still present themselves: How do we choose our own path? Build to our own strengths? Avoid the gravity holes?

These are the questions I chew on every morning.”

Now, Williams and Van Damme have left the social network and set off on their own, separate paths. It’ll be interesting to see what they do next.

White House, Google and Others Adopt Plan To Choke Off Ad Revenue From Pirate Sites

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The White House is in league with top Internet advertising companies to rain on everyone’s free-software parade: a new industry standard has been adopted to remove ads from pirate websites in an attempt to choke off their revenue stream. The voluntary agreement says that companies will remove revenue sharing relationships with a website after users submit a complaint and an internal investigation confirms that the website, does, indeed, shower the world with the happiness that comes from–but is not limited to–pirated software, hollywood blockbusters, contraband, and illicit drugs.

“The Administration strongly supports voluntary efforts by the private sector to reduce infringement and we welcome the initiative brought forward by the companies to establish industry-wide standards to combat online piracy and counterfeiting by reducing financial incentives associated with infringement,” Victoria Espinel, the U.S. intellectual property enforcement coordinator in the Office of Management and Budget, said in a statement Monday.

The Internet’s beleaguered hall monitors/entertainment lobbies have been forced to try this voluntary standards route after global protests struck down the Stop Online Piracy Act. And, the most unproductive congress in history is unlikely to take up any anti-piracy legislation this year.

Senator-turned-entertainment-lobbyist, Chris Dodd, thinks the standards don’t go far enough, saying it’s “an incremental step forward that addresses only a narrow subset of the problem and places a disproportionate amount of the burden on rights holders is not sufficient.”

Right now, the participating ad networks are 24/7 Media, Adtegrity, AOL (TechCrunch’s parent company), Condé Nast, Google, Microsoft, SpotXchange and Yahoo, and has “the support of the Interactive Advertising Bureau,” according to Variety.

I’m sure tagging websites in violation of the standards will be a fun project for the summer interns at participating entertainment lobbies.

[Image Credit: Flickr User juhansonin]

Choose Your Own Adventure At Disrupt SF Startup Alley

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Startup Alley is part wild west, part farmer’s market. But it’s all about startups. You’ll love it.

It’s a three-day exhibition. The first two days will see web companies take over The Concourse at San Francisco Design Center. Then, on the last day, September 11, hardware-oriented companies get their turn in the spotlight, creating a very unique science fair vibe. Like in years past, there will also be sections dedicated to startups from around the world. In the past we’ve had country pavilions populated by startups from Argentina, Chile, Brazil, Israel, Italy, Korea, and Mexico.

This all happens while speakers and startups take the stage at the other end of the Concourse. Not interested in hearing Marc Benioff talking about killing software? Pursue the hundreds of startups in the Alley and come back for Marissa Mayer’s talk about rebuilding Yahoo.

Startup Alley companies also get the chance to present on the Disrupt stage in front of our esteemed judges. On Monday and Tuesday, attendees can vote for their favorite Startup Alley company, which will then have the chance to take the stage as part of that day’s Battlefield contestants. If chosen, that company will be eligible to compete in the Battlefield Finals for the $50,000 grand prize and the privilege of taking home the Disrupt Cup.

Spots are still open to exhibit for Startup Alley and Hardware Alley. Exhibitors get a cocktail table along with power and Internet access, but there are some criteria to keep in mind before applying — startups wanting to participate in Startup Alley must be less than 2 years old and must have raised less than $2.5 million in funding. More info is here.

Needless to say, we’re pretty proud of the startups showing their wares in Startup and Hardware Alley. While some amazing startups launch on the Disrupt stage, a bevy of interesting startups will vie for attention elsewhere in the building.

Sound like fun? It really is, and you dear reader have the option of attending or exhibiting.

Kabam Eyes $300M In Revenue This Year As It Lets Employees Cash Out

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With the IPO door seemingly shut to gaming companies, some of the biggest privately held studios in the world have been looking for new ways to reward longtime employees.

San Francisco midcore game developer Kabam, which makes Kingdoms of Camelot, becomes yet another one today. They arranged a secondary offering that let employees sell $38.5 million of their shares at a $700 million valuation. Everyone in the company who had vested shares had the choice to sell, so it wasn’t limited to just the management. Kabam isn’t saying who is funding this offering, except to say that both current investors as well as a few new investors are participating.

Kabam’s most recently disclosed valuation before this offering was roughly $500 million in a May 2011 deal that involved Google Ventures, Intel Capital, Redpoint Ventures and Canaan Partners.

But since Kabam has successfully transitioned onto mobile platforms and away from Facebook with three of the top 25 grossing iPhone titles in the U.S., it’s been able to bump that valuation up a little bit. The company now says it may make about $300 million this year in revenues, up from $180 million last year.

While the company says it’s profitable, it’s still not clear how profitable it is. Kabam said it has more than $50 million in cash in the bank today. But the company also said it had $45 million in cash in the bank back in January, so a roughly $5 million to $10 million increase in cash on the balance sheet over six months is not that much.

CEO Kevin Chou has publicly talked about the company’s IPO prospects in the past. But after Zynga’s disastrous debut with a 75 percent decline in its first year, very few gaming companies seem willing to test the IPO waters. Even though The Wall Street Journal reported last month that King, the maker of Candy Crush Saga, had hired bankers to explore an IPO, sources close to the company have told me King has backed off this prospect for the time being.

What that means is you have a host of companies that are throwing off cash that are tied in their ability to provide returns to early shareholders or reward employees. In this case, a secondary offering might make sense. Finland’s Supercell gave all of its employees the option to sell 16.7 percent of their stakes when they raised $130 million at a $770 million valuation earlier this year.

Mobile Incubator Tandem Unveils Its Three Latest Startups – And Oh Yeah, It’s Raising A $100M Fund

tandem partners

Tandem is announcing the three latest startups that have joined the Silicon Valley-based mobile incubator. It’s also confirming some news that was revealed earlier this year in a filing with the Securities and Exchange Commission — that it’s raising a big, new fund.

Tandem co-founder Doug Renert told me earlier this year that the firm was planning to expand significantly. The first step in that expansion was hiring two new partners (Rohit Bhagat, formerly chairman of Asia-Pacific for investment firm BlackRock, and John Ellis, co-founder and executive vice president of product and technology at ad tech company Turn), but Renert acknowledged that raising more funding was also part of the plan.

According to the filing, the fund (which is Tandem’s third) will total $100 million, several times larger than the $32 million fund that Tandem raised last year. It’s not clear whether the fund has closed or Tandem will be able to raise the full amount — a spokesperson confirmed that the firm is raising a new fund but declined to offer any details.

Renert has said in the past that his goal is to invest about $200,000 in three startups each quarter that have built a product but don’t yet have traction. Tandem offers those startups mentorship and office space, then it makes follow-on investments in the ones that are successful. Renert has also said that he’s particularly interested in opportunities in emerging markets.

By the way, you may have noticed that the SEC filing dates all the way back to February. Why didn’t I spot it back in April, when Tandem announced its new partners? That’s … a good question.

Uh, did I mention that the firm is also announcing some new startups? Here they are, with descriptions provided by Tandem:

  • Shoptimize — a mobile commerce platform for traditional merchants in emerging markets. The team is working with over 20 businesses outside the U.S., instantly making their products and services available on mobile devices.
  • AcceptPay — a cash-on-delivery platform to support e-commerce in cash-centric economies. They have a core technology team in Silicon Valley with business operations that work closely with banks and merchants outside the U.S.
  • PacketZoom — a mobile content delivery network started by ex-Google engineers. They accelerate mobile application performance substantially across the last mile of mobile networks.

Tandem said this is the first group of startups that it’s backing through the new fund.