OK Go (the band behind hit music videos like “This Too Shall Pass” and “Here It Goes Again”) launched its very own game for iOS and Android earlier this month.

You can play the game, titled Say The Same Thing, with one of your friends or with a randomly chosen player. (If you sign up now, you can also participate in a temporary promotion where people are randomly selected to play with a band member.) Each player types in a word, then you see what the other player said, and you use that as prompt for another word. As the game’s title implies, you win when each of you enters the same word.

It helps if you understand the other player’s interests. For example, I was playing with Graphicly‘s Micah Baldwin — after several rounds, I entered “Perry White,” he entered “Smallville,” and we won by both entering “Lana Lang.”

I also got a chance to play the game with OK Go’s lead singer and guitarist Damian Kulash. (Like how I just dropped that in casually?) I don’t want to give away exactly what happens in the video, but I will say that we totally nailed it.

This isn’t just an app that OK Go stuck its name on, either — Kulash said it was programmed by the band’s guitarist Andy Ross. Apparently band members play a live version of the game together, so eventually they decided to turn it into an app:

At some point we realized, hey, there’s no reason why we need to just put out songs. We can put out everything we want — we make videos, we make shows, why not make apps. … We’ve always been interested in tech as a sort of canvas. We try to make art for the world we live in, and this is where we live now. We live on Skype, we live on our laptops and on our phones.

Traditional recordings of music live in this space really well. Like, we’re making an album right now that will be finished sometime this summer, and we’ll probably put it out in the fall or maybe in the winter, and it’s great to listen to on your phone, it’s great to listen to on your laptop, but there’s all these other things that your laptop and your phone can do that musicians 30 years ago couldn’t imagine and artists 30 years ago couldn’t imagine. I think working in these spaces has always been exciting to us, and we’re just lucky that we have a programmer in our band, because it means that we can test things out like this.

Article courtesy of TechCrunch

Participating in hackathons is nothing new in certain parts of the world, especially Silicon Valley. Once in a blue moon, a small team of people creates something exciting that generates buzz, potentially selling to a larger company.

One developer took on 80 competitors at a hackathon called “TVnext” and won with a solution to save you from reading spoilers on Twitter with an app called Twivo. The developer has nabbed an internship at the company she built the hack on top of — Twitter.

This particular developer’s story took on a life of its own, not just because the app was really cool (I often don’t pay attention to my feed during Saturday Night Live, because all of the people on the other coast ruin it for me), but because Jen Lamere is a female developer who was up against an all-male group of hackers. She was 17 at the time. An attendee discussed the scene with Mother Jones, explaining: “the only other females in attendance, that I saw anyway, were an organizer, two camerawomen, a caterer, three judges, and a participant’s wife.”

The news of Lamere’s summer internship, which looks like it will be with the Crashyltics team specifically, came via Twitter, naturally:

Super excited to intern at @twitter @crashlytics this summer!—
Jen Lamere (@jenniee_l) May 16, 2013

There’s no word on what she’ll be doing, but the experience that she’ll get will be incredibly useful.

Whether you want to take this news as a win for female developers, teenagers or technology as a whole, the story is a great one. At its very core, you have someone who is fascinated enough with tech to take the step and build something without a team, present it publicly at a hackathon and then take it to the next level by pursuing an internship…and that’s inspiring.

While not every hackathon project will lead to some type of fundraising or exit, or even an actual startup, this is a nice lesson to learn that the networking and experience gained at an event like this can go a long way. It’s also nice to see Twitter, a company that is preparing for an eventual IPO, give chances to younger coders. Investor Chamath Palihapitiya told the audience at Disrupt NYC that “everyone should learn how to code,” and this story is a perfect example of that line of thinking.

Imagine if, instead of a spelling bee in junior high, you had entered a hacking competition? How different the world would be.

Article courtesy of TechCrunch

Google I/O, the company’s sixth annual developer conference, got officially underway in San Francisco on Wednesday, and it was an eventful day. It took the company every minute of its epic three-hour keynote to unfurl a laundry list of announcements and updates, seemingly across every product category in its arsenal — from Android, Chrome and Search to Maps, Google+ and Hangouts — each with a fresh coat of paint. We even saw the arrival of Google’s very own subscription music service, today, which is already being touted as a potential Spotify killer.

Amidst Larry Page’s triumphant return to the stage (after addressing his much-discussed vocal issues yesterday), Google’s soaring stock price and sexy smartphone demos, it was easy to miss an important announcement concerning Google’s foray into a considerably less sexy market: Education. (And K-12 education, no less.)

Android Engineering Director Chris Yerga took the stage to introduce Google Play for Education, through which Google hopes to extend Play — its application and content marketplace for Android — into the classroom. The new store, which is scheduled to launch this fall, aims to simplify the content discovery process for schools, giving teachers and students access to the same tools that are now native to the Google Play experience.

Teachers will now be able to search for and recommend learning content by category, grade level, and a variety of other criteria, and will have the opportunity to discover content recommended by other educators, for example. What’s more, every piece of content served within its curated portal is pre-approved by educators before being posted, so that teachers can rest easy knowing the recommended content is quality and school-appropriate.

Google has already begun to recruit content partners, with NASA and PBS among those that have already signed on to make their content available to users when the store goes live this fall. Yerga said that the team plans to begin accepting content submissions from developers at some point this summer.

Today, Apple is far and away the de facto leader in the education space, but with its new educational app marketplace, Google is clearly positioning itself such that it can begin to make a real play at challenging that dominance. To that point, the real key to Google’s new product is the fact that it enables administrators to distribute applications to their entire team. If a teacher wants to shoot content to a couple hundred Android devices, they simply have to type in their group’s name and voila, Google will push that sucker out to everyone on the list.

Another important perk for cash-strapped teachers is that the marketplace doesn’t require them to use credit cards to purchase content. Instead, educators have the option to buy apps and content in bulk and charge those purchases to their account. These are important features for educational users, removing a great deal of the friction around acquiring learning content.

Not only that, but, while schools and educators are eager to bring apps and other digital learning tools into their classrooms, it’s critical for them to be able to manage and to bring some oversight to the content distribution process. Plus, the Android Marketplace, er, Google Play, has had a long-standing malware problem, so that extra layer of teacher control can help get schools over the hump.

While the penetration of Apple’s mobile devices into education is significant, when it comes to other hardware, IT departments don’t want to deal with the hassle of networking iDevices. Plus, Apple products are expensive — and especially for bulk orders, schools will want to turn elsewhere.

Where Google can have a real advantage over Apple is in its ability to combine Google Play for Education with Google Appls for Ed. Small businesses have been adopting Google’s productivity software in droves, and the interest has started to grow among school boards who want to introduce tablets into their classrooms and use Google Apps as the standard.

Together these two products can work hand in hand in the classroom, with each becoming more powerful as a result. In turn this could help create the incentive or leverage that it needs to begin attracting new users.

The biggest takeaway: If it weren’t already abundantly clear, Google is no longer just a search company. The company has been exerting tremendous effort to achieve a unification among its products, not only in terms of design, but in the way its products interact with each other. That is best demonstrated by the fact that Google products now touch just about everyone. In a sense, Google is becoming a utility provider — for both consumers and developers — and, in turn, a data company.

While Apple has long been focused most of its attention on design over the years, Google’s focus on utility has allowed it to build a massive infrastructure, collecting data from across a broad range of software products at a nearly unprecedented scale. For me, there’s no better testament to the utility and wide application of Google’s infrastructure than Education.

Naturally, in juxtaposition with sexy new smartphones and mobile technology, streaming music services and re-imagined social networks, Google’s work in Education tends to end up in the backseat. But, for this reason, Google has quietly (and quickly) gained noticeable traction in Education, thanks to the adaptation of its utilities and gadgets, like Google Apps and Chromebooks, to the learning market.

For example, in February, Google announced in February that Chromebooks are now in over 2,000 schools across the U.S. For awhile now, Apple has grabbed most of the attention in the education space thanks to the rapid adoption of iPads among schools and teachers. Furthermore, when we talk about Google having positioned itself as a provider of essential utilities, there’s probably no better than the company’s recent announcement that the entire country of Malaysia — that’s 10 million students, teachers and parents — will use Google Apps for Education as part of the country’s effort to improve its education system.

Through its Google Apps products, Google allows students and teachers to collaborate in realtime through Web apps, while using already-familiar tools like Google search and Gmail. The other part of this is, Google’s cloud, its infrastructure, allows it to operate its software products at scale without the traditionally high costs. For that reason, the company can make its educational products accessible to cash-strapped IT departments, for example.

With infrastructure that allows it to run its software at scale from the cloud, Google’s products become more flexible. That foundation behind it, with Google Apps having found penetration among small businesses, it adapted the suite to address similar productivity and collaboration inefficiencies in education.

Apply that to Google Play and pair it with Google Apps, and you can start to see why EdTech entrepreneurs and investors, when asked what the biggest trends are in education (that no one’s talking about yet), more than a few have said “start paying attention to Google.”

And with the impending arrival of Google Play for Education, if Google can start to get Android tablets into the hands of kids, it looks like they might just be onto something…

Google Developer page here.

Article courtesy of TechCrunch

As a fourth generation venture investor, Adam Draper was pretty much predestined to work with startups. The son of Tim Draper, the founder of global VC firm Draper Fisher Jurveston, Adam has made it his mission to do everything in his power to help entrepreneurs bring their ideas to life — without relying on his family name to do so. After taking the plunge as an entrepreneur himself, co-founding a capital raising and trading platform and an equity crowdfunding portal, the 26-year-old again finds himself back in the Draper wheelhouse: Early-stage finance.

In the summer of 2012, Draper launched his third venture, Boost.vc, a San Mateo-based accelerator that offers housing (in an on-site hotel), office space, mentorship and seed funding as part of its 12-week incubation program. But by today’s standards, considering the glut of startup accelerators that have emerged over the last two years, what was once an attractive model now almost sounds run-of-the-mill. I’d argue, and Draper would agree, that accelerators can provide more value for startups over the long-run by focusing on a particular vertical.

Today, Boost.vc is taking its first (experimental) step in that direction by focusing on one of the hottest verticals in the tech industry: Bitcoin. About three months ago, the decentralized, ungoverned currency became “an obsession,” Draper says, and since then, it’s been the focus of his blog, meetings and now, in part, his accelerator. Boost.vc will be dedicating half of its second batch (seven startups total) to companies building products and technologies around the Bitcoin ecosystem.

When it comes to Bitcoin, Draper unabashedly wears rose-colored glasses, calling Bitcoin “one of the most exciting innovations happening in the world today.” While the kind of endorsement might give some pause, Draper isn’t alone. Last month, Lightspeed Venture Partners’ Jeremy Liew penned a post for TechCrunch explaining why VCs “love the Bitcoin market.” Liew himself has been a champion of Bitcoin and its incarnations, having recently backed OpenCoin, the developer of open source payment protocol, Ripple, for example.

Now Liew and other VCs are ready to ante up and continue to put their money where their mouths are by helping to establish the “Boost Bitcoin Fund.” The Fund, Draper exaplins, is a follow-on or “start” fund for all Bitcoin companies that graduate from the accelerator program. Each of the fifteen companies in Boost’s cohorts receives $15K in seed capital (in exchange for a 5 percent equity stake), but with the new fund, Bitcoin startups will receive an additional $50K investment upon completing the program.

The fund is anchored by Lightspeed, Rothenberg Ventures, The Bitcoin Opportunity Fund and Beluga founder Ben Davenport, all of which have begun to invest more aggressively in Bitcoin startups. Draper says that the team began to toy with the idea of a follow-on fund when the founders decided to accept seven Bitcoin startups into its summer session.

In floating the idea for a Bitcoin Start Fund to the investment community, the team was surprised by the warm reception that followed. In fact, Draper says, the capital came together in a week. With the Bitcoin movement continuing to gain steam, both entrepreneurs and investors are eagerly jumping into the space and testing new ideas in hopes of finding business models that will stick.

True to form, Draper says that the Boost.vc team is fully “committed to pushing Bitcoin toward becoming the next digital frontier.” Even if, as part of that experiment, the eight startups not focused on Bitcoin have to look on with envy as the other half of their cohort pockets an additional $50K at the end of the program.

Not only that, but as part of moving to commit (half of) itself to the vertical, Boost.vc will be bringing in “a number of Bitcoin-focused mentors,” including Davenport, who has recently dedicated himself to the space, along with additional speakers, experts and investors.

As a testament to the growing interest in the Bitcoin market, the digital currency now has its own conference, Bitcoin 2013, which is scheduled to take place this weekend in San Jose. Naturally, the conference will also play host to a Bitcoin-focused hackathon, and Draper tells us that Boost.vc plans to pick one of the seven startups that will participate in its program from the field.

As to the program: Applications for Boost.vc’s second cohort are being accepted on a rolling basis, with a final deadline of June 1st. The program will kick off June 24th, concluding in a demo day in the middle of September (the date has yet to be set). Those interested in applying can do so here.

Article courtesy of TechCrunch

Fresh from last week’s Verizon Lumia device launch, Nokia has taken the wraps off a new smartphone in its Windows Phone-based Lumia range at an event in London today. The Lumia 925 is its first flagship for T-Mobile in the U.S. This means that following the Lumia 928 launch on Verizon, and factoring in Nokia’s initial launch of the Lumia 920 on AT&T last year, Nokia now has a flagship Windows Phone ranged on all three major U.S. carriers. Globally the Lumia 925 will be ranged with Vodafone in Europe, coming to markets including Germany, Italy, Spain and the U.K. (priced at €469), and in China with China Mobile and China Unicom. The device will ship in June in Europe, with a U.S. launch slated for soon after.

The Windows Phone 8-based 4G Lumia 925 continues Nokia’s strategy of emphasising the camera smarts of its flagships Windows Phones, including PureView branding, Carl Zeiss optics and an 8.7MP lens with image stabilisation tech inside. But the camera hardware in the 925 is a little different to the 928 and 920, with one extra lens. This sixth lens improves photo performance in bright sunlight, according to Nokia, as well as sharing the low light performance abilities of its fellow flagships. In addition to that new camera hardware, the phone includes new software, called Smart Camera, that’s aimed at extending the photography experience by giving users new ways to capture and share photographs.

The camera software on the device includes a burst mode which allows up to 10 shots to be captured at a time. The software also has three new capture modes that take advantage of this burst feature, namely: Best Shot, for composing a composite shot from the best elements of several images; Action Shot for snapping a series of stills of action shots, such as sports, that can then be edited and shared as a sequence; and Motion Focus, a Lytro-style mode that allows the snapper to pick different elements to be in or out of focus after the shot has been taken. Nokia confirmed to TechCrunch that the latter featured is the first bit of software to make use of technology Nokia acquired when it bought imaging company Scalado last July.

“Whatever you do you can go back and edit again and again,” said Jo Harlow, head of Nokia’s smart devices unit — pictured above left, with SVP of product design chief Stefan Pannenbecker at the London launch. “The Nokia smart camera is our latest uniqie experience for our Nokia Lumia portfolio.”

The Smart Camera software is exclusive to the Lumia 925 initially but will be pushed out as an over-the-air update called Amber to Windows Phone 8-based Lumias in Q3, the company said. Nokia looks to be trying to bolster its efforts against Samsung here, which included a raft of new camera features on its flagship Galaxy S4 device, such as Dual-Shot and Drama Shot. The lack of Instagram for Windows Phone continues to hamper Nokia’s photo-focused efforts however, but also today it announced a partnership with Oggl, Hipstamatic’s new photo community app — noting that since Oggl has a relationship with Instagram, users will be able to access the latter service via that app.

Design wise, the Lumia 925 is the first Lumia device to include metallic trim. A silver aluminium band runs around its four edges, and doubles as the phone’s antenna — taking its cues from the iPhone’s design (but with “rigorous testing” to ensure no repeat of antennagate, according to Nokia). The mobile maker’s trademark polycarbonate clads the back of the device, so there’s a two-tone look and feel.

Nokia says the plastic back is designed to make it feel nicer and grippier in the hand. It may also be about keeping the weight down (to 139g), since heavy handsets is something Nokia has been criticised for. It certainly felt lightweight and slender during a brief hands on. Handset colour options are muted rather than the usual bold Lumia offerings, with black, white and grey options for the plastic back. Wireless charging shells, sold separately, can reintroduce the usual Lumia splashes of yellow, cyan and red.

Under the hood there’s a 1.5GHz Dual-Core Snapdragon chip, and 1GB of RAM. On board memory is 16Gb plus 7MB free cloud storage on Microsoft’s SkyDrive. The 4.5 inch AMOLED display has a resolution of 1280 x 768. Dimensions are 129 x 70.6 x 8.5mm. The 2000mAh battery is good for up to 12.8 hours of talk time on 3G, or up to 6.6 hours video playback, according to Nokia.

A ‘true PureView’ Windows Phone device — codenamed EOS — has been rumoured for several months, and the Lumia 925 looks to be that device. However it certainly does not include the 41MP sensor and pixel oversampling techniques featured in the Symbian-based 808 PureView. It seems unlikely that bona fide PureView technology will ever make it to Windows Phone, not least because it’s something of a camera pro curiosity, rather than a consumer-friendly mainstream feature. Rather Nokia is extending the PureView branding — to associate it with a range of camera-centric features, not just that original huge sensor.

Harlow closed the presentation by hinting at further new device launches from Nokia “later this summer”. “I can’t wait to see you later this summer when we will continue to bring new innovation and new experiences to our Lumia portfolio,” she said.

Article courtesy of TechCrunch

HTC’s Facebook Home-laden First smartphone may only have debuted on AT&T last month, but it appears that the device may be a dud as far as consumers are concerned. According to a report from BGR’s Zach Epstein, sales of the HTC First smartphone have been so disappointing that AT&T will soon be dropping the device from its lineup completely and shipping all unsold inventory back to HTC.

If this report holds true (representatives from AT&T, HTC, and Facebook have not responded to our questions at time of writing), AT&T will continue to sell the First until it fulfills its contractual obligations to display the thing in its myriad retail stores.

And just how bad was the First doing? Epstein expounds a bit on Twitter, noting that the infinitely lamer HTC Status sold more during its first month on the market than the First did. That may not be the most fair comparison to make considering that the Status was HTC’s first foray into baking Facebook directly into an Android device (and in a time when the Facebook Android app was markedly worse than it is now), but there you have it. What’s also unclear is what such a move would mean for the First in other markets — HTC CEO Peter Chou noted at the Facebook Home launch event that the device would be carried by France’s Orange and the UK’s EE later this summer.

To be quite honest, it’s not exactly a shock to hear that the First hasn’t managed to whip the smartphone-hungry masses into a frenzy. Less than a week ago, AT&T slashed the on-contract price of the First from $99 to a scant $0.99 — it seemed like a curious move at the time given just how new the First was, but many took it as a signal that the sales situation was dire. The real question here is what managed to turn off consumers more: the First’s relatively modest spec sheet, or its reliance on Facebook Home. If I were a betting man, my money would be on the latter considering the thorough drubbing that Facebook’s replacement launcher has received from reporters and users alike and the fact that interest in Home as a whole seems to be waning.

We’re working to verify this rumor one way or the other, but for now it’s best to take this whole thing with a grain of salt. After all, it wouldn’t be the first time a Facebook phone was erroneously thought to be taking a dip in the deadpool.

Article courtesy of TechCrunch

Woot, the daily deals site that Amazon bought in 2010 for $110 million, built a reputation for its “pile ‘em high, sell ‘em cheap” business model for shifting goods. Now, the company is facing up to a shift of a different kind: that of its own talent. In the last week, TechCrunch has learned that five six key employees are parting ways with the company.

They include Darold Rydl, who had been president of the company and one of its very first employees; CTO Luke Duff, who has been the technical lead for all things Woot since 2005; CFO Rene Gonzalez; Dave Rutledge, who had been the creative lead on all of Woot’s editorial content as president of Woot Workshop; and Jay Johnson, leading both the deals and affiliate marketing divisions at the company as director of deals.woot. Rydl and Gonzalez have already left, and the other three have given notice but will be with the company for another week. Update: after publishing, we found out about another departure: lead developer Shawn Miller is also leaving, with his last day May 17.

This comes 11 months after founder and CEO Matt Rutledge (brother of Dave) also left the company.

No, these six are not banding together for a new startup. Rydl distributed a note to staff and then later posted it on Facebook (we copy it below) describing a desire for a change of scene, and we understand that each is doing his own thing.

(We have reached out to Amazon for a response to this story.)

But we have also been hearing another story about what’s going on at Woot that may have spurred some of these departures, simmering issues with Amazon management that have finally started to boil over. “I don’t think any of us ever envisioned leaving Woot,” one person told me. “I thought I would stay there and grow with the company as the industry changed. But there were a lot of frustrations.”

These, we understand, are connected to a gradual set of changes at the company over the years as it has bedded down at Amazon. “Amazon wanted to come in and do things in a different way, not considering the importance of the other stuff,” I was told.

It seems like one of the thorny points is Woot’s CEO, Garth Mader, who had been put in place by Amazon to work under Matt Rutledge, and was promoted after Rutledge left.

In short order, changes pushed through by Mader have spread to various aspects of Woot’s business.

Turning straw into gold

The site, founded in 2004 by Matt Rutledge when it was first incubated inside Rutledge’s preexisting company Synapse Micro, was one of the pioneers of the “daily deal” model of selling goods online. It did so in an irreverent way aimed at disrupting the relationship between buyer and seller by making it far less formal. The original concept was to sell one “crap” item at a time that was at the end of its line (consumer electronics was a mainstay) at a competition-busting price, and then to launch another product at midnight each day.

Breaking up the pattern of single items for sale until they sold out, once a month Woot also sold a “Bag of Crap,” a group of items for a single price. Frank and funny commentary ran through all of this, along with an attempt to remain transparent with consumers through forums and details about how much of an item was sold.

All this brought a cadre of loyal users to the site — some 5 million per month at its peak, according to Rydl’s letter — rushing to buy things that, in a sense, no one else wanted to buy. Turning straw into gold, as Rydl describes it in his letter below.

Today, things have changed. Woot no longer shares data on how much of a product has sold. If you think about it, that kind of transparency also runs counter to how Amazon is about its own sales numbers for specific products.

Meanwhile, the Bag of Crap stopped getting sold monthly, because it was deemed to be too much of a strain on the system, and the server crashed every time it was sold. “That wasn’t an acceptable customer experience,” the source says Woot was told. “But there were a million people trying to get 1,500 items, of course they would crash.” It didn’t make sense to scale up the hardware to support something we did once per month, he said. The workaround was that the company ended up creating a scavenger hunt to find a (less frequently offered) Bag of Crap, but given that users had to “like” Woot on Facebook to get the first clue, “the perception for many was that it simply went away.”

Another change was more backend but crucial to Woot’s business model. The company made a “big push” to ship products using Amazon’s fulfillment system but this proved inefficient and far less profitable for the kinds of products that Woot sold. The Woot method involved a big palette with the item able to be taken and thrown into a shipping box; the Amazon method was less simple, if perhaps more professional.

“The end result was that our variable costs quadrupled. We used to be able to sell 50,000-100,000 items per day at a lower price point, but now we can’t profitably sell items under $10 because the variable cost for shipping got too high.” It’s unclear whether at some point Woot will revert to what it had been doing in the past.

However, there is more possible pain to come in this area, with wider ramifications. Along with the push to move product into fulfillment by Amazon, Woot scaled down its warehouse operations but has never communicated to the operations staff what the plan is for them. Our source says that “has left the remaining operations staff with an uncertain future and has had a dramatic effect on morale as others across the company wonder if their group will also be shuttered as more Amazon services are used. The fear is that soon, all Woot employees will be asked to move to Seattle [from its current HQ in Carrollton, TX, north of Dallas] or they will be replaced by Amazon services.”

The bigger picture for daily deals

To be fair, there have been other pressures on Woot’s business that have less connection to Amazon’s ownership. Daily deals, as we have seen with Groupon and Living Social, have become less fashionable, partly because of an oversupply of companies working in this space.

“The fact that so many retailers started doing these kinds of promotions and started pushing so many emails I think led to fatigue,” our source says. Woot resisted emails, until two years ago, but “even then a small percentage came from there. Most still came from direct traffic, from people hitting the site every day to be engaged with the content.”

That direct traffic on the site, nevertheless, is down nearly 30 percent year on year, and is continuing to decline.

But ironically, because Woot is selling significantly more items now than it did in the past, this hasn’t impacted business. In fact, Woot’s revenues have been growing at a 20 percent rate over the last two years, and 2013 appears to be shaping up in the same range. Specifically, through Woot Plus, its flash-sales section, the site now offers more than 400 SKUs every day instead of six a year ago.

(Amazon does not break out how individual businesses are performing in its earnings statements.)

The Zappos fairy tale

The story of how Woot was acquired and subsumed into Amazon can be a cautionary tale for other startups. Our source says that Woot had envisioned it would follow in the path of Zappos, the shoe and fashion e-commerce site that was acquired the year before Woot for $1.2 billion. Into that sale was built the idea that Amazon would stay hands-off. At the time of the acquisition, Zappos CEO Tony Hseih noted in a letter to employees:

“We plan to continue to run Zappos the way we have always run Zappos — continuing to do what we believe is best for our brand, our culture, and our business. From a practical point of view, it will be as if we are switching out our current shareholders and board of directors for a new one, even though the technical legal structure may be different.”

Indeed, while some of Amazon’s acquisitions still do get to do things their own way, more or less, there are others that have been held to more integration.

This is, of course, to be expected: Amazon’s wafer-thin-margin business model is predicated on economies of scale, so it doesn’t make much sense to run different organizations within it in ways contrary to that.

“Maybe because we were only a $110 million transaction, we didn’t have as much leeway in how things worked out for us,” our source said. But that brings a mixed fate: “The core reason we’re all leaving Woot is because we’ve lost the ability to do what’s best for our brand and culture. The business will no doubt continue to grow because Woot can leverage Amazon systems, but Woot will look more and more like Amazon until it is unrecognizable.”

Rydl’s letter:

“In the summer of 2003, a little group of three started kicking around ideas, hoping to let a little wholesale company [to] move a ton of crap. None of us believed the guy in a DeLorean who stood out front yelling “THIS IS WHERE IT ALL BEGINS, YOU GUYS!!!” In retrospect, we probably shouldn’t have called the cops on him. Our bad, guy.

But anyway, that little project soon garnered international acclaim and earned the love and adoration of millions of fanatical customers, all of them begging us for the crap no one else wanted. Every day, I felt fortunate to be around the sort of people who could turn straw into gold.

But today, after lots of soul searching, I’ve decided to take up new challenges. Tomorrow I leave Woot to embark in a new direction. No destination is clear, no course is plotted, but I remember the excitement of starting something from scratch, and I can’t ignore the urge to go create something new.

With my parting words, I want to make it clear: each of you should be proud of your contribution to Woot.com. With the simplest business idea ever (and no advertising dollars to spend) we attracted over 5 million customers, managed well over a billion dollars in sales, and spawned an entirely new industry.. from SCRATCH. We grew from a team of 15 to over 200 people in multiple states, and we even earned the attention of the biggest internet company in the world, a company that decided that it would be safer to flat out buy us instead of trying to compete. Few people in this world have accomplished what we did – always remember to reflect on these wins and celebrate them. In the world of retail, you guys are the freakin’ Justice League.

Please know that I am so incredibly proud of each of you and what we’ve all accomplished together. And understand I didn’t arrive at this decision easily. Nevertheless, I know my decision is right. I leave you all in the capable hands of my hand-picked leadership team – I am 100% certain that they are ready to take the lead. Although you may miss me with your hearts, day-to-day you’ll never feel a thing. And please, keep any tears off the product in the interest of optimizing the customer experience.

More seriously, I still consider my time at Woot to be one of the best things I’ve done, and I’m proud to have worked with all of you over the years. My love for Woot runs deep and eternal. Keep doing great things. After all, you’ve done so many already…..what’s one more?

Woot on,

Darold

Article courtesy of TechCrunch

Microsoft today announced that it will fold about 100 sales people from Yammer into the Office 365 team this summer. Microsoft also is making a point to focus on identity management and other issues as part of its road to full integration.

The news follows the road map that Microsoft set at its SharePoint Conference last November. In March, Microsoft detailed the transition and how Yammer will co-exist with Office 365 and Sharepoint.

It makes sense that identity is one of the core focus areas for Microsoft. It’s going to be critical to have universal identity in order for these systems to talk to each other and for IT to control access and permissions.

Identity is emerging as a core theme coming from Microsoft. Last month, the company announced the support of Active Directory in Windows Azure. Customers may also use their Microsoft account to log in to Windows Azure.

In the meantime, companies like Box are firing shots across Microsoft’s bow. Today the company bought Crocodoc, an HTML5 service for embedding docs. It’s a clear sign of the aggressive moves that are sure to come as the enterprise social networking space becomes increasingly competitive.

Article courtesy of TechCrunch

Sure, your Android tablet probably works like a champ when you’re splayed out on the couch, but is it one of your go-to gadgets for when you go traipsing through the great outdoors. I’d wager not — they tend to be a little fragile — and that’s why the folks at Seattle-based Sqigle is looking to a bring a curious tablet named Earl to market.

As you might’ve guessed, Earl isn’t your ordinary Android tablet — the team refers to it as the world’s first “backcountry survival tablet,” and it has a prospective spec sheet that certainly lives up to the name. It sports a 6-inch frontlit e-ink display from LG for one thing, as well as an IR touch array (so you can operate Earl with gloves, naturally), and a flip-out solar panel for on-the-go charging, all encased in a 0.6-inch thick water and muck-resistant chassis.

Where Earl really seems to shine is its approach to connectivity. It comes with your usual loadout of Wi-Fi, Bluetooth, and NFC radios, but once complete Earl will let users listen to AM/FM broadcasts as well as tap into shortwave and long wave frequencies.

Throw in the ability to use Earl as a two-way radio and preloaded 100k topographical maps of the U.S., Canada and Mexico, and you’ve got yourself quite the survivalist gizmo. The only major omission? There’s no camera to be found here, though it’s not like most tablets fare well on that front anyway.

To be quite honest, much of what the team claims Earl will be able to do seems a little outlandish — Sqigle’s early renders point to a heavily-tweaked version of Android 4.1 running the show, and I seriously wonder whether or not the team will be able to implement some of these features as elegantly as these images portray. That said, I can’t help but hope Sqigle makes good on all of it. All told, the team is looking for $250,000 to take the Earl from 3D printed prototype to full-fledged backwoods companion, and the outdoorsy types among you can lock down an Earl of your own for $249. If all goes well, Sqigle founder Jonathan Perry hopes to kick off the production process in earnest in July, with the first units hitting backer doorsteps by the end of the summer.

Article courtesy of TechCrunch

The iPad mini is quickly becoming a key component of Apple’s product lineup, and according to some sources, might even be the best-selling tablet Apple makes at this point. The smaller tablet hit shelves in early November last year, and likely had a huge impact on Apple’s record tablet sales last quarter, which topped 19.5 million devices. It’s impossible not to see a Retina update in the mini’s future, and new reports (via MacRumors) claim we’ll see production begin for that device this summer.

NPD DisplaySearch analyst says we should see display panel production begin for a Retina iPad mini beginning in June or July, which will be sourced primarily from LG Display, and specifically not from Samsung, Apple’s sometime partner, but not a display supplier for the current iPad mini. The iPad mini with Retina Display should have a 2,048