“In other words, the fourth-ranked VC firm arguably receives less than 10% of the publicity of any of the other top 5 firms. How is that possible?
Despite avoiding the limelight, Sapphire has leveraged its SAP roots to become a juggernaut in the enterprise technology sector. Coming off a down year for tech IPOs in 2015, the firm still emerged with seven recent portfolio IPOs including Box (2015), Apigee (2015), Five9 (2014), OnDeck Capital (2014) and Imprivata (2014), among others.”
The Economy Ministry on Thursday announced plans to issue “innovation visas” for foreign entrepreneurs to come work in Israel. Entrepreneurs who obtain the two-year visas “will be able to develop new technological enterprises in Israel and their visas will be extended if they decide to establish start-up companies in Israel,” according to the ministry.
“Israel is known in the world as a center of innovation and development and we must retain this position. The innovation visa will enable foreign entrepreneurs from all over the world to develop new ideas in Israel and this will help the local market grow and improve our standing in the world,” said Economy Minister Arye Deri.
US space agency NASA is offering startups a license to 15 categories of patented NASA technologies for free.
The move follows Google's offer earlier this year of 'free' patents to select startups - and it could be just as valuable given the 1,200 patented technologies available for license under NASA's new Technology Transfer Program.
NASA hopes the program will make life easier for cash-strapped startups short on intellectual property, which would effectively be repurposing NASA's existing patents for new commercial products or services.
In this land rush no company has been more aggressive than Tencent. Last year the company invested in four of China’s 10 largest tech venture deals and took part in a total of 48 deals worth $6.3 billion, according to Preqin, an alternative-assets data company; by that measure, Tencent was a bigger venture capital player than Alibaba or Baidu or, for that matter, Google. The deluge continued this year: Through April, Tencent had joined another $4 billion worth of deals.
At Shasta Ventures, we focus on investing at the early stage, so we studied 32 high value consumer companies to see what they looked like around their Series A. Our research included 25 billion dollar companies (as measured by $1 billion+ last round valuations, acquisition prices, or public market caps) and 7 high-flying private companies with billion dollar potential.
Our analysis discovered that many billion dollar companies have ideas that were easy to dismiss at first. How many people really ride in black cars? Who really wants to watch live video streaming of people playing video games? Why does anyone care about yet another cloud backup and sync service? Photo messages… that disappear?!?! How many people are interested in renting a couch in someone’s home?
It turns out that the biggest ideas are not clear when you first see or hear them, either because the idea seems small, regulations are high, or the fundamental assumption seems flawed. However, successful companies often start with executing very well on an initial concept that is the beginning to a much bigger offering.
A chapter on how international companies should respond to the challenges posed by Chinese entrepreneurs will be particularly relevant to readers in business. His suggestions include accelerating decision-making, increasing flexibility, and continually updating products and capabilities—all hallmarks of the Chinese way of doing business. Tse’s astute analysis of China’s entrepreneurs and their approach to innovation provides valuable information for business executives everywhere and confirms China’s role in shaping global business for the foreseeable future.
It’s now commonplace for Silicon Valley entrepreneurs to turn their domiciles into startup incubators. Three years after Kenna started 20Mission, its 41 rooms are booked solid. A small room with a shared bathroom now runs $1,800 a month. Stays can last years but are typically a few months. Today every room has a door, and the front door unlocks with the tap of a smartphone. Rent is paid in cash, check, or Bitcoin. The Internet router takes up an entire closet. In the basement there’s a television studio, where residents produce a weekly Web program called Money & Tech.
As a freelancer for more than a decade, I was intrigued by this proposition, and in April decided to give WeWork a try. After perusing the options, which start at $45 a month for pay-as-you-go access and run into the thousands for a small office, I sign up for a $350 “unlimited commons” membership. This allows me to use WeWork locations around the world, so long as I can find a seat at the bar. I download the company’s iPhone app and book a spot at a WeWork location on Varick Street in Manhattan. By the next day, I’m tapping away on my laptop in the facility’s second-floor common area. In this WeWork, as in others I later visited, tiny, glassed-in offices line the perimeter. Many have techy names on the doors—Blipit, Znaptag—but there are also lawyers, nonprofits, movie producers, political consultants, and a beef jerky brand. One office is filled with beautiful leather shoes. My work area is lit like a gastropub, with dark wood and leather armchairs, a bar with trompe l’oeil liquor-bottle wallpaper, and microbrews on tap. One afternoon, after a tax-week call with my accountant, I emerge from a phone booth, hidden behind lascivious-looking red velvet curtains, to find a happy hour sponsored by a tequila brand. Soon I’m chatting over grapefruit margaritas with a video game designer who has just joined WeWork, too.