• Maxwell MellowMaxwell Mellow (Photo credit: dannyman)

    According to Ben Fidler of Xconomy, It’s the time of year that makes employees’ skin crawl—the
    moment you know you have to re-enroll for health insurance. A clunky,
    time-consuming, headache-inducing search between various plans ensues.
    Maxwell Health is trying to make it easier—and
    reward you for staying healthy to boot.

    Maxwell, a startup based in Cambridge, MA, and New York City,
    displayed its plan to do so at New York Tech Meetup’s latest gathering at New
    York University’s Skirball Center for the Performing Arts in Manhattan. The
    startup, co-founded in November by brothers Veer and Vinay Gidwaney and
    launched in February, has created a user-friendly system designed to drive down
    healthcare costs by incentivizing healthiness and helping employees and small
    businesses set up and manage their health plans, benefits, and payroll, at no
    cost.

    The company closed $2 million in Series A financing earlier this
    week in a round led by Tribeca Venture Partners and including Lerer Ventures,
    Vaizra Investments, BoxGroup, TiE Angels, and other undisclosed Boston and New
    York-based investors.

    Maxwell is specifically targeting small to midsize businesses, a
    market Veer Gidwaney, the company’s CEO, calls “basically unserved, or not
    served well.”

    “Small businesses in America are going to find it harder and
    harder to succeed because the cost of healthcare continues to go up—that’s a
    gigantic American problem,” he says. “But as you look into it, you start to
    realize there’s a lot of complexity and a lot of moving parts. So the trick for
    us is to try to put all of that plumbing together, and make the experience for
    the company very simple, and for their employees more simple.”

    Maxwell aims to do this by automating and simplifying as much of
    the process as possible. It has created a Web-based platform that helps
    customers see the tangible difference between potential health plans—showing,
    for example, how much one would pay per paycheck for each option—instantly
    enroll online, and then manage all of their benefits, including 401(k) plans
    and transit benefits, thereafter. It also has an app that maintains all your
    insurance information in one place. Maxwell is integrating the public healthcare
    exchanges being set up as part of the Affordable Care Act into its service,
    according to chief product officer Vinay Gidwaney (pictured above).

    “We’ve taken what’s been pretty normal to expect for a Fortune
    5000 company, and brought it down to a small company and made it easy to use,”
    Veer says. “We want to be a single solution for a company to solve the entire
    problem.”

    While other startups such as Zenefits and Simplee are built on similar ideas, Maxwell
    has two perks that it believes help it stand out. First, it offers a so-called
    “concierge service,” which is a staff of personal online advisors that can help
    employees make benefits decisions or instantly look into potential billing
    errors. Vinay, for example, showed how an employee could snap a picture of a
    bill and instantly send it in to a concierge who would then call the hospital,
    doctor’s office, and insurance company, and look into the problem. These
    concierges can also help with doctor recommendations, cost comparisons, and
    prescription drug support.

    Second, Maxwell provides a rewards-based program that awards
    points to members for living healthy lifestyles. These points are tracked
    through an app Maxwell has built that streams in activity from fitness devices
    like the Jawbone Up or Fitbit Flex bracelets. By linking the device with its
    app, Maxwell awards points for things such as calories burned that can be
    traded in for gift cards with retailers like Amazon or iTunes. Maxwell’s vision
    is to make overall healthiness result in lower healthcare and insurance costs,
    Vinay said during the company’s presentation.

    “There are other models out there, and that’s good—there’s a lot
    of innovation to be done, and there’s millions of businesses to be served, and
    no matter how ambitious we might be, we’re not going to touch millions of
    businesses anytime soon,” Veer says. “We’re trying to be ahead of the curve and
    set the standard.”

    Maxwell doesn’t charge employers for its service. Rather, it
    generates revenue via commissions from insurance carriers that are
    traditionally handed to healthcare brokers when customers choose a plan. Those
    numbers have been growing at 50 percent per month so far, according to Veer.
    The company currently has about 11 employees, and while it isn’t scaling up its
    force significantly, it is looking to add a few salespeople and developers to
    its team, he says.

    Maxwell is using the $2 million round to build out its service,
    add more products, and expand across the country.

    “We’re currently in 25 states, we’ll go national pretty soon,
    and we want to bring on as many customers as we can,” he says.

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  • Aisle411 powers searchable store
    maps for retailers. It collects data on retailers’ inventory, in-store product
    locations, and floor plan information, and turns it into digital maps.
    Consumers can access the maps from their mobile phones to find the items they
    are looking for. Read the full
    story on VentureBeat. 

  • According to American Shipper   Targeting small shippers who don’t necessarily move a lot of freight, the new Website OneMorePallet.com is taking a Priceline approach to truck freight costs.
       The Website boasts a "name-your-price" payment option that then matches shippers with truckers who have available capacity and are looking for cargo. Company officials said the new Website ultimately saves shippers time usually spent on searching for carriers and will ultimately result in a monetary savings as well. Finally, the Web searches can supposedly match up shippers with prospective carriers in less than 10 seconds.
       Due to the arrangement between the Website and carriers, companies can only ship simple loads through the site. Loads that are hazardous, require refrigeration, or are not palletized are not allowed.
       Prospective shippers provide OneMorePallett with basic cargo details and the source and destination, agreeing the cargo will be ready to go when a match is made and the shipper will accept delivery in 14 days or less. Payment is made upfront with a credit card, with a “small” transaction fee going to OneMorePallet.  
       “Our savvy trucking companies would rather ship your freight for a discount then ship air for no profit at all. OneMorePallet’s sophisticated shipping software aggregates empty truck space all over the country — you get great rates, and trucking companies increase their profits. It's a win-win,” according to the Website.
       Less-than-truckload carriers benefit from the service arrangement as well, as the Website pledges to easily fill excess capacity and find new customers without additional sales staff. According to OneMorePallet, the service only uses “top-of-the-line” freight carriers who are fully licensed by the U.S. Federal Motor Carrier Safety Administration.
       “Small shippers’ small volume prevents them from negotiating favorable shipping rates like the big boys. OneMorePallet.com levels the playing field," founder Bill Cunningham said in a statement. “Most small business shipping departments have little time to find qualified shippers, and negotiate low pricing. We have democratized the small business shipping community by creating name-your-price shipping."

  • Stich Labs Update–doing well!

    Stich Labs, a San Francisco-based maker of a business and order management suite for product-based businesses, has raised $3.5 million in Series A funding. Costanoa Ventures led the round, and was joined by Greg Waldorf and return backer True Ventures. www.stitchlabs.com

  • According to Business Insider, a startup named Clutter just officially launched in Los Angeles to make the storage process as seamless as possible.

     In fact, it pegs itself as the Uber for self-storage. (Uber being the trendy car service app that's competing with on-street taxis in many cities now.)

    Here's how it works. Open up the Clutter app, request as many reusable storage boxes as you need to be delivered to your home, take a photo of the items, and then schedule them for pick-up.

    Once you want your boxes back, just tap "Bring Me My Boxes" in the app. Clutter will bring them to you the next day. 

    Clutter, which is trying to tap into the $22 billion self-storage market in the U.S., charges $10 per box per month. It charges a $15 flat rate to retrieve boxes out of storage. 

    "I came up with the idea because I was frustrated with existing self-storage solutions," Clutter founder CEO Brian Thomas tells Business Insider. "I found myself just letting things rot away."

    What differentiates Clutter from other solutions, Thomas says, is that it owns the entire storage process. So instead of hiring third-party couriers or relying on a pre-existing storage company, Clutter takes full responsibility and control over every aspect of the process. 

    Clutter stores everything in a secure warehouse, which is monitored around the clock. It also does background checks on every potential courier, provides tamper-proof stickers to customers, and insures each box for up to $1,000.

    For now, Clutter is only serving west Los Angeles, Venice, and Santa Monica. In the next couple of months, Clutter plans to launch on Android and add a web-based version. Once Clutter perfects its operations in Los Angeles, it plans to roll out to other cities. 

    Clutter has raised some money from friends and family, but wants to raise a $500,000 seed round soon. 

  • U.S. Patents granted, 1800–2004.U.S. Patents granted, 1800–2004. (Photo credit: Wikipedia)

    According to The Boston Globe, Omer Dar and his team at SocialBox knew they had a great idea: a 21st century photo booth that lets users edit pictures and take video and doubles as a corporate marketing tool. But Dar feared the young company could not afford to protect its idea with a patent, until he discovered SmartUp, an online service that connects fledgling businesses to patent attorneys offering discounted legal advice.

    “Finding out about this website basically saved us because it made [getting a patent] affordable,” said Dar, who cofounded SocialBox last year.

     SmartUp is the brainchild of a UMass Amherst grad, Mikhail Avady, who said he observed a problem among his entrepreneurial friends: They were either breaking the bank by patenting their innovations with the aid of high-priced intellectual property law firms or winding up with less-than-airtight protections after using do-it-yourself online guides.

    Avady designed SmartUp as a middle ground. A step-by-step questionnaire helps an entrepreneur generate a draft patent application, then a real attorney offers advice, usually by phone or e-mail. For $350, a SmartUp-affiliated lawyer makes suggestions about how to improve an application. For $600, the lawyer will make revisions, and for $900 will write the entire application, from start to finish.

    Even at the highest level of service, that’s a steep discount. Avady said his research found legal fees of $2,500 to $5,000 to be common.

    Though Avady has moved to Atlanta and based his company there, SmartUp is becoming a go-to partner for start-up incubators in Massachusetts, where Avady grew up.

    The company signed an in-kind sponsorship agreement with MassChallenge in June and is working with Bolt, Future Boston, and Running Start.

    “I went to every single accelerator and incubator I could in Boston — went to their events, spoke to their people to see if they would be interested in our service,” Avady said. “The response was amazing. They knew that their members had this need.”

    For now, SmartUp has four attorneys on its roster: one in Boston, one in Silicon Valley, and two in Atlanta. They accept reduced fees, Avady explained, because “this is a step to start building a relationship with clients that are probably going to get a lot bigger soon. You know, Google was a start-up at one point.”

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  • Investor-Relations-auf-FacebookInvestor-Relations-auf-Facebook (Photo credit: koesteran)

    Here are sixteen soft (or not
    so soft) terms for entrepreneurs to watch out for in term sheets form investors (In no particular
    order):

     

    1.            BOD composition— Generally, a five
    person BOD, with two inside members, one investor and two outsiders is an
    optimal one. Investors often want two seats, with one outsider, making
    independence difficult. Keep to a two independent board member model.

    2.            Voting rights—you want all shares to
    vote equally. Some investors insist on preferential voting, like 2 votes per
    preferred share, or other like nonsense. One share; one vote is the rule.

    3.            Redemption Rights—avoid adverse change
    redemption clauses at all costs. ACRC’s are nasty stuff. Regular redemption
    rights are a necessary evil as VC’s love downside protections and this gives
    them some. Let it go.

    4.            Pro Rata Rights (aka Right of First Refusal)—gives
    the investors a right to invest in future rounds at generally favorable terms.
    Most times, VC’s don’t care unless the terms are overly generous (like 30+%
    discounts to the new share price) and then they will make the founders eat the
    difference out of their equity.

    5.            Sales Restrictions—prohibits sales of
    common shares to outsiders. Generally a good idea as it allows you to control
    who owns your company.

    6.            Debt Covenants—these clauses prohibit
    you from borrowing money without shareholder approval. If you want a line of
    credit, then you must get approval, for example. Not a terrible clause, but
    avoid if possible.

    7.            Indemnification –all investors want to
    see this clause as protection against lawsuits. Buy Directors and Officers
    (D&O) insurance to protect board members and yourself.

    8.            Assignment—generally OK, but do not
    accept any “assignment without transfer of the obligation” clauses slip in
    here. This would allow a new entity who received the equity make up new rules
    you need to abide to.

    9.            Co-Sale Agreements—try and keep this
    clause under control, although VC’s generally will not negotiate this one. Set
    a cap of say $500K on your sale rights without VC participation, rather than a
    total exclusion. It will let you buy that Testerossa you dream of.

    10.          Anti-dilution—be sure and work with your
    lawyer on crafting this one. There are many pitfalls and only experienced
    professionals can figure them out.

    11.          Protective Provisions—another VC
    protection clause that gives VC’s veto rights on certain company actions. It
    will stay in the term sheet, but try and limit its reach to major
    recapitalizations, not borrowing money to buy technology

    12.          Drag-Along—this is one of those good
    guy/bad guy clauses that can help or hurt you. The hurt comes if it is easy for
    investors to force a sale at a price that leaves you with nothing.  It’s a clause that will stay; your best bet
    is not to create the environment where it happens

    13.          Conversions—try and get an automatic conversion
    clause, which has a number of negotiable terms, especially the threshold (most
    likely IPO offering) at which the conversion takes place

    14.          IP & Inventions—the clause is fine
    since it will force you to get all employees to sign an agreement to protect
    proprietary information and intellectual property

    15.          IPO Share Purchases—this is a “friends
    & family” purchase clause that allows early investors a chance to get extra
    shares in an IPO at issue price. It’s a nice for early investors.

    16.        No-Shop Clause—avoid at all costs. The
    clause says you cannot use the issued term sheet to shop for a better deal.
    Perhaps the best you can do is to require that the clause expire when the VC in
    question decides not to go ahead with the deal. Also, allowing acquisitions
    during the term is important.

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  • Image representing Michael Moritz as depicted ...Image via CrunchBase

    An interesting article by  on July 10, 2013 in BusinessWeek.

    Sequoia Capital partner Michael Moritz has a favorite disaster. Its name was Webvan, and it operated for less than two years during the dot-com bust and burned through $375 million from its initial public offering before going out of business in 2001. So Sequoia’s July 10 announcement that it’s investing $8 million in a San Francisco-based online grocery upstart, Instacart, rekindled some dormant traumas. “We had still been receiving outpatient therapy for our Webvan fiasco,” says Moritz, who’s joining the year-old company’s board. Still, with Instacart, he says, “There’s little danger of a relapse.”

    In contrast to the high overhead of Webvan, which had its own refrigerated warehouses and a fleet of trucks, Instacart is built on a crowdsourcing model. Its 10 full-time employees, mostly engineers, work from a small office in San Francisco’s South Park neighborhood. Its app sends customer orders to about 200 independent Bay Area personal shoppers, who receive commissions based on the number of items and orders they deliver in their own vehicles. The app features detailed maps of local supermarkets and can direct the personal shoppers to specific aisles. Founder Apoorva Mehta says Instacart’s “secret sauce” is its fulfillment software, which allows the online retailer to combine orders placed at different times and fill them from different stores—supplementing frozen food from Trader Joe’s with fresh fruit from Whole Foods (WFM) and cereal from Costco (COST). Customers assemble their orders with lengthy drop-down menus on Instacart’s website or app.

    That’s an advantage Instacart will need as it tries to use its new funding to expand to 10 U.S. cities by the end of next year. Peapod, FreshDirect, and supermarket chain Safeway (SWY) are well established in what could be a big part of the $600 billion U.S. grocery business, and the field is about to get crowded. Amazon.com (AMZN) is expanding its AmazonFresh service to Los Angeles and San Francisco and is crafting a national rollout, say three people familiar with its plans who aren’t authorized to discuss them publicly. Wal-Mart Stores (WMT) is testing a delivery service in the San Jose and San Francisco metro areas.

    Instacart’s Mehta says he can expand quickly to other cities because he doesn’t have to build infrastructure. The 26-year-old Toronto-born engineer spent two and a half years working in Amazon’s supply-chain division and witnessed the challenges of storing and shipping perishables. “How you keep tomatoes at the right temperature and prevent them from spoiling is actually a very difficult problem,” says Mehta. “The mechanics of perishable inventory are very different from delivering televisions.”

    It’s difficult to find dependable shopping couriers who can master Instacart’s app and also reliably pick the ripest avocado or the milk carton least likely to spoil. Customers will pay a premium for that kind of service, says Linda Collins, who complements her day job as a cashier at Trader Joe’s by working about 30 hours a week for Instacart, stuffing grocery bags into the back of her red Mini Cooper. “People are very generous. They all seem to love the service,” says Collins, adding that Instacart delivers her more than $500 a week in commission and tips.

    While some stores that Instacart shoppers frequent have competing online services, grocery operators should welcome the business, says Bill Bishop, an analyst at research firm Brick Meets Click. “Everybody is fighting tooth and nail to get sales today, so any source of incremental business to them is a plus, and they don’t have to pay markdown dollars or cut their prices to get it,” he says.

    Instacart’s greatest challenge may be the very crowdsourcing model that limits its expenses and risk. The company will have to ensure quality customer service even though it can’t completely control factors such as the reliability of its contractors or the freshness of its food. Eventually it’ll also have to match prices with expert cost-cutters such as Amazon and Wal-Mart. Moritz says the business opportunity is big enough for more than a couple of players. “The one thing that we got extremely right about the Webvan investment was that there would be huge consumer demand for home delivery of groceries,” he says. “It’s just taken time for technology to finally catch up.”

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  • United AirlinesUnited Airlines (Photo credit: Wikipedia)

    Accordint to a recent press release, United Airlines is launching a Sustainable Supply Chain (SSC) initiative in an effort to better understand the environmental performance of its suppliers and deepen relationships with its key supply chain partners. The initiative underscores United’s effort to lead commercial aviation as an environmentally responsible company and builds on the airline’s actions and commitment to environmental sustainability.

    “We work with hundreds of suppliers so it’s important for us to understand the environmental impact on our supply chain, and this new initiative allows us to be proactive,” said Katrina Manning, United’s vice president of technical procurement. “Focusing on our supply chain presents us with an opportunity to make responsible decisions to further strengthen our commitment to the environment.”

    The SSC program involves measuring and evaluating the sustainability of United’s current suppliers’ products and operations through a comprehensive survey, starting with those suppliers in traditionally high-risk industries as well as members of the airline’s strategic supplier community. United will also integrate the environmentally focused questions into its request for proposal (RFP) process. Through implementation of the SSC program, United will evaluate whether the use of its suppliers’ product or services would reduce the airline’s impact on the environment.

    “We are pleased to launch this program that demonstrates our commitment to working with key supply chain partners on environmental issues,” said Jimmy Samartzis, United’s managing director of global environmental affairs and sustainability. “We will not only incorporate environmental considerations into our purchasing decisions, but will also seek to identify opportunities to collaborate with our suppliers to improve the environmental profile of the products and services we use.”  

    In 2014, United will seek to establish targets for improvement and begin to communicate those expectations to its suppliers.

    The SSC initiative is aligned with the airline’s participation in the United Nations Global Compact, which encourages its signatories to promote environmental practices throughout their supply chain. United was the first U.S. airline to join the Global Compact. For more information on United’s commitment to environmental sustainability, visit www.united.com/ecoskies.

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  • It's a dirty little secret among on-line retailers that lots of inventory goes unsold, ages out, is returned, etc. Optoro to the rescue…this a nice niche business in supply chain and demand for its services will never disappear.

    Optoro,
    a provider of asset recovery software, has raised a $23.5 million round of
    funding led by
    Revolution Growth Fund
    . The company’s solutions help online
    retailers manage and sell their returned and excess inventory. Optoro has
    raised about $33 million in financing to date from investors including Grotech Ventures,
    who led the company’s previous round this past January.

    According to PEHub,Ted
    Leonsis has a lot to juggle: among other things, he’s a co-founding partner of
    the venture firm Revolution Growth; he’s a director on the board of American
    Express; and he’s vice chairman and co-CEO of Groupon, an interim position.

    But
    when Leonsis thinks he spies a lucrative new opportunity in the world of
    e-commerce – he’s been immersed in it since selling a shopping catalog startup
    in 1993 to AOL, where he resigned as vice chair 13 years later — he’s more than
    willing to make time for it.

    Such
    is the case with Optoro, a five-year-old Lanham, Md.,-based company whose
    software enables big-box retailers like Best Buy to more easily re-sell
    inventory that has been returned by customers.

    Revolution
    just led a new, $23.5 million round in Optoro, along with Grotech Ventures,
    which provided Optoro with $7.5 million in Series A-1 financing in January.
    According to Leonsis, who has joined Optoro’s board, Revolution chipped in
    roughly $20 million, with Grotech contributing the rest. Optoro’s first round
    of funding came through a $1.9 million round in 2011 whose investors included
    Nigel Morris, co-founder of CapitalOne.

    Certainly,
    Optoro seems to be chasing a big market. According to a 2009 report published
    by the National Retail Federation, roughly 8% of all retail goods purchased are
    returned annually. (In 2009, that translated into $185.5 billion dollars.)
    Fraud makes up about 5% of that total.

    Much
    of that money is lost, with retailers faced with few options other than
    middlemen who sell the items to “the kind of stores you see selling electronics
    on Broadway,” as Leonsis describes it. But Optoro’s data analytics and
    marketing platform is now making it possible for those same retailers to
    disperse their returned and excess inventory to consumers through a number of
    online marketplaces, including Amazon, eBay, and Optoro’s own consumer-facing
    site, Blinq.com.

    Optoro
    owns just one warehouse, and there aren’t plans for another — yet — as most
    goods it helps to sell are shipped directly from retailers to buyers.