Zebeth Media Solutions

Commerce

Zillow lays off 300 employees in latest workforce shift • ZebethMedia

Zillow has laid off about 300 employees as it is shifting focus towards technology-related positions in the company, ZebethMedia has learned from sources and confirmed with the company over e-mail. The Seattle-headquartered online real estate marketplace informed its impacted employees about the decision on Tuesday. Shortly after receiving the communication, the impacted employees had to leave the company. The layoffs impacted Zillow Offer advisors, PA sales and back-end staff at Zillow Home Loans as well as Zillow Closing Services, as well as other teams. “As part of our normal business process, we continuously evaluate and responsibly manage our resources as we create digital solutions to make it easier for people to move. This week, we have made the difficult — but necessary — decision to eliminate a small number of roles and will shift those resources to key growth areas around our housing super-app. We’re still hiring in key technology-related roles across the company,” a Zillow spokesperson said in a statement emailed to ZebethMedia. The company did not reveal the percentage of its workforce affected by the decision. However, in its last quarterly report filed with the U.S. Securities and Exchange Commission in August, Zillow reported that it had 5,791 full-time employees in its workforce. Using that figure, this layoff has impacted around 5% of employees. In November last year, Zillow announced that it would lay off a quarter of its staff — around 2,000 people — due to shutting down its home-buying service Offers that aimed to provide sellers with instant home offers. The company, at the time, had 8,000 employees. Zillow has become one of the latest tech companies to lay off employees during this economic slowdown. Earlier this week, telehealth unicorn Cerebral reduced its workforce by 20% due to an ongoing push for efficiency. Companies including Netflix, Momentive Global, Spotify and Tencent have also made similar decisions recently. Similarly, Indian startups including Byju’s and Ola have let hundreds of employees go amid the downfall of funding and investments.

Korean internet giant Naver eyes North America, Europe as it grows its C2C marketplace business • ZebethMedia

Did you know that Google isn’t the top search engine in South Korea? It’s not even a close second. Most Koreans actually prefer Naver for various reasons, and they like it so much that the search engine holds about 56% of the market, per Statista. Google is catching up, but it currently only has about a 35% share, and it’ll likely be a while before it can close the gap. Naver’s other offerings are also received quite well in the country, including its e-commerce platform, messaging, payments, storytelling, digital comics (webtoons), metaverse efforts, a selfie app, games, the cloud and more. But like any true tech company, Naver was never satisfied with its success at home. The company quickly expanded to Japan, and more widely in Southeast Asia. But instead of leading with its core search engine and e-commerce businesses, it instead opted for different strategies in each new country, such as expanding in Japan with its Line messaging app and increasing its footprint in Southeast Asia with its 3D avatar app, Zepeto, and other offerings. It’s now expanding its e-commerce business — wildly successful in South Korea with 18% of the market — with a consumer-to-consumer (C2C) marketplace model that it aims to offer in North America, Europe and Asia. Unlike many B2C marketplaces, which usually sell large quantities of a few profitable, popular items, Naver’s e-commerce strategy is focusing on long-tail business, allowing sellers to sell small quantities of hard-to-find items to buyers looking for niche products. It wants to add a social network feature, which allows sellers to receive comments, likes and users in its e-commerce unit. To that end, the company earlier this month said it would buy Redwood, California-based social commerce marketplace Poshmark for $1.2 billion.

Trigo raises $100M to expand its Amazon-style cashier-free store technology • ZebethMedia

Amazon has become the pacemaker in commerce, and today a startup that’s been building technology to help retailers keep up with it in the world of physical stores is announcing some funding to expand its business. Trigo, an Israeli startup that builds technology for stores to operate cashier-free, “just walk out” experiences similar to those you might find in Amazon Go stores, has raised $100 million. Trigo focuses on grocery shopping, and it already has a high profile list of grocery retailers on its books, including Tesco, the UK-based supermarket giant; Germany’s REWE; ALDI Nord in The Netherlands; Netto in Munich; Shufersal in Israel; and the Wakefern cooperative in the U.S.. The plan will be to use the funding to expand its engagement with these, and to add more to the roster, amid a strong slate of competition in the market. Others in the same category include Standard Cognition (last year valued at over $1 billion), Shopic, Caper, Zippin, and Grabango, to name a few. It will also be doubling down on expanding its technology. Alongside its autonomous check-out system based on hardware and software, Trigo also provides inventory management and will soon be launching “StoreOS” to bring these together with other tools (analytics, marketing and more) to help physical retailers link up their brick-and-mortar stores better with their online operations, and — thanks to the popularity of e-commerce — what customers are generally expecting out of any shopping experience these days. Singapore’s Temasek and 83North are co-leading this round, with new backer SAP and previous backers Hetz Ventures, Red Dot Capital Partners, Vertex Ventures, Viola, and REWE also participating. The startup is not disclosing valuation, but according to PitchBook its last valuation, in 2020, was in the region of $208 million. This latest round brings the total raised to almost $300 million. Computer vision, machine learning and other innovations in artificial intelligence are being put to use in earnest in autonomous systems across a range of industries  these days, and supermarkets have been one of the more interesting applications. Faced with an onslaught of offerings to buy groceries online and have them delivered to one’s home in ever-shorter turnaround times, retailers’ in-store experiences have largely remained in stasis. In-store, however, also represents a large amount of inefficient overhead due to real estate and building costs, the rotation of products, theft and the cost of maintaining a staff to serve customers. The argument for bringing autonomous systems into the grocery store is not one of the technology for technology’s sake, but that it will help reduce costs and losses in all of these areas, while speeding up the experience for customers usually in a hurry to do something else. Trigo’s self-check-out solution, called “EasyOut,” is based around a series of overhead cameras, shelf sensors and algorithms that work with “digital twins” of stores to operate cashier-free experiences. Some believe that this is a costly approach, both in terms of initial installation and maintenance, arguing that other approaches, such as systems based on sensors that sit on shopping carts themselves, is the better approach. “Smart counters and smart carts have their place, but full-store frictionless checkout based on AI-powered cameras and sensors — where the costs of the hardware are decreasing over time — is superior in both the experience it provides shoppers and for the efficiencies and tools it enables retailers,” CEO and co-founder Michael Gabay said in an email to ZebethMedia. One of the issues is that carts don’t account for shoppers who are only buying a couple of hand-held items, he said. “Frictionless checkout makes shopping seamless for everyone, regardless of the size of their basket or how they plan to shop. If you have a full shopping cart you don’t want to wait at the cashier or scan all of those items at self checkout, you just want to walk out regardless of the size of your shop.” He also believes that the “digital twin” approach that Trigo uses, which mirrors the store in real time, is more accurate and can be repurposed for more than just check-out, such as predictive inventory management. “Smart carts and similar technologies don’t allow for the full digitization of the store, so they are limited solutions when compared with the full system,” he said. Gabay claimed that even in the current market climate — the bigger issue with stores and its shoppers is inflation and people worried about prices of goods, not how long it takes to buy them — has not really dampened conversations with customers. “Especially in periods of high inflation, rising prices, and supply chain disruptions, the value of managing the inventory and procurement is huge,” he said. The company does not disclose how much it costs to, say, equip an average supermarket with its technology, but it says that typically they get return on the investment within 18 months. “Tech-enabled cost savings accumulate over time and boost grocery retailers’ margins,” he said. One argument for Trigo is that its tech can be used for all shopping, no matter the cart size, its focus right now, Gabay said, are large format supermarkets. To date, it has opened stores of between 3,000 square feet and 5,000 square feet — “on-the-go” type stores, Gabay said — but “we are now working on larger formats, including more than 10,000 square feet stores.” While the grocery sector will remain the company’s focus precisely because of its specific inefficiencies, the longer-term plan is to expand to other categories of retail such as pharmacies and quick-service restaurants. “But we see huge potential to retrofit thousands of existing grocery stores worldwide,” Gabay said. “This is accelerating also as grocers increasingly connect their e-commerce shops to their physical stores.” This is precisely where SAP is coming into the picture. It’s described as a strategic backer in this round: it works with its own long list of retailer customers, and the plan is to help integrate Trigo into those systems. “Trigo’s superior computer vision technology built

Amazon now allows customers to make payments through Venmo • ZebethMedia

Amazon announced that it will now allow customers to make payments through Venmo on its platform. The company said this option will be available to select customers starting today and will roll out to all U.S.-based users on the Amazon site and mobile app by Black Friday next month. To pay through Venmo, users will need to first add their account. During checkout on Amazon, users can select “Select a payment method” and then “Add a Venmo account.” This will redirect them to the Venmo app, where they can complete the authentication. Users can also choose Venmo to be their default payment method for Amazon purchases on that screen. While paying with Venmo on Amazon, customers can use their Venmo balance, linked bank account or eligible debit card to complete the transaction. “We want to offer customers payment options that are convenient, easy to use, and secure—and there’s no better time for that than the busy holiday season. Whether it’s paying with cash, buying now and paying later, or now paying via Venmo, our goal is to meet the needs and preferences of every Amazon customer,” Max Bardon, vice president of Amazon Worldwide Payment said in a statement. The e-commerce platform already offers different payment methods like credit and debit cards from networks like Visa, Mastercard, American Express, Diner’s Club and JCB. A recent survey named “Netfluential and Edison Trends PayPal and Venmo Study” noted that Venmo users shop two times more frequently than an average shopper. So that might be beneficial for Amazon in terms of increasing the number of transactions on its platform. Amazon is set to announce its Q3 2022 results this week with expected revenues of $125 billion to $130 billion. Notably, this quarter also included its Prime Day sales held in July.

Bolt launches virtual Shopper Assistant for easier access to personalized experiences • ZebethMedia

Bolt, which is mostly known for its one-click checkout experience, now has a new virtual Shopper Assistant so that retailers can more easily turn guest shoppers into account-holding customers. Company CEO Maju Kuruvilla told ZebethMedia that rather than dealing with pop-ups or other disconnected methods of obtaining a customer’s email address, retailers, like its customer Tyler’s (an athletic and lifestyle apparel retailer), want a fully end-to-end connected experience for shoppers that would enable them to log in friction-free while also providing product recommendations and turning first-time customers into lifetime customers. “In working with a lot of retailers, one of the themes that has been coming lately is how do they connect with their shoppers?” Kuruvilla said. “Today, a lot of those experiences are controlled with a lot of disparate tools, but they are a fairly disconnected experience.” Enter the Shopper Assistant, which integrates natively into a retailer’s site and customers can simply check a box to subscribe to newsletters or utilize first-time shopper coupons at checkout without having to leave the site, log into email to find the code and copy and paste it at checkout. Tyler’s is, of course, one of the first customers to utilize Shopper Assistant, Kuruvilla said. Shortly after putting it in place, the company yielded results, including 16% increase in account registration, 14% increase in the retailer’s logged-in shopper rate and 6% additional increase in checkout conversion. “Tyler’s has been looking for a way to streamline account creation and checkout in order to increase our number of repeat shoppers, and we love that Bolt consistently innovates ahead of the market to help us stay competitive,” said Justin Dermit, director of e-commerce and marketing at Tyler’s, in a written statement. “We’re already seeing success in terms of increasing account registrations and logged-in shopping.” It’s not just for first-time shoppers to a site, though. Returning shoppers get a more streamlined login experience that includes secure sign-in using Bolt’s passwordless login. Once in, shoppers can easily see items like past order history, recently viewed products, product recommendations and reorders. Similar to using Amazon.com, they can also track live orders. On average, Bolt yields around 9.5% of shopping volume on a merchant’s site for its one-click experience, and that goes up to around 30% when merchants start using the platform for about six months, Kuruvilla said. The company started out targeting small- and medium-sized businesses with its checkout technology but is now providing an enterprise-grade product. With that, it has been able to secure new customers like online retailer Fanatics and shoe company Revolve. “We are very excited to continue to be a solution for merchants of our size and scale,” Kuruvilla added. “The enterprise product is helping large merchants gain a lot of great momentum.”

VCs continue to pour millions into independent beverage startups • ZebethMedia

After seeing a ton of venture capital investment flow into independent beverage startups recently, it was time to take a step back and see if this kind of company actually made sense as a venture investment. For one, the competition for space on grocery store shelves is fierce, eclipsed only by the fact people are finicky. The U.S. Beverage Manufacturing and Filling Locations Database contains nearly 2,500 alcoholic and nonalcoholic beverage manufacturers making everything from beer and soft drinks to coffee and 10,000 flavors of fizzy water. Within the whole beverage sector, functional beverages grew in popularity over the past five years as consumers sought out better-for-you drinks. Most of them include add-ins like vitamins, probiotics and electrolytes and boast lower sugar content and more natural ingredients. This market is also growing fast: Precedence Research estimated the global functional beverages market was valued at $129.3 billion in 2021 and would grow nearly 9% annually through 2030, when it’s forecast to be worth $279.4 billion. These companies don’t usually go public, but often sell to another entity, perhaps a soda conglomerate or even an alcoholic beverage company looking to get into the nonalcoholic space. Opening a fresh can of capital If the amount of capital going into this area is any indication, investment into the sector makes sense. Venture capital firms pumped over $170 million into functional beverage companies in 2018, up $111 million from 2017, according to PitchBook.

Want to know how a dress looks on you? AIMIRR has your back… and front • ZebethMedia

With many people buying clothes online versus in-store where they can try them on in the dressing room, finding the right fit can be a challenge. AIMIRR is taking on this challenge by bringing the dressing room to the customer with its real-time garment rendering technology that overlays images of clothing on a live video of the individual. Founder and CEO Pritesh Kanani was exhibiting Seattle-based AIMIRR’s technology as part of the Battlefield 200 at ZebethMedia Disrupt and announced that the company closed on an exclusive partnership with Chicago custom clothing marketplace Balodana Inc. for its fitting room technology. The company is also officially launching its first product and service in November after closing over 10 partnerships in Chicago and Seattle, including a collaboration with Fashionbar at Chicago Fashion Week, taking place this week. AIMIRR’s core virtual try-on technology shows the garment in 3D down to the size, shape and texture, including showing how the garment will fit as the individual moves. “We are not just designing apparel filters, we are developing a graphical digital fitting room experience that remains true to a shopper’s body over any online shopping website,” Kanani told ZebethMedia. He got the idea for the company in 2020 while he was getting married. His grandmother wanted to pass down her wedding dress to his fiancee, but then the global pandemic hit. With his grandmother in India and his fiancee in the United States, it was difficult to get the dress there and to know if it would fit. Kanani recalls looking for options to help and decided instead to leverage his seven years in the computer vision and graphics industry building vision video creation tools to start AIMIRR. He honed the idea while part of the University of Chicago’s Polsky Accelerator program through which he got $120,000 to develop the technology. The company has been operational for about four months now and has been offering a $49-per-month trial with a group of retailers to provide the technology on 10 of their garments. The clothing brands host the technology on their websites and are able to gather data about the fit and popularity of the garments from the app. Currently, customers scan a QR code with their phone to activate the technology using their device’s camera. Kanani said the next iteration will involve an embedded link to create the experience on a laptop. The company has largely been bootstrapped so far, but he has plans to attend two more accelerator programs and will raise a seed round in 2023. “Our next steps will be increasing revenue and getting from the small business segment to our enterprise partnership,” Kanani said. “In the next six to nine months we will complete our shipping to production on the partnership that we have, and then finish off with the partnerships we are targeting. Beyond that, we will acquire funding to get into an enterprise beyond those 10 garments.”

UK antitrust litigation targets Amazon Buy Box with $1BN+ damages claim • ZebethMedia

Another antitrust lawsuit is being filed in Europe targeting Big Tech for hefty damages over claims of abusive self-preferencing. This time ecommerce giant Amazon — and its nudge-tastic ‘Buy Box’ — is in the frame for an incoming opt-out representative legal action that’s been announced in the UK, seeking an estimated £900 million in damages to compensate tens of millions of consumers for alleged anti-competitive behavior. The key accusation of “The Amazon UK Buy Box Claim” — as the opt-out collective action suit is being styled — is that Amazon uses the Buy Box, a feature it displays on product pages encouraging shoppers to add a particular seller’s item to their cart, to unlawfully favor its own product offers, obscuring better deals that could save shoppers money. The suit will allege that Amazon uses a “secretive and self-favouring algorithm to ensure the Buy Box nearly always features goods sold directly by Amazon itself, or by third-party retailers who pay hefty storage and delivery fees to Amazon”, per a press release announcing the legal action. This is a familiar charge, with both the UK’s competition authority (since this summer) and the European Union’s antitrust unit (since 2020) investigating Amazon’s criteria for sellers to feature in the Buy Box, probing concerns it artificially favors both its own retail offers and those of sellers that use its logistics and delivery services. But the biggest punch to date has been landed by Italy — which fined Amazon ~$1.3BN at the end of last year for abusing its market position through self-preferencing. Its competition watchdog found Amazon abused its position by giving preferential treatment to third-party sellers that use its logistics service — including a higher higher chance of being featured in the Buy Box — than those sellers not paying Amazon to use its logistics service. The Amazon UK Buy Box Claim — which is slated to be filed in the Competition Appeal Tribunal in London before the end of this month — is being funded by LCM Finance, a global litigation funder. Consumer rights advocate, Julie Hunter, is putting herself forward as the class representative — seeking to represent the interests of tens of millions of Amazon users that the collective action alleges have been damaged by Amazon’s anti-competitive behavior. The suit will accuse Amazon of breaching section 18 of the UK Competition Act 1998 and Article 102 of the Treaty on the Functioning of the European Union. Commenting in a statement, Hunter said: “Many consumers believe that Amazon offers good choice and value but instead it uses tricks of design to manipulate consumer choice and direct customers towards the featured offer in its Buy Box. Far from being a recommendation based on price or quality, the Buy Box favours products sold by Amazon itself, or by retailers who pay Amazon for handling their logistics. Other sellers, however good their offers might be, are effectively shut out – relegated down-page, or hidden several clicks away in an obscure corner of Amazon’s website.” “Online shoppers have a right to be treated fairly and to be able to make informed decisions,” she added. “This lack of transparency and manipulation of choice is an abuse of consumers’ trust, as well as a raid on their wallets. Amazon occupies an incredibly powerful position in the market, making it impossible for consumers to take individual action. Amazon shouldn’t be allowed to set the rules in its favour and treat consumers unfairly. That is why I am bringing this action.” Reached for comment on the legal action, an Amazon spokesperson said: “This claim is without merit and we’re confident that will become clear through the legal process. Amazon has always focused on supporting the 85,000 businesses that sell their products on our UK store, and more than half of all physical product sales on our UK store are from independent selling partners. We always work to feature offers that provide customers with low prices and fast delivery.” While Italy has definitely thumped Amazon over self-preferencing, there has — more generally — been a widespread failure of traditional competition regulation to respond effectively to Big Tech’s market muscle despite heavily documented concerns. Hence other antitrust investigations over the same issue are still ongoing — or even only just being opened. This problem of classic competition regulation’s flat-footedness in the face of Internet-based market power dynamics has, in recent years, nudged a number of European lawmakers to announce a reboot of their rulebooks to bring in proactive regimes they hope will actually be able to clip the wings of the most powerful digital platforms. Reforms such as the EU’s just adopted Digital Markets Act (which will start operating next year); or Germany’s special abuse controls, which came into force after a 2021 update of domestic competition law (and which, earlier this year, its Federal Cartel Office confirmed apply to Amazon). However it’s still early days for those ex ante reboots so litigation funders have spotted an enforcement gap they can lean into in the meanwhile. Hence the flurry of antitrust litigation targeting Big Tech in Europe this year — including, in January, a UK class action style suit against Facebook-owner Meta (which is claiming data exploitation through abuse of dominance and seeking $3BN+ in damages); in February, a PriceRunner lawsuit against Google (seeking $2.4BN+ damages for alleged breaches of the EU’s 2017 Google Shopping antitrust enforcement); and, last month, a couple more suits against Google — filed on behalf of publishers who claim they have been harmed by anti-competitive adtech practices and are reported to be seeking up to $25BN in damages. It’s too early to say whether any of these legal actions will prevail but the stakes are high — obviously — given the billions in damages being sought. And the chance of a massive payday is evidently greasing the supply of litigation funders willing to take a punt. Commenting in another supporting statement, Lesley Hannah, one of the partners at Hausfeld & Co LLP (which is leading the litigation),

Banyan raises $43M to grow its network of item-level purchase data • ZebethMedia

Banyan, a platform for product purchase data that allows customers such as banks, fintechs, hotels and merchants to automate expense management and more, today announced that it raised $43 million in a Series A funding round — $28 million in equity and $15 million in debt — led by Fin Capital with participation from M13, FIS Impact Ventures and TTV Capital. A source familiar with the matter tells ZebethMedia that the valuation is in the “mid-$100 million” range. CEO Jehan Luth says that the new capital will be put toward product research and development and infrastructure growth, as well as toward expanding Banyan’s headcount from 46 employees to 50 by the end of the year. “This funding round positions Banyan well with ample runway to grow,” he told ZebethMedia in an email interview, noting that it brings the company’s total raised to $53 million. Banyan maintains a database of “SKU-level” data and a platform that leverages the database to enable companies to use purchase data in various ways (e.g., fraud prevention, loyalty programs and card-linked offers). For example, Banyan can integrate item-level purchase data into business banking or expense management apps, removing the need to organize receipts and expense reports. Elsewhere, the platform organizes, classifies and standardizes receipt data to enable merchants and their partners to target offers to specific items, categories and aisle-level subcategories they want to reward (think ad campaigns like “buy grilling equipment at grocer X and get 20% cash back”). Luth — who holds an associate’s degree in computer science from the University of Cambridge, a bachelor’s degree in food science from the Culinary Institute of America, and master’s degrees in epidemiology and law from the University of Pennsylvania — founded Banyan in 2019 after serving as technology director of Harvard’s T.H. Chan School of Public Health. He claims one of the company’s major differentiators is that its network obtains data directly from first-party sources, such as merchants, and doesn’t collect personal information — addresses, phone numbers, email addresses and the like — “unless absolutely necessary” to deliver a service. “Merchants are a key collaborator in our network, providing secure purchase receipt data so that there is no need for screen scraping or problematic receipt snapshots with a mobile phone,” Luth said. “We are organizing and standardizing item-level data across all merchants so that it can be accurate and consistent when integrated into banking institution customer platforms.” Banyan claims to have processed billions of transactions and receipts from the over 35,000 merchant partners in its network. Luth, who declined to reveal the size of the company’s customer base, says it’s made up largely of banks and fintechs (he wouldn’t name names).  “In an environment where many consumers are tightening their belts and rethinking brand loyalty, item-level data can be a key for retailers to offer real savings leveraging strategic ‘aisle’ budgets, while also managing inventory levels and efficiently driving sales retention,” Luth said, demurring when asked about Banyan’s revenue numbers. “Our investments will enable financial institutions to increase customer engagement by delivering personalized digital experiences, and enable merchants to streamline the purchase experience and create new sources of sales revenue along with improving their ability to manage inventories.”

GlobalFair secures new cash to simplify procuring construction materials • ZebethMedia

The construction materials market is fragmented, according to GlobalFair CEO Shaily Garg, because it involves layers of both supply chain and logistics complexities. In a 2021 survey for the National Association of Home Builders and Wells Fargo, the vast majority of builders said that the time it takes to obtain materials — and the cost of materials — continue to be the top issues they face. Garg posits that technology can help, which is why she launched GlobalFair in 2020 with Ashish Chandra. A business-to-business startup, GlobalFair aims to simplify the procurement of “ready-to-install” materials such as countertops, quartz countertops, cabinets, natural stones and tiles with a digital marketplace for U.S. construction contractors. GlobalFair today announced that it raised $20 million in a Series A funding round led by Lightspeed — a mix of equity ($12 million) and debt ($8 million) — with participation from Saama Capital, India Quotient, AUM Ventures and Stride Ventures. It brings the company’s total raised to $22 million following a $2 million seed round last February. “The idea of GlobalFair was something Chandra and I felt strongly about, given the fragmented nature of construction businesses,” Garg said. “Across the world, global supply chain challenges are resulting in construction delays and labor shortages.” Garg says she developed an interest in construction at an early age. Her family owned a quartz manufacturing business and she was trained as an engineer, going on to work for P&G prior to founding GlobalFair after stints at PwC and TransUnion. Chandra is also an engineer with an infrastructure consulting background, having worked as a director at PwC India and co-founded TrueCover, a startup creating blockchain-based insurance tools. With GlobalFair, Garg and Chandra drew on their technical backgrounds to create a platform with predictive modeling capabilities. While the platform’s flagship product is a marketplace that connects contractors, distributors, fabricators, architects and construction companies to procure materials, GlobalFair also offers a tool to automate construction material cost estimates from architectural plans and site shop drawings. Beyond this, the company hosts a material visualization app to help architects and designers anticipate how things might look once installed, as well as an automated enterprise resource planning system to — in Garg’s works — “enable swift response time for customers and suppliers across multiple geographies.” “[W]e have created an end-to-end synchronized supply chain from discovery to the final delivery of materials at a customer’s doorstep,” Garg said. “Our one-stop-shop platform is transformational for supply-side manufacturing, opening up the pockets of manufacturing that exist in India, Vietnam and other Southeast Asian countries for the global markets. We aim to become the largest technology-first global supplier of building materials, providing an easy, cost-efficient and seamless cross-border procurement experience for construction contractors.” To this end, GlobalFair claims to be working with “hundreds” of contractors and retail customers across the U.S., specifically for multifamily and hospitality projects with budgets ranging from $100 million to $500 million. Garg says that GlobalFair’s clientele runs the gamut from big manufacturers and local distributors, to exporters, to retail chains buying from distributors. Garg attributes the company’s recent success in part to the pandemic and the subsequent supply chain chaos. A report from Buildertrend found that the average number of days of delays more than doubled in 2022 compared to last year — a result of volatile material costs, shipping backlogs and scarce labor. Construction tech startups have broadly benefited from the tailwinds over the past two years. In H1 2022, alone, funding in the sector totaled $1.3 billion, according to Pitchbook — up 44% from H2 2021. “COVID-19 has had a seismic impact on global production networks, such that logistics costs and existing supply chains have altered fundamentally,” Garg said. “Businesses today are more worried about the resilience of their supply chains and are therefore looking to expand their supplier networks … At GlobalFair, we are disintermediating the long cross-border supply chain, connecting contractors directly to the suppliers.” Garg claims that GlobalFair is maintaining “unit profitability” despite the current economic uncertainty, having seen “strong customer pull and growth” between the seed and Series A rounds. The new capital will be put toward growing the company’s team (from around 100 people to more than 200 by mid-2023), building products and scaling GlobalFair’s tech offering to new markets, she said. Lightspeed partner Bejul Somaia shared via email: “The pandemic created stress in supply chains across industries, heightening the need for transparency, visibility and geographic diversification in the global procurement of construction products and building materials. By using technology to stitch together a network of manufacturing facilities across India and South East Asia, GlobalFair enables buyers in any country to discover new supply in an efficient, transparent and secure electronic market.”

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