SumUp, one of the myriad European Square-style mobile card reader startups, has expanded its coverage footprint by rolling into an eleventh European market: Russia. SumUp is now operational in the U.K., Germany, Ireland, Austria, the Netherlands, Spain, Italy, France, Portugal, Belgium and now Russia, giving it a larger international geographical footprint than other European mobile point-of-sales rivals including iZettle and Rocket Internet-backed Payleven.
To support its Russia launch SumUp has opened a local office in Moscow, and partnered with Svyaznoy Group, a Russian retail and financial conglomerate, which will distribute SumUp’s card readers through its nationwide consumer electronics retail network of close to 3,000 stores.
Svyaznoy stores will also be using SumUp’s solution to accept card payments from its customers — giving SumUp another leg up in the market. The retailer, which specialises in the sale of phones, digital equipment and portable electronics, sells close to a third (30%) of all the smartphones in Russia, according to SumUp.
SumUp said Russian businesses can now sign up to its service in Svyaznoy stores as well as on its own website, and are able to receive native language assistance from its Moscow-based support team. Daniel Klein, SumUp CEO, said it’s targeting the more than 6 million small businesses in Russia, and also aiming to grow off rising smartphone usage.
“We see a real need for an easy and secure solution for card payment acceptance in the Russian market. We are excited to work with the strongest possible partner in Russia right from the start,” he said in a statement.
SumUp has been using a partnering strategy to build out its European payments business, including partnering with a women’s plumbers organisation, Stopcocks Women Plumbers, in the U.K.; a maker of iPad POS software in Europe; and with a taxi hailing app and an odd job software platform provider in Germany.
As with the myriad mobile payments players targeting small businesses, SumUp does not charge a monthly fee to businesses using its system but rather takes a 2.75% per card reader transaction charge. It accepts Visa, Mastercard and recently added support for Amex in the majority of its markets.
Zalora, a Zappos-style fashion e-commerce site in South East Asia backed by the Samwer brothers’ Rocket Internet incubator in Germany, is today announcing its latest investment — $100 million, led by Rocket Internet itself, along with regular Samwer investing partners Summit Partners, Investment AB Kinnevik, Verlinvest and Tengelmann Group. The is the largest investment in Zalora to date, and one of the biggest in an e-commerce startup in the region.
Zalora has operations in Singapore, Indonesia, Malaysia, Brunei, the Philippines, Thailand, Vietnam, Taiwan and Hong Kong, and this round comes amid a new flush of money for fashion e-commerce companies: just yesterday it was reported that Fab is raising $250 million at a $1 billion valuation (a deal that only one month ago appeared to be for a $100 million raise).
This is not the first flush of money to come to Zalora. The startup had raised at least two other rounds since launching in March 2012, a “significant double-digit million” investment from JP Morgan in September 2012, and $26 million from Tengelmann in March 2013. It’s been using the funds to build out its footprint into more countries, invest in its logistics and also in R&D, out of its HQ in Singapore, and new platforms — among those, the launch of a iOS app.
As seems to be par for the course with Rocket Internet portfolio companies, Zalora has been no stranger to being subject to the negative rumor mill. In March 2013, Zalora was reported to be shutting down its regional operations in Taiwan, although the company said that it was streamlining and moving some functions to Singapore. That comes after other reports that Oliver Samwer had to go hands-on soon after Zalora’s launch for a little staff motivation. The company appears to already have changed MDs at the company. Today it is being run by Michele Farrario; in September 2012 the MD was Mato Peric.
But any signs of turmoil seem to be behind the company, for now at least. The company is claiming “months of steady growth,” recently delivering its one millionth order, although it doesn’t spell out what those revenues are specifically, noting just “double-digit million USD revenues.” It says that mobile sales make up 25% of all of its sales, which cover 500 brands and some 20,000 products per country site.
“Our company is one of the fastest growing e-commerce companies in South-East Asia and has bright prospects,” said Ferrario in a statement. “It is an honor for us that investors of such great repute have invested into an e-commerce company as young as ZALORA. Our goal is to continue serving up world-class products and services, so everyone in South-East Asia can benefit.”
Rocket Internet got its beginnings building out e-commerce startups across Europe. Mimicking the functions of well-funded e-commerce startups in the U.S., some of those Rocket Internet startups even got acquired as part of the Americans’ inorganic growth strategies.
Rocket Internet still has a strong presence in Europe, but the Samwer brothers have been putting a lot more of their efforts lately into emerging markets like those in South East Asia, Eastern Europe, South America and further afield (case in point: Azmalo, a new Amazon-style online marketplace site in Pakistan launched just this week). The idea is to try to reach a swathe of consumers that represent a new middle class who are only starting to go online to shop, and therefore represent a faster growing user base than consumers in more mature, and more penetrated, markets.
Often the Samwers’ movements are in countries that Rocket’s U.S. counterparts have yet to tackle, making companies like Zalora into potential acquisition targets. In the meantime, adding more Rocket Internet e-commerce startups in each country to bolster existing ones means that they can share backend systems, logistics and get faster economies of scale, essential in getting e-commerce businesses to profit. You can see the full extent of the Rocket Internet empire here.
Google is facing another competition investigation, according to the Financial Post. The Canadian Competition Bureau has informed Mountain View of its plans to launch a formal investigation of its Canadian operations. It has not yet requested any information or documents from Google but has informed the search giant of its intention to launch a probe.
The Bureau declined to comment on the scope of the investigation, noting that it is obliged by law to conduct investigations confidentially. Asked for comment on the probe, Leslie Church, Google Canada’s head of communications and public affairs, told the Post: “We will work co-operatively with the Competition Bureau to answer any questions they may have.”
The Canadian Competition Bureau administers and enforces Canada’s Competition Act, among other laws. Among the types of behaviour it investigates are abuse of a dominant position involving anti-competitive practices that “substantially lessen competition in the market, or are likely to do so”.
Google’s search engine is by far and away the dominant player in Canada. According to StatCounter data for April 2012 to 2013 Google’s share has declined over the past year but only very marginally, from more than 90% last year to just under 90% in April this year. The second largest search engine, Microsoft’s Bing, took less than 7% of the market in April 2013.
The FTC probe ended with Google agreeing to make some voluntary tweaks to its search and ad business and without any fine being levied. In the European antitrust case, Google submitted proposals for changes to its practices back in April. Yesterday Reuters reported that EU antitrust regulators had extended the review period for Google’s rivals to study its proposals after complaints that competitors were not being given as much time to formulate their responses.
If Google is found to have breached EU competition rules it could face a fine of up to 10% of its global revenue.
Today, thanks to the maturation of the web, digital tech, and smartphones now in seemingly every pocket, startups are finding it easier than ever before to build scalable solutions to finally address the many inefficiencies in our food manufacturing, production and distribution systems.
As interest in food tech balloons, one area in particular appears to already be at the tipping point: Online and mobile food delivery. Over the last few days, we’ve hearing about a merger between two of the largest companies in the space. Rumor has it that “arch rivals” GrubHub and Seamless are in talks which could see them join forces as part of a merger. While our sources tell us that the talks are serious, the terms of the merger are not yet clear and, of course, any potential deal could fall through.
Furthermore, it’s not yet clear what kind of synergies would take place, how management of the new entity would be structured or even what the new business will be called. The two companies would not confirm on the record on any of the above. But as far as the name goes, we’re hoping for Grubless. Or Hubless GrubSeam. But they have a nice ring to them, don’t they?
If these rumors are true, the merger comes at a good time for the arch rivals, who have been seeing mounting competition of late from a laundry list of new startups entering the space, including increasingly popular alternatives like Delivery.com, ChowNow, Munchery (meals from local chefs), Campus Special, eat24 or the bigs of Europe, like Food Hero and Just-Eat.
If the online food-ordering and delivery market is roughly where daily deals were three-plus years ago, then the deal essentially creates the Groupon of food delivery. Like the daily deals market, food ordering has traditionally had a fairly low barrier to entry, which helps explain why we seem to see a new startup pop up every week.
Plus, the business model isn’t particularly complicated, making it replicable. That being said, innovation and tech adoption have been slow to come to the food industry, and, at scale, this model (taking a slice of transactions) has the potential to be able to generate a lot of cash.
This is just one part of why the “food tech” business has been so hot lately. Just ask venture capitalists who collectively poured $350 million into food startups over the last year. (Compare that to 2008, when it was less than $50 million.) Plus, when you get right down to it: People need to eat. And, as it turns out, people are pretty busy. Uh, and lazy.
Of course, for those who remember the spectacular failure of online food companies like Webvan, Kozmo and HomeRuns, this whole “tech in your kitchen” and online ordering jibber-jabber probably sounds familiar — and not in a good way. But this time it’s different. Research from Cornell University recently found, for example, that over 40 percent of adults in the U.S. have ordered food online, and 10 percent of restaurant orders now originate online — and these numbers continue to head north. GrubHub and Seamless have built successful businesses on this very idea.
Both GrubHub and Seamless have been around for some time: The New York City-based Seamless was founded in 1999, while the Chicago-based GrubHub got its start in 2004. And for the most part, the two companies have catered to two different markets geographically. While both now have fairly expansive coverage, GrubHub has naturally developed a firm foothold in the Midwest, while Seamless focused its early attention on NYC, before moving into cities like Los Angeles and San Francisco. From that perspective, a merger would make sense, allowing the new, consolidated entity to gain penetration into markets where they lacked a major presence.
Writ large, the companies, while having some fundamental differences, do seem to have a lot of synergies on paper — at least “nominally,” depending on who you ask — likely why they’ve increasingly become rivals over the years. Bboth are of fairly comparable size, as GrubHub has more than 18,000 restaurant partners across more than 500 cities, while Seamless has over 12,000 restaurants and serves nearly 5,000 businesses and more than 2 million users. As of February, Reuters reported that Seamless was on track to generate more than $100 million in revenue this year as it expands into new cities and focuses more aggressively on mobile.
The company reportedly generated $85 million in revenue last year, growing its consumer business by 60 percent year-over-year and “will soon be processing $1 billion worth of food orders a year,” Seamless CEO Jonathan Zabusky told Reuters at the time. For the majority of its history, the company focused primarily on New York, but launched a major expansion effort last year, bringing its service to 10 new cities. According to the report, Seamless saw its transaction volume quadruple in Los Angeles during 2012, with transactions tripling in San Francisco.
Another interesting point to note: GrubHub was reported to be considering an IPO last fall. The company denied the rumors at the time, and if this merger is true, then they’ve been given the proper perspective. Certainly, it would seem that this wouldn’t take a potential IPO off the table, instead, likely making an opening price that much higher.
The IPO rumors for GrubHub came at a time when the company was reportedly doing about $60 million in revenue (this was in 2012) — a little less than half that of Seamless. Furthermore, Crain’s reported in December that GrubHub’s revenue has been doubling every year and, as the company reported $30 million in revenue in 2011, that revenue estimate would make sense and put the company on the path to crossing $100 million well before the end of this year.
That is all to say that, although the terms of the potential deal are unclear, these are two sizable businesses that are growing relatively fast, so any potential valuation has got to be fairly high. After all: The two companies were fairly comparably capitalized and staffed, with GrubHub growing to over 250 employees and Seamless over 300, while GrubHub raised about $84 million from a mix of venture and growth equity firms (including Benchmark) and Seamless raised $51 million, $50 million of which came from private equity firm Spectrum Equity.
While both companies have made a couple of acquisitions, this would be the second big M&A deal for Seamless, as the company was acquired by food services giant, ARAMARK, in 2006. Five years later, Spectrum bought a minority stake in Seamless from ARAMARK, and about a year later, the food services company spun-off its remaining interest in Seamless to its shareholders. Free from its corporate ownership, Seamless proceeded to go out and buy MenuPages for $15 million, showing up GrubHub, which MenuPages had initially targeted as its acquirer. When GrubHub and MenuPages couldn’t agree to a deal, and it seems that GrubHub was instead in the process of buying Dotmenu/Allmenus, Seamless swooped in — according to BetaBeat.
So, as you can see, the companies have a long history of jostling. While GrubHub had been out acquiring restaurant partners fast and furiously, Seamless stagnated a bit under ARAMARK, but since becoming an independent company (again) and with a new board/investors, the company seems to have been compounding its growth. Together, that growth could be exponentially higher.
Finally, if this deal is in fact a go, it’s worth looking at this quote from GrubHub co-founder and CEO Matt Maloney from back in 2011. In it, he shares his opinion on GrubHub’s top competitor, a little company called Seamless. He told BetaBeat:
I typically don’t talk this much about Seamless because we don’t view them as incredibly strong competition for what we’re doing … Seamless fundamentally is a corporate catering business. They were founded years and years and years ago to do just that. And they’re still best in the business for corporate. They recently got into the consumer and residential pick-up and delivery. And they do it well in New York, but they really have zero business anywhere else. We don’t even consider them competition anywhere other than Manhattan specifically.
So, there you go. A match potentially made in heaven, and one that’s sure to shake up online and mobile food ordering if it happens.
Flying under the radar amid a flurry of announcements from today’s Google I/O developer conference is the bigger news of how Google is stepping up its efforts to compete with online payment giants, such as PayPal. It plans to do so with a revamped checkout process for the web, mobile web, within mobile applications running on Android, and more.
It’s a proposed death to PayPal by a thousand cuts, leveraging everything from Chrome to Android and even Gmail. What Google hasn’t quite worked out yet is how all this will tie together in the long run, but you can see the plan beginning to form.
#1: Google Wallet On The Web: Storing Payment Credentials In Chrome
Let’s start with the browser, the de facto home for online shopping.
It’s not news that the checkout experience is broken. Shopping cart abandonment is one of the biggest pain points for today’s merchants, mainly because their websites have traditionally offered only cumbersome and tedious forms for shoppers to fill out in order to make a purchase.
As noted during today’s keynote, one of the hardest things you can do on the web is try to buy something. The process takes around 21 steps, the company explained. Of course, Google is exaggerating here a bit – billing and shipping details are usually the same, but Google counted each field (street, ZIP, etc.) twice.
That being said, things are even worse on mobile. Google notes that shopping cart abandonment on mobile devices is now an outrageous 97 percent. Again, that seems high (here’s the source for that figure), but the trend Google is illustrating with these slightly puffed up figures is not.
For comparison’s sake, Monetate’s data put global cart abandonment at around 82 percent as of Q4 2012. The company has been seeing increases in cart abandonment – which had been around 60 percent over the past several years – due to an increased number of shoppers doing research on mobile phones and other devices. As they reach the point of checking out on mobile, they’re now more likely to give up and move on because of the increased difficulty of the experience on mobile’s small screen, combined with retailers’ failure to roll out mobile-optimized experiences even as percentages of mobile shoppers continue to grow at record rates.
Chrome is already the world’s most popular browser, with more than 750 million monthly active users today, up from 450 million just a year ago. Now it will begin baking a speedier checkout experience into its browser by syncing your billing information and other details within Chrome.
What that means is that when you visit a website using the Chrome browser, including the Chrome mobile browser, you’ll automatically be offered a prompt with your billing profiles. Chrome can then use autocomplete functionality to fill in information for you, such as your address, ZIP code, credit card info and more.
This functionality is being introduced via a new requestAutocomplete API, which Google describes here as “an aspiring web standard that will allow users to bypass pages of form fields with an imperative API for requesting details the browser knows.”
Google says this decreases the number of steps in the checkout process from 21 to just 3.
Overall, it’s a worthy attempt at solving the problem with online checkout, but it still suffers from some potential obstacles to broader adoption: Website owners will have to implement the functionality (the API) on their end, and unless this “aspiring” web standard becomes an “actual” web standard supported by all browsers, its impact would be limited.
This feature is still in its early days, but it’s designed to be open. Presumably, the company would still want to at least offer support for payment information retrieved from users’ Google Wallet accounts, if not actually require it. (Theoretically, payment info could just be saved directly in Chrome or any other browser without the need for a Wallet account.)
#2 Google Wallet On The Web (Um, Again): Google Wallet API
While the above describes what will first be a Chrome-only feature to start, Google Wallet has already found a way to support the web and mobile web through more traditional means.
In addition to supporting online checkout through Wallet, last fall, the company launched a Google Wallet API, which allows e-commerce website owners to support checkout via Google Wallet on mobile devices. This is independent of the browser or mobile operating system, however, making it more like an alternative to the PayPal button.
It’s a bit confusing because with the new Chrome autocomplete functionality, it seems there will be some overlap between the two. Site owners would end up implementing two APIs to be fully supportive of Google users: one to speed up checkout through automated form-filling in Chrome (likely pulling payment credentials from a user’s Google Wallet), and another if they wanted a Google Wallet button on their site that users could click to instead be walked through the Google Wallet checkout flow.
Which is better? How will these two tie together? For now, Google can’t say, only noting that it’s still “early days” for the Chrome autocomplete API and it’s probable that Google Wallet will be supported in some way.
But nothing is definite yet.
It’s indicative of how Google needs to bring its separate teams together in order to tell a more cohesive story about payments. Rumor has it that the Wallet team has been too “siloed,” which has caused some issues. (See part #5 below, for example).
#3 Going Wallet On Android: Paid Apps, In-App Purchases & Now, the Google Wallet Instant Buy Android API
Android is the world’s most popular mobile operating system, so it only makes sense for Google to take advantage of that fact to pull in more users’ payment information. After all, today’s users are already using Google Wallet to purchase paid applications for Android devices, as well as in-app purchases, so why not extend Wallet to support purchases of physical goods, too?
That’s just what Google did.
With the new Google Wallet Instant Buy Android API, merchants and developers selling physical goods and services (as opposed to virtual goods like those sold in mobile games), can now offer their customers 2-click checkout.
The service ties in also with Google+, allowing users to register and sign in to the apps, similar to Facebook Connect, and then tap to checkout without the need to enter billing or shipping information.
#4: Google Wallet in Gmail: “Attach” Money
Another vector in the fight to topple PayPal is person-to-person payments – like paying the babysitter or paying your dad the money you borrowed, for example. Digitally savvy folks today still largely turn to PayPal to make this happen.
Google’s plan here? Leverage Gmail.
It’s simple and ingenious really. The familiar email “attachment” icon has just become another onboarding experience for Google Wallet. With the Gmail update, the service’s 425 million+ users can hover over the attachment paperclip icon, then click the $ icon in order to “attach money” to their message.
Of course you’ll need a Google Wallet account first.
For now, the feature is only available in the desktop version of Gmail, but it will certainly come to mobile in time.
#5 Google Wallet In Real World? (What’s Plan B If NFC Never Wins?)
Google has been trudging along with its NFC-based Google Wallet app. The app uses technology whose broader adoption has been slow to pick up here in the U.S., in part due to a lack of support from Apple, as well as swirling questions as to how much of an improvement tapping your phone at point-of-sale really has over a card swipe in the long run.
Combined, all of the above areas on their own can’t be considered a PayPal killer by any means. But as they become more tightly integrated over time (assuming Google can get its teams together to focus on the bigger picture beyond their own product’s development and focus on the global stage), you can see a viable threat to PayPal starting to shape up.
Jackthreads is a Thrillist company that features clothes and accessories for men. The style is all over the place – goofy t-shirts sit next to nice blazers and jackets – but it’s decidedly urbo-hipster in the design and sizing. Full disclosure: I try my damnedest not to buy their stuff but I still find my self idly clicking through and buying age-inappropriate streetwear. It’s pretty addicting.
That said, they’re going gangbusters.
The company will see $75-100 million in revenue this year and their iPhone app just passed 2 million downloads. The app has been a consistent top free lifestyle app and it pushes millions of pageviews and sales sessions. “It’s a huge driver for the business in every single way,” said CEO of Thrillist Media Group, Ben Lerer.
“The native app experience killed for us,” he said. “It drove tens of millions of dollars of revenue.”
They have just launched a new iPad app that acts as a catalog for their daily deals and pushes notifications when new sales are added. Lerer is excited about the new platform and has seen mobile usage explode.
“We anticipate the highest conversion rate on any channel,” he said. “I know I’m buying more frequently on the iPad. Mobile is a huge driver for the business in every single way.”
Given that Jackthreads is one of Thrillist’s most profitable properties and thanks to solid growth over the past few years, it’s clear that Lerer and team have found the goose that lays the lightweight golden track jacket with scorpion detail on the back.
Another funding raise for a collaborative consumption startup: Spain-based private sales club Privalia, which sells branded clothes and accessories at discounted prices to members in the five markets it currently plays in, has closed a new €25 million round ($32.3 million). The company did not specify which round this latest raise falls under but has previously raised a total of $218 million in two rounds, taking place in 2010 and 2011, according to Crunchbase.
The new financing brings Privalia’s total funding to date to $251 million. It also adds a new investor, with Belgian-based fund Sofina – also an investor in European online shoe retailer Spartoo – becoming a shareholder. Other prior investors include La Caixa Capital Risc, Nauta Capital, Highland Capital Partners, General Atlantic, Insight Venture Partners, Index Ventures, the founders of dress-for-less Mirco Schultis and Holger Hengstler, and José Manuel Villanueva and Lucas Carné, the two co-founders of Privalia.
Privalia currently operates in Spain, Italy, Germany, Mexico and Brazil. It said it plans to use the new funding to expand its growth in the Latam region, as well as to strengthen its financial structure and extend its leadership, noting in a press release that sales in Mexico grew by more than three digits in 2012, and that Brazil is its main operating company by sales volume.
Overall, Privalia said its business grew 32% in 2012, with total revenues of €422 million ($543.5 million), adding that it ended the first quarter of this year with positive EBITDA on a consolidated basis. It points to early investment in mobile as a key engine for growth, with €1 in every €3 spent via its mobileapps in Spain, while in Mexico the figure rises to more than 40% of sales — and up to 60% during holiday dates.
Commenting on the raise in a statement, co-founder Lucas Carné, said: “In the last three years we have invested heavily to consolidate as one of the first groups of e-commerce in Europe and Latin America. The current size of operations this year allows us to focus on operational efficiency and profitability growth. Only those electronic stores that are profitable or have strong support from investors, will able to survive in the next three years.We are fortunate to meet both conditions.”
Walmart, via its Silicon Valley innovation lab @WalmartLabs, today announced the acquisition of two startups: cloud computing newcomer OneOps and the software development shop Tasty Labs, from Delicious founder Joshua Schachter. Tasty Labs offered two services Jig.com and Human.io – both domains which are now redirecting to Walmart’s acquisition announcement, along with that of their corporate parent.
Walmart declined to disclose deal terms.
OneOps developed a Platform-as-a-Service (PaaS) capability that Walmart explains will enable it to “significantly accelerate” its PaaS and Private Cloud Infrastructure-as-a-Service (IaaS) strategies. The company offered developer tools built from the ground up for those who host their applications on cloud services like Amazon’s Web Services, for example, as well as Rackspace and HP Cloud. Developers could publish to any cloud, and seamlessly port their apps elsewhere as needed, eliminating lock-in.
The company offered a library of predefined building blocks to quickly bootstrap an application, which could be visually assembled in its interface. A variety of categories such as content management (ex. Drupal, WordPress), e-commerce (ex. Magento), enterprise portals (ex. Liferay), and more were available.
“Walmart is looking to create a best-in-class global eCommerce platform to power ‘anytime, anywhere’ shopping for our customers. The Platform team has been working tirelessly to build the tools to help our developers deliver big site changes faster,” explains Walmart Public Relations Director Ravi Jariwala in a statement. “We are innovating on a very large scale, and OneOps brings us tools that will allow us to move even faster toward a global platform.”
Meanwhile, Tasty Labs was founded in 2010 by a team which includes ex-Mozillian Nick Nguyen, HousingMaps creator Paul Rademacher, and Joshua Schachter, who was best known for founding of of “web 2.0″‘s finest: the social bookmarking service Delicious. The company had raised $3 million in Series A funding from Union Square Ventures, Andreessen Horowitz, and other unnamed angel investors.
The startup launched its first product Jig.com in 2011, which was described as a “marketplace for needs” – meaning users would post “I need…” and others would respond to help them. The following year, it debuted Human.io, a micro-task service operating in the same general space. This application targeted businesses with small requests – like wanting to know how many people were in line at a store, for example, or getting people to take short surveys on their phone.
Schachter once described Human.io as a way to “build tiny little microapps and distribute them to a mobile client.” He said it was a combination of things the team loved: “Mobile, Mechanical Turk, MapReduce, and Twilio.”
Going forward, Tasty Labs staff will join Walmart’s Product and Mobile teams, Walmart says, in an effort to build out the company’s e-commerce platform.
Walmart Labs is known for snapping up early stage startups to test new ideas in e-commerce some of which eventually get folded into the company’s e-commerce site and other online operations. In the past, it has acquired startups like Kosmix, OneRiot, Grabble, Small Society, and others. Kosmix’s Social Genome technology was used in an earlier @WalmartLabs creation known as “Shopycat,” a social-gifting platform that debuted just before the 2011 holiday season, and Kosmix later formed the basis of a new search engine named “Polaris” which now powers Walmart.com.
