Boeing’s Starliner CST-100 crew spacecraft got off to a great start on its first-ever launch to the International Space Station this morning – but despite the rocket and launch vehicle performing as expected, the Starliner spacecraft itself hit a bit of a snag when it came time for its own post-launch mission to begin.
The Starliner capsule successfully separated from the ULA Centaur second stage rocket that brought it to its sub-orbital target in space, but when the Starliner was supposed to light up its own engines and propel itself to its target orbit, the requisite burn didn’t happen. Boeing instead said that the spacecraft achieved a stable position to charge up its solar-powered batteries, and that it was working on the ground with its team to figure out what maneuvers come next to get the spacecraft to where it needs to be.
NASA Administrator Jim Bridenstine provided the first substantial update about what went wrong via Twitter at 8:45 AM EST, noting that there was an incident wherein the Starliner spacecraft “believed it was in an orbital insertion burn, when it was not.”
Update: #Starliner had a Mission Elapsed Time (MET) anomaly causing the spacecraft to believe that it was in an orbital insertion burn, when it was not. More information at 9am ET: https://t.co/wwsfqqvLN7
— Jim Bridenstine (@JimBridenstine) December 20, 2019
This means its mission clock encountered some kind of bug or error that told the Starliner systems it was at a different point in the mission procedure than it actually should’ve been. As a result the spacecraft burned more fuel than it was supposed to and missed its intended orbital insertion point. The Starliner has subsequently done a second burn and is a stable orbit, but it is no longer capable of reaching the International Space Station as planned.
At a press conference that kicked off around 9:38 AM EST, NASA Administrator kicked off remarks by noting that “a lot of things went right” in today’s mission, regardless of the problems encountered.
“When the space craft separated from the launch vehicle, we did not get the desired orbital insertion burn that we were hoping for,” he continued, noting again that the spacecraft believed it was at a different stage in the mission than it actually was in. Once ground control was able to send a manual command to correct it, it was “too late” to salvage the full mission of actually reaching the Space Station as planned because too much propellant was already burned.
Bridenstine also speculated that were NASA astronauts actually on board, they would “absolutely” have “been safe,” and that they probably could’ve assisted and overcome the automation error encountered via manual control to save the mission.
ULA CEO Tory Bruno explained that this was a fully successful launch from the perspective of the Atlas V launch vehicle, which flew in a different configuration than usual for the first time, so they consider it a win for their perfect launch record, having “literally hit a bullseye” for their target mission parameters.
“It appears that the vehicle was using a mission elapsed timer that was not the mission elapsed timer that the mission was on,” explained Boeing Senior Vice President of Space and Launch Jim Chilton. “We don’t know why that happened.”
The Starliner is currently in an orbit that will allow it to turned back to Earth in 48 hours, which Bridentstine and Chilton said in itself will be an important test of the landing system. Once on the ground, teams will be better able to figure out what happened on board the spacecraft with the Mission Elapsed Timer (MET) error.
As for what this means for the overall Boeing Commercial Crew mission, and whether this will impact the timing and sequence of the crewed flight test that was supposed to take place next, all parties say it’s too early to tell and they’ll need to do more investigation into what happened before determining whether there’s a need for another full orbital flight test before putting crew on a first test launch.
These ten enterprise M&A deals totaled over $40B in 2019
It would be hard to top the 2018 enterprise M&A total of a whopping $87 billion, and predictably this year didn’t come close. In fact, the top 10 enterprise M&A deals in 2019 were less than half last year’s, totaling $40.6 billion. This year’s biggest purchase was Salesforce buying Tableau for $15.7 billion, which would…
It would be hard to top the 2018 enterprise M&A total of a whopping $87 billion, and predictably this year didn’t come close. In fact, the top 10 enterprise M&A deals in 2019 were less than half last year’s, totaling $40.6 billion.
This year’s biggest purchase was Salesforce buying Tableau for $15.7 billion, which would have been good for third place last year behind IBM’s mega deal plucking Red Hat for $34 billion and Broadcom grabbing CA Technologies for $18.8 billion.
Contributing to this year’s quieter activity was the fact that several typically acquisitive companies — Adobe, Oracle and IBM — stayed mostly on the sidelines after big investments last year. It’s not unusual for companies to take a go-slow approach after a big expenditure year. Adobe and Oracle bought just two companies each with neither revealing the prices. IBM didn’t buy any.
Microsoft didn’t show up on this year’s list either, but still managed to pick up eight new companies. It was just that none was large enough to make the list (or even for them to publicly reveal the prices). When a publicly traded company doesn’t reveal the price, it usually means that it didn’t reach the threshold of being material to the company’s results.
As always, just because you buy it doesn’t mean it’s always going to integrate smoothly or well, and we won’t know about the success or failure of these transactions for some years to come. For now, we can only look at the deals themselves.
Jumia, DHL, and Alibaba will face off in African ecommerce 2.0
The business of selling consumer goods and services online is a relatively young endeavor across Africa, but ecommerce is set to boom. Over the last eight years, the sector has seen its first phase of big VC fundings, startup duels and attrition. To date, scaling e-commerce in Africa has straddled the line of challenge and…
The business of selling consumer goods and services online is a relatively young endeavor across Africa, but ecommerce is set to boom.
Over the last eight years, the sector has seen its first phase of big VC fundings, startup duels and attrition.
To date, scaling e-commerce in Africa has straddled the line of challenge and opportunity, perhaps more than any other market in the world. Across major African economies, many of the requisites for online retail — internet access, digital payment adoption, and 3PL delivery options — have been severely lacking.
Still, startups jumped into this market for the chance to digitize a share of Africa’s fast growing consumer spending, expected to top $2 billion by 2025.
African e-commerce 2.0 will include some old and new players, play out across more countries, place more priority on internet services, and see the entry of China.
But before highlighting several things to look out for in the future of digital-retail on the continent, a look back is beneficial.
Jumia vs. Konga
The early years for development of African online shopping largely played out in Nigeria (and to some extent South Africa). Anyone who visited Nigeria from 2012 to 2016 likely saw evidence of one of the continent’s early e-commerce showdowns. Nigeria had its own Coke vs. Pepsi-like duel — a race between ventures Konga and Jumia to out-advertise and out-discount each other in a quest to scale online shopping in Africa’s largest economy and most populous nation.
Traveling in Lagos traffic, large billboards for each startup faced off across the skyline, as their delivery motorcycles buzzed between stopped cars.
Covering each company early on, it appeared a battle of VC attrition. The challenge: who could continue to raise enough capital to absorb the losses of simultaneously capturing and creating an e-commerce market in notoriously difficult conditions.
In addition to the aforementioned challenges, Nigeria also had (and continues to have) shoddy electricity.
Both Konga — founded by Nigerian Sim Shagaya — and Jumia — originally founded by two Nigerians and two Frenchman — were forced to burn capital building fulfillment operations most e-commerce startups source to third parties.
That included their own delivery and payment services (KongaPay and JumiaPay). In addition to sales of goods from mobile-phones to diapers, both startups also began experimenting with verticals for internet based services, such as food-delivery and classifieds.
While Jumia and Konga were competing in Nigeria, there was another VC driven race for e-commerce playing out in South Africa — the continent’s second largest and most advanced economy.
E-tailers Takealot and Kalahari had been jockeying for market share since 2011 after raising capital in the hundreds of millions of dollars from investors Naspers and U.S. fund Tiger Global Management.
So how did things turn out in West and Southern Africa? In 2014, the lead investor of a flailing Kalahari — Naspers — facilitated a merger with Takealot (that was more of an acquisition). They nixed the Kalahari brand in 2016 and bought out Takelot’s largest investor, Tiger Global, in 2018. Takealot is now South Africa’s leading e-commerce site by market share, but only operates in one country.
In Nigeria, by 2016 Jumia had outpaced its rival Konga in Alexa ratings (6 vs 14), while out-raising Konga (with backing of Goldman Sachs) to become Africa’s first VC backed, startup unicorn. By early 2018, Konga was purchased in a distressed acquisition and faded away as a competitor to Jumia.
Jumia went on to expand online goods and services verticals into 14 Africa countries (though it recently exited a few) and in April 2019 raised over $200 million in an NYSE IPO — the first on a major exchange for a VC-backed startup operating in Africa.
Jumia’s had bumpy road since going public — losing significant share-value after a short-sell attack earlier in 2019 — but the continent’s leading e-commerce company still has heap of capital and generates $100 million in revenues (even with losses).
Airbnb’s New Year’s Eve guest volume shows its falling growth rate
Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between. It’s finally 2020, the year that should bring us a direct listing from home-sharing giant Airbnb, a technology company valued at tens of billions of dollars. The company’s flotation will be a key event in…
Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.
It’s finally 2020, the year that should bring us a direct listing from home-sharing giant Airbnb, a technology company valued at tens of billions of dollars. The company’s flotation will be a key event in this coming year’s technology exit market. Expect the NYSE and Nasdaq to compete for the listing, bankers to queue to take part, and endless media coverage.
Given that that’s ahead, we’re going to take periodic looks at Airbnb as we tick closer to its eventual public market debut. And that means that this morning we’re looking back through time to see how fast the company has grown by using a quirky data point.
Airbnb releases a regular tally of its expected “guest stays” for New Year’s Eve each year, including 2019. We can therefore look back in time, tracking how quickly (or not) Airbnb’s New Year Eve guest tally has risen. This exercise will provide a loose, but fun proxy for the company’s growth as a whole.
Before we look into the figures themselves, keep in mind that we are looking at a guest figure which is at best a proxy for revenue. We don’t know the revenue mix of the guest stays, for example, meaning that Airbnb could have seen a 10% drop in per-guest revenue this New Year’s Eve — even with more guest stays — and we’d have no idea.
So, the cliche about grains of salt and taking, please.
But as more guests tends to mean more rentals which points towards more revenue, the New Year’s Eve figures are useful as we work to understand how quickly Airbnb is growing now compared to how fast it grew in the past. The faster the company is expanding today, the more it’s worth. And given recent news that the company has ditched profitability in favor of boosting its sales and marketing spend (leading to sharp, regular deficits in its quarterly results), how fast Airbnb can grow through higher spend is a key question for the highly-backed, San Francisco-based private company.
- 2009: 1,400
- 2010: 6,000 (+329%)
- 2011: 3,1000 (+417%)
- 2012: 108,000 (248%)
- 2013: 250,000 (+131%)
- 2014: 540,000 (+116%)
- 2015: 1,100,000 (+104%)
- 2016: 2,000,000 (+82%)
- 2017: 3,000,000 (+50%)
- 2018: 3,700,000 (+23%)
- 2019: 4,500,000 (+22%)
In chart form, that looks like this:
Let’s talk about a few things that stand out. First is that the company’s growth rate managed to stay over 100% for as long as it did. In case you’re a SaaS fan, what Airbnb pulled off in its early years (again, using this fun proxy for revenue growth) was far better than a triple-triple-double-double-double.
Next, the company’s growth rate in percentage terms has slowed dramatically, including in 2019. At the same time the firm managed to re-accelerate its gross guest growth in 2019. In numerical terms, Airbnb added 1,000,000 New Year’s Eve guest stays in 2017, 700,000 in 2018, and 800,000 in 2019. So 2019’s gross adds was not a record, but it was a better result than its year-ago tally.
- Bose to shut all retail stores in Australia in move towards online shopping – 9News
- บลจ.วี บริหารกอง “WE-GTECH8M” ให้ผลตอบแทน 8% เร็วกว่าเป้า – ข่าวหุ้นธุรกิจออนไลน์
- Güncel altın fiyatları 16 Ocak: Gram ve çeyrek altın kaç lira oldu? – Sözcü
- 去年12月建材家居卖场销售额超九百亿，全年累计超万亿 – 新京报
- Perfect Chocolate Cheesecake with Oreo Crust