List Headline Image
Updated by cassiano-gobbet on May 14, 2016
 REPORT
10 items   1 followers   0 votes   2 views

As 10 "next-big-thing" da tecnologia que não viraram nada

Nem tudo que reluz é ouro. Ou melhor: às vezes até é, mas alguém faz uma barbeiragem no caminho. Veja uma lista de "novos Facebooks" que nem chegaram a competir.

1

PayByTouch

PayByTouch

Imagine uma mistura de PayPal com iPhone - o PayByTouch se propunha a ser uma alternativa de pagamento que poderia acabar com o manuseio de dinheiro e que poderia virar padrão até mesmo para pagamentos do governo, como aposentadorias e salários. Uma briga interna, o dreno de dinheiro na crise de 2008 e um processo de investidores mataram a startup, que foi vendida para a Phoenix Check Cashing e hoje tem outro nome.

US$500 milhões

3

BetterPlace

BetterPlace

Better Place (electric car battery-switching service)
http://en.wikipedia.org/wiki/Bet...
http://www.crunchbase.com/compan...
total funding
US$780-850 million

4

Fab

Fab

Launched in 2010 and had something like 200k people sign up pre-launch.
It was growing at about 5000 users per day.
They raised about $330mm at a $1bn valuation.
By 2013 they were burning through $12mm a month trying to find a profitable business model. They failed to do so.
They fired 500 of the 700 employees and burned through $250mm.
All of a sudden they had lost $875mm in value.
They were then acquired for $15mm a year later.

6

Joost

Joost

Joost, founded by serial entrepreneurs.

So much hype, expectation and $45 million funding went down the drain.

Here’s how Michael Arrington so eloquently put it when the company said it would be refocusing its business last Summer:

Joost /ˈdʒuːst/ was an Internet TV service, created by Niklas Zennström and Janus Friis (founders of Skype and Kazaa). During 2007-2008 Joost used peer-to-peer TV (P2PTV) technology to distribute content to their Mozilla-based desktop player; in late 2008 this was migrated to use a Flash-based Web player instead.

Joost began development in 2006. Working under the code name "The Venice Project", Zennström and Friis assembled teams of some 150 software developers in about six cities around the world, including New York, London, Leiden and Toulouse. According to Zennström at a 25 July 2007 press conference about Skype held in Tallinn, Estonia, Joost had signed up more than a million beta testers, and its launch was scheduled for the end of 2007.[1]

The team signed up with Warner Music, Indianapolis Motor Speedway Productions (Indianapolis 500, IndyCar Series) and production company Endemol for the beta.[2] In February 2007, Viacom entered into a deal with the company to distribute content from its media properties, including MTV Networks, Black Entertainment Television (BET) and film studio Paramount Pictures.

The company went through restructuring several times and sold most of its assets in 2009; it suspended operations in 2012.

7

Solyndra

Solyndra

Solyndra was a manufacturer of cylindrical panels of copper indium gallium selenide (CIGS) thin film solar cells based in Fremont, California. Although the company was once touted for its unusual technology, plummeting silicon prices led to the company's being unable to compete with conventional solar panels made of crystalline silicon.[1] The company filed for bankruptcy on September 1, 2011.[2][3][4]

Solyndra received a $535 million U.S. Energy Department loan guarantee, the first recipient of a loan guarantee under President Barack Obama's economic stimulus program, the American Recovery and Reinvestment Act of 2009. [21] Additionally, Solyndra received a $25.1 million tax break from California's Alternative Energy and Advanced Transportation Financing Authority.[22]

Following the bankruptcy, the government was expected to recoup $27 million under the Solyndra restructuring plan, or up to 100% of loaned funds from a $1.5 billion lawsuit filed against Chinese solar-panel makers for alleged price fixing.[2] By 2014 the loan program had wiped out its losses, including a $528 million loss from Solyndra, and was operating in the black.[23]

8

Jet.com

Jet.com

Jet.com is a privately held American e-commerce company headquartered in Hoboken, New Jersey. The company was cofounded by entrepreneur Marc Lore (who previously sold his company, Diapers.com, to ecommerce site Amazon.com) along with Mike Hanrahan and Nate Faust, and has raised $820 million over four venture rounds from firms including Google Ventures, Goldman Sachs, Bain Capital Ventures, Accel Partners, Alibaba Group, and Fidelity.[2] The site was publicly launched on July 21, 2015, with a beta testing program available months before.[3][4]

A prominent feature of the site is its real-time pricing algorithm. As shoppers add items to their cart, they're encouraged to build more efficient carts by selecting items labeled "Smart Cart" for additional savings.

https://en.wikipedia.org/wiki/Jet.com

9

Webvan

Webvan

Webvan was an online "credit and delivery"[clarification needed] grocery business that went bankrupt in 2001. It was headquartered in Foster City, California, USA, in Silicon Valley. It delivered products to customers' homes within a 30-minute window of their choosing.[1] At its peak, it offered service in ten US markets: San Francisco Bay Area, Dallas, San Diego, Los Angeles, Chicago, Seattle, Portland, Atlanta, Sacramento, and Orange County. The company had hoped to expand to 26 cities.[2]

In June 2008, CNET named Webvan the largest dot-com flop in history, placing it above Pets.com and eight other sites on its list.[3] It is now owned and operated by Amazon.com.

Webvan: Valued at $1.2 billion, went bankrupt in 2001. Ate through $800 million in venture capital, ended with $830 million in losses.

10

Pets.com

Pets.com

The Pets.com sock puppet has become synonymous with the dot-com bust.

The pet food and supplies company is perhaps the most recognized flop from the dot-com bubble because of its famous marketing campaign. Pets.com ran ads of a dog sock puppet interviewing people on the street. The mascot appeared in a Super Bowl commercial and even got its own balloon in the Macy's Thanksgiving Day parade in 1999.

But Pets.com's business model wasn't sustainable. The company lost $147 million in the first nine months of 2000, and the company was unable to secure more cash from investors. When Pets.com went public in February 2000, its stock started at $11 a share and rose to a high of $14. But the rally was shortlived and Pets.com's stock quickly fell below $1 and stayed there until its demise.

The company folded in November 2000, laying off about 300 employees.