miércoles, 21 de diciembre de 2011

Legales: Indemnización por figurar como monotributista

Condenan a firma y socios a resarcir con casi $600.000 a empleado que facturaba como monotributista




Para los jueces, el dependiente efectuaba tareas propias de la actividad empresaria, por lo que hicieron lugar a su reclamo indemnizatorio ya que no estaba registrado como tal. Qué otros elementos tuvieron en cuenta. La importancia del principio de primacía de la realidad

Por Sebastian Albornos 





La normativa vigente exige que las empresas registren adecuadamente todas las relaciones laborales. De no hacerlo o en caso de que la fecha de alta, categoría, remuneración, entre otros conceptos, sean incorrectos, la Justicia podría interpretar que se trata de fraude y, consecuentemente, la condena podría recaer sobre el patrimonio de la firma y hasta el de sus ejecutivos, propietarios o accionistas.

En este escenario, también existen empleadores que, inclusive, recurren al Monotributo y hacen "facturar" a sus empleados como si se tratase de una auténtica prestación de servicios y no reconocen que se trata de una verdadera relación de dependencia, con el fin de evitar pagar cargas sociales y, en su caso, una indemnización.

Sin embargo, este supuesto "ahorro" es, en realidad, una conducta evasiva y susceptible de sanciones. Además, ante un reclamo judicial por parte de aquella persona que, en definitiva, es un empleado; los jueces intervinientes en la respectiva causa avalarán el tipo de tareas realizadas, periodicidad de los mismos, si se cumplía un horario, entre otros aspectos.

Es decir, tendrán en cuenta los hechos reales y comprobables por sobre el nombre que las partes decidan otorgarle a este vínculo. De esta manera, por sobre todo, prevalece la presunción del principio de primacía de la realidad.

En este escenario, hace pocos días, se dio a conocer una sentencia donde la Cámara laboral condenó a una empresa y, solidariamente, a sus directivos a abonar una indemnización de casi $600.000 a un dependiente que facturaba de manera mensual.
Monotributista y relación de dependencia
El empleado había sido contratado como auditor certificante de una compañía. Para poder percibir sus honorarios, debía facturarle mensualmente. En un momento determinado, el dependiente pidió que se regularice su situación, pero al ser desoído, decidió considerarse despedido y demandar a su empleador y a sus directivos.
El juez de primera instancia admitió la demanda contra la firma e hizo lugar al pago de las indemnizaciones derivadas del despido indirecto, decidido por el trabajador.

Éste, sostuvo que la compañía había reconocido la prestación de servicios por parte del reclamante aunque afirmó que, en realidad, eran ejecutados en su calidad de profesional autónomo como auditor de los balances.

En ese aspecto, la firma tenía que desvirtuar la presunción de primacía de la realidadcontemplada en el artículo 23 de la LCT pero no lo hizo.

A esto, agregó que el dependiente logró probar que, en rigor de verdad, realizaba sus tareas inserto en una organización que le era ajena, en forma continua y sujeto a las directivas que pudieran impartirle sus superiores.

Por el contrario, rechazó el reclamo por extensión de responsabilidad respecto deldirector y de los accionistas de la sociedad, pues sostuvo que no había quedado acreditada en la causa la existencia de maniobras tendientes a utilizar a la persona jurídica para violar la ley.

Entpnces, la firma se presentó ante la Cámara para cuestionar la sentencia, porque -desde su punto de vista- se había omitido tomar en cuenta diversas pruebas.

Los camaristas remarcaron que las declaraciones de los testigos respaldaron los dichos del trabajador, con relación a la existencia del vínculo laboral, que no hicieron más que reforzar la posición asumida por aquél en cuanto a su calidad de dependiente de la sociedad demandada.

Además, la firma no explicó por qué sería equivocado lo decidido en primera instancia al considerar que, más allá del hecho de que el empleado presentara facturas por honorarios, ello no alteraría la naturaleza jurídica de la relación, puesto que a los magistrados no le interesó la calificación que las partes involucradas le dieron a ella, ni la forma en que llamaron a la retribución por los servicios prestados, sino que lo relevante fue la esencia de la vinculación.

Por ese motivo, consideraron acreditada la falta de registro de la relación laboral y, en consecuencia, la existencia del pago de remuneraciones en forma clandestina.

La responsabilidad de los directores
Los magistrados habilitaron la responsabilidad personal solidaria e ilimitadaexcepcionalmente prevista en la Ley de Sociedades Comerciales.

En la sentencia, se lee: "Tal comportamiento, como directivos principales de la sociedad anónima, es altamente censurable y permite responsabilizarlos en forma personal, ya que tenían a su cargo la gestión administrativa y dejaron que estas cuestiones se llevaran a cabo, con lo que han violado lisa y llanamente la legislación laboral, de orden público y, también, las normas de la seguridad social, provocando perjuicios al trabajador, a la sociedad dirigida y a terceros".

Y agregaron que "este comportamiento ilícito evidencia una utilización indebida de la entidad yhabilita a responsabilizar a quienes han actuado incorrectamente al frente de la misma, violando la ley y cometiendo actos contra la legislación laboral".

Vale recordar que la Ley de Sociedades Comerciales prevé que los miembros de los órganos directivos serán solidariamente responsables de la gestión administrativa durante el término de su mandato y ejercicio de sus funciones, salvo que existiera constancia fehaciente de su oposición al acto que perjudique los intereses de la asociación.

Por otro lado, establece que los administradores y representantes son responsables ilimitada y solidariamente con la sociedad por los daños que causen con sus acciones u omisiones dolosas o aún negligentes.

En base a estos preceptos fueron condenados tanto el presidente como la vicepresidenta de la entidad empleadora porque, según los camaristas, violaron las leyes laborales de orden público al no registrar la relación habida con el demandante y al pagarle las retribuciones irregularmente. Además, destacaron que, con esta maniobra, la sociedad había evadido obligaciones patrimoniales frente al sistema de seguridad social.

Por lo tanto, condenaron a la empresa a abonarle al dependiente la suma de $587.735,20 más intereses. Para ver el fallo completo por Microjuris.com.ar , haga clic aquí 
Errores empresariales
Juan Carlos Cerutti, socio del estudio Cerutti - Darago & Asociados, indicó que "no es posible contratar a un trabajador para que realice las tareas propias y específicas del giro normal y habitual de la empresa y que esto se haga por fuera de la Ley de Contrato de Trabajo".

"El Monotributo resultó atractivo para quienes no querían pagar aportes y contribucionespudiendo ahorrarse gran cantidad de dinero evadiendo al fisco nacional", aseguró el experto.

"Debe tenerse en cuenta que, más allá de los términos contractuales que se elijan y adopten, las controversias relativas a la naturaleza de una relación jurídica serán valoradas y juzgadas de acuerdo a la realidad de los hechos", relató Esteban Carcavallo, socio del estudio Severgnini, Robiola, Grinberg & Larrechea.

Sobre la responsabilidad de sus directivos, Fernanda Sabbatini, abogada del estudio Wiener.Soto.Caparrós, indicó que "si bien una sociedad puede infringir ciertas normas, esto no la convierte per se en una sociedad creada para la consecución de fines extrasocietarios y un mero recurso para violar la ley".

"Estas situaciones deben ser probadas en forma fehaciente por quien pretende la responsabilidad de sus administradores", concluyó Sabbatini.
iProfesional.com
Iprofesional

martes, 20 de diciembre de 2011

Start-up: TiendaNube

Start-Up: TiendaNube

Tienda Nube es una aplicación online que te permite construir tu tienda virtual y vender tus productos y servicios por internet (y Facebook) sin intermediarios.



Tienda Nube surgió (con el nombre Linkedstore) a mediados del 2008 con el fin de desarrollar una plataforma de e-commerce que permitiera el intercambio seguro y confiable entre las personas. Luego de un año de trabajo observaron que quienes más aprovechaban la plataforma eran los pequeños comercios y emprendedores. Fue así como el proyecto tomó un giro y se convirtió en una plataforma on line para la creación de tiendas virtuales donde el usuario puede vender sus productos o servicios.
Tres de los fundadores,  Santiago Sosa , Martín Palombo y José Abuchaem se conocieron en los primeros años de la facultad. Todos estudiaban Ingeniería Informática en el ITBA. Estuvieron un par de años cursando la carrera y vieron cómo algunos de sus compañeros empezaban a trabajar para empresas y no estaban seguros de si ese era el camino que querían seguir. Un día, sumaron al cuarto eslabón fundamental, Alejandro Alfonso y emprendieron.
Después de un breve recorrido por algunos proyectos de e-commerce, aplicaron a BAITEC y ganaron oficinas y tutorías durante todo 2010 para llevar acabo lo que hoy es Tienda Nube. Este año, renovaron BAITEC por un año más y empezaron a comercializar a través de publicidad online a cualquiera que quisiera tener su propia tienda virtual para vender sus productos por internet. Además enseñan sobre ventas online desde su Universidad del Ecommerce y su canal de Youtube.

El equipo de TiendaNube


Estructura de precios
TiendaNube tiene una estructura de precios accesible, basado en la adaptación de los precios que cargan operadores de compañías similares en Estados Unidos al mercado argentino. A continuación se observa un ejemplo de los precios al día de la fecha.



Fuentes
Ariel Arrieta
Facebook

domingo, 18 de diciembre de 2011

Videojuegos: Sony PlayStation Vita


Sony presentó la PlayStation Vita portátil en Japón

La nueva plataforma tiene dos cámaras, una pantalla y teclado táctil, más dos controles. Los jugadores podrán conectarse entre sí por redes de telefonía móvil y Wi-Fi y usar tecnología de localización GPS.




LO NUEVO DE SONY. La PlayStation Vita portátil.

 17/12/11 - 09:47
Para los amantes de la tecnología, llegó la nueva plataforma portátil de videojuegos PlayStation Vita, sucesora de la PlayStation Portable. El Vita, que cuenta con dos cámaras (una anterior y otra posterior), una pantalla y un teclado táctil, y dos controles, fue lanzada hoy a la venta por Sony en Japón.
La misma, permitirá que los jugadores se conecten entre sí por redes de teléfonos celulares y Wi-Fi y, les permitirá usar tecnología de localización GPS.
La empresa anticipa fuertes ventas aunque con el tardío lanzamiento se habrá perdido el comienzo de la temporada de ventas de fin de año. Andrew House, presidente de Sony Computer Entertainment Inc., dijo que los pedidos por anticipado excedieron la cuota asignada, aunque no dio cifras.
La PS Vita saldrá a la venta en América del Norte y Europa el 22 de febrero. Y costará alrededor de 299,99 dólares en EE.UU. y 299,99 euros en Europa, mientras que los precios de los juegos para la plataforma en Japón van desde 38 a 78 dólares.
El entusiasmo por la nueva plataforma podría provocar alguna escasez al comienzo, dijo House, pero agregó que Sony es capaz de hacerle frente a la demanda. Para la empresa, con sede en Tokio, la Vita representa el mayor lanzamiento de un producto desde la consola PlayStation 3 hace cinco años.
Un debut exitoso le permitiría contrarrestar la pérdida proyectada por Sony, superior a los mil millones de dólares para el año fiscal hasta fines de marzo. Sería su cuarta pérdida anual consecutiva.



viernes, 16 de diciembre de 2011

Finanzas: Facebook hace balance


Así son las finanzas de Facebook

La popular red social dispone de 3.500 millones de dólares y este 2011 obtuvo un beneficio de 714 millones de dólares







AFP



Facebook tiene una enorme cantidad de dinero en caja. Según una fuente cercana a las finanzas de la compañía, citada por la web «Gawker», la red social de Mark Zuckerberg dispone de 3.500 millones de dólares. Desde enero de 2011 hasta el mes de septiembre la compañía ha obtenido un beneficio de 714 millones de dólares.
La red social ha acumulado una gran cantidad de dinero en sus arcas. Esto le sitúa al nivel de algunas de las compañías más importantes que tienen una larga trayectoria en la industria de Internet, como 3M, eBay o Yahoo.
Una fuente cercana a las finanzas de Facebook ha ofrecido estadísticas sobre el estado de la compañía a nivel económico, tal y como recoge la web «Gawker». La red social de Mark Zuckerberg dispone de 3.500 millones de dólares para comprar otras empresas, en el caso de que ésta sea su intención, o invertir en mejoras.
Desde que comenzó el presente año en el mes de enero hasta septiembre, Facebook ha obtenido 2.500 millones de dólares de ingresos. Aunque lo más sorprendente quizá sea la cifra del beneficio, que equivale a 714 millones de dólares. Se espera que al término de 2011 la compañía alcance los 1.000 millones de dólares. Esta cantidad de beneficio es el doble de la que Facebook hizo pública el pasado ejercicio. Asimismo sería cuatro veces más alta que los beneficios que se cree obtuvo la compañía hace dos años.
Con las finanzas saneadas, es más, gozando de muy buena salud, seprevé que Facebook afronte el próximo año su salida a bolsa. Algo que viene retrasando desde hace tiempo. Las previsiones indican que la oferta pública de venta podría hacerse por 10.000 millones de dólares, lo que daría como resultado una valoración de la compañía en 100.000 millones de dólares.

ABC.es





martes, 13 de diciembre de 2011

Espacios de trabajo: Espacios colaborativos


Inventing the Collaborative Workspace


HBR


Most corporate buildings don't do a good job of supporting collaboration, brainstorming, and innovative work methods. They tend to be dominated by cubicles or offices which are suited for individual work, or by hard-to-book conference rooms that teams can use but only for short periods of time. What's needed is a more flexible space that better supports teams and inspires more open thinking. These are common at design firms such as frog where I work, but rare in corporate settings.
I recently saw one such space when I was invited to give a talk at Citrix, the Silicon Valley-based maker of GoToMeeting and virtualization and cloud software, as part of their Design Salon speaker series. The talk was held in the company's recently completed design collaboration space, a large open area where multiple disciplines can come together to innovate. I asked Catherine Courage, VP of Product Design at Citrix, to talk more about how the space came about and how it's working in practice:




Why did you create the collaboration space?
Citrix is a company with a unique mission: "Create a world where people can work and play from anywhere." This means enabling remote collaboration and empowering people to work from any location. But it also means supporting the many different work styles of today's workforce. Citrix is very serious about this mission for our customers as well as for how we work ourselves, so serious that we are adopting design thinking as a company-wide strategic imperative from our CEO, Mark Templeton. Opening the design collaboration space was a big milestone on our design thinking journey. It's already played a key role in fostering a more collaborative culture that involves less over-the-wall processes, fewer silos, more and earlier collaboration, and better integration of design into the product development process.
We needed to create a shift in behaviors, and realized this would be best achieved by having people live the change, not just being told about it. The space facilitates this.
Describe the space, and what are some of its special features?


Physically, it's a 2000 sq. ft. open and sunlit space with large windows that frame the beautiful mountain views. Everything in the space is on wheels and is configurable by teams as they need it. They can move tables and whiteboards around to create mini collaboration spaces. There are stacks of markers, Post-Its, and every "quick and dirty" prototype material under the sun...from construction paper to pipe cleaners. On the surface it might look like a child's paradise...but in fact it's heaven for designers.
Instead of being closed-off and secretive, it has all glass walls. We want passers-by to see the action happening and to see how we work. There's total transparency, literally and figuratively! The space cannot be booked like a regular conference room, since having to make reservations kills the spontaneity. Anyone can drop in anytime and create their own working space.





The interior design is quite minimal. The "beauty" of the space comes from the work that happens inside it: sketches, flow charts, Post-Its full of blue-sky ideas, new product concepts from raw idea to real formation. The space was intentionally left not-too-perfect, so people are encouraged to manipulate it, not be precious about it. It's intended to serve as a canvas for creative thinking. It's also very flexible and can quickly change from working studio to lecture room.
The design space has been the ultimate tool in driving behavior change. Even the most analytical team members can't help but sketch their thoughts and ideas on the table whiteboards while they sit and chat. The casualness of the space puts people in the right frame of mind to go outside of their traditional comfort zones and build stronger relationships with teammates. See the space (and design team members) in action as a part of our work better, live better video.
How did the space come about? How was the value proposition or ROI worked out for management approval?
Citrix was eight months into its journey of building a design practice when three General Managers and I returned from Stanford University's Customer Focused Innovation class. Much of the class was spent in the d.school — a large, open, collaborative design space — and the benefits of this environment were immediately obvious.
Simultaneously, Citrix was creating floor plans for a newly acquired building. I thought, "We need this kind of space, and now is the time when we can actually get it." It was indeed the right time to ask. Inspired by the design team's newly released design principles, the Citrix facilities group had coined the new building initiative "Working Better by Design." In my mind, crafting a custom design space fit perfectly with their mission to transform the existing building, turning it into a new, innovative workplace and conference center. Still, I worried that we might not be able to make it happen.
One Monday morning I went, together with one of our GMs, to chat with the facilities group. I had all the important points collected in my mind, was ready for the arguments and pushback, was expecting the typical corporate "no" to such a unconventional idea, with a dedicated 12x12 conference room for my team as a parting gift. Instead I was delighted to hear, "That sounds like a great idea!"
Our facilities team was fully on board with the idea of building the space, but it was totally different from anything they had done before. It sometimes took some explaining — and visiting similar spaces at other organizations like Stanford, Proctor & Gamble, and Haworth — to make it clear why some "off the wall" requests, such as putting everything on wheels, made sense. The initial reaction of "people will take everything away" changed to an understanding of how the new flexibility would create new ways of collaborating.
Who uses it? Do people use it the way you expected?
When the studio space opened, the design team immediately took to it by forming project pods and using the full range of tools the space provides. Over the course of the past several months, I've noticed more and more non-design teams — such as human resources and engineering — using the space to brainstorm. It's awesome to see these teams use the space and its tools. It's even more awesome to see their desire to emulate the design "culture" of uninhibited brainstorming, quick stand-up meetings, and collaboration.
Design team members say their favorite moments are when people look at notes and sketches left on the whiteboard, then go to others to discuss them. It creates a real transparency in the work, sparking conversations and cross-pollination — exactly the results we wanted.
Like all good design, iteration is part of the process. We have discovered that we do need a better system for engaging remote participants and better ways for capturing brainstorming and meeting notes in real time, so that others can see them later. This is something we are investigating for our next "release" in 2012.
What has been the reaction to it so far? 
People love the space. Other locations want to replicate the same kind of space, and I'm hoping we can make that happen. We get "tour groups" of visitors or Citrix employees from other locations walking by to take a look at it.
There have been some fun unexpected experiences. For example, parents are often seen bringing their kids to see the new space, and they love it. The daughter of one of our product managers stayed in the space while her mom was in a meeting and created a monster/alien dog using clay, sticks, crayons, and bunch of material in the design space. She told her mom when she returned, "I want to work here when I grow up. This is so cool!"
But it has pragmatic benefits, too — in helping us recruit great candidates, for example. Brian Moose, our Creative Director, says, "Seeing the difference a facility makes in the hiring process is phenomenal...Job candidates shift their attitude from 'win me over' to 'how can I win you over?'"
The fact that Citrix was willing to take a leap of faith and invest in what at the time was considered a very unconventional space, demonstrates our company's fiscal and strategic commitment to design thinking. The new design collaboration space is a great example of how a nontraditional workspace has fostered collaboration, enabled a different kind of communication, and is ultimately improving the quality of the products we produce for our customers.


Adam Richardson

ADAM RICHARDSON

Adam Richardson is Assistant VP Strategy, Marketing for the global design and innovation firm frog. He is the author of Innovation X: Why a Company's Toughest Problems are its Greatest Advantage. Follow him on Twitter at @richardsona.



Management: Liderazgo por coordinación

What Are Leaders Really For?


Harvard Business Review


The Occupy Wall Street  movement has both perplexed and frustrated observers and analysts by its persistent refusal to nominate an identifiable leadership who can in turn articulate a coherent agenda. What is the point, these critics wonder, of a movement that can't figure out where it's trying to go, and how can it get there without anyone to lead it?
It's a reasonable question, but it says at least as much about what we want from our social movements as it does about the way movements actually succeed.
Typically, the way we think of social change is some variant of the "great man" theory  of history: that remarkable events are driven by correspondingly remarkable individuals whose vision and leadership inspire and coordinate the actions of the many. Sometimes these individuals occupy traditional roles of leadership, like presidents, CEOs, or generals, while at other times they emerge from the rank and file; but regardless of where they come from, their presence is necessary for real social change to begin. As Margaret Meade is supposed to have said: "Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has."
It's an inspiring idea, but over 100 years ago in his early classic of social psychology, "The Crowd, " the French social critic Gustave LeBon, argued that the role of the leader was more subtle and indirect. According to LeBon, it was the crowd, not the princes and generals, that had become the driving force of social change. Leaders still mattered, but it wasn't because they themselves put their shoulders to the wheel of history; rather it was because they were quick to recognize the forces at work and adept at placing themselves in the forefront.
Even before LeBon, no less an observer of history than Tolstoy presented an even more jaundiced view of the great man theory. In a celebrated essay  on Tolstoy's War and Peace, the philosopher Isaiah Berlin summed up Tolstoy's central insight this way: "the higher the soldiers or statesmen are in the pyramid of authority, the farther they must be from its base, which consists of those ordinary men and women whose lives are the actual stuff of history; and, consequently, the smaller the effect of the words and acts of such remote personages, despite all their theoretical authority, upon that history." According to Tolstoy, in other words, the accounts of historians are borderline fabrications, glossing over the vast majority of what actually happens in favor of a convenient storyline focused on the skill and leadership of the great generals.
Thinkers like Le Bon and Tolstoy and Berlin therefore lead us to a radically alternative hypothesis of social change: that successful movements succeed for reasons other than the presence of a great leader, who is as much a consequence of the movement's success as its cause. Explanations of historically important events that focus on the actions of a special few therefore misunderstand their true causes, which are invariably complex and often depend on the actions of a great many individuals whose names are lost to history.
Interestingly, in the natural world we don't find this sort of explanation controversial. When we hear that a raging forest fire has consumed millions of acres of California forest, we don't assume that there was anything special about the initial spark. Quite to the contrary, we understand that in context of the large-scale environmental conditions — prolonged drought, a buildup of flammable undergrowth, strong winds, rugged terrain, and on so — that truly drive fires, the nature of the spark itself is close to irrelevant.
Yet when it comes to the social equivalent of the forest fire, we do in effect insist that there must have been something special about the spark that started it. Because our experience tells us that leadership matters in small groups such as Army platoons or start-up companies, we assume that it matters in the same way for the very largest groups as well. Thus when we witness some successful movement or organization, it seems obvious to us that whoever the leader is, his or her particular combination of personality, vision, and leadership style must have supplied the critical X factor, where the larger and more successful the movement, the more important the leader will appear.
By refusing to name a leader, Occupy Wall Street presents a challenge to this view. With no one figure to credit or blame, with no face to put on a sprawling inchoate movement, and with no hierarchy of power, we simply don't know how to process what "it" is, and therefore how to think about it. And because this absence of a familiar personality-centric narrative makes us uncomfortable, we are tempted to reject the whole thing as somehow not real. Or instead, we insist that in order to be taken seriously, the movement must first change to reflect what we expect from serious organizations — namely a charismatic leader to whom we can attribute everything.
In the case of Occupy Wall Street, we will probably get our wish, for two reasons. First, if OWS grows large enough to deliver any lasting social change, some hierarchy will become necessary in order to coordinate its increasingly diverse activities; and a hierarchy by nature requires a leader. And second, precisely because the outside world wants a leader — to negotiate with, to hold responsible, and ultimately to lionize — the temptation to be that person will eventually prove irresistible.
Leaders, in other words, are necessary, but not because they are the source of social change. Rather their real function is to occupy the role that allows the rest of us to make sense of what is happening — just as Tolstoy suspected. For better and worse, telling stories is how we make sense of the world, and it's hard to tell a story without focal actors around which to center the action. But as we witness a succession of popular movements, from the Arab Spring to Occupy Wall Street, we can at least pause to appreciate the real story, which is the remarkable phenomenon of a great many ordinary individuals coming together to change the world. 



DUNCAN WATTS 

Duncan Watts is a principal research scientist at Yahoo Research . He is the author of Everything Is Obvious: Once You Know the Answer   (Crown Business 2011).




Financiamiento: Capital semilla millonario para Lightbox

Lightbox App Debuts New Photo Journal: It’s A Lazy Man’s Tumblr

Por Sarah Perez -  TechCrunch
Lightbox, the beautifully designed social photo app for Android backed by $1.2 million in seed funding from Index, Accel, SV Angel, 500 Startups, and others, is today launching a revamped web interface that’s like a lazy man’s Tumblr. As with the hot blogging startup Tumblr, the idea with Lightbox’s new photo journal feature is to provide a stream of updates others can follow, share, like and comment on.
For all its simplicity, Tumblr still involves the set up of a blog and mostly manual updates. Automatic posting of content requires additional configuration or the use of third-party tools. But with today’s Lightbox update, all users get their own Tumblr-esque photo blog, no extra effort required.
Previously, Lightbox users were given a page for their public photos at a custom URL (format: your-username.lightbox.com), but the layout involved pages of thumbnails to click through. Today, that URL will now become a photo blog, where photos are automatically organized into albums for you. To accomplish this, Lightbox looks at the timestamp associated with the photos taken, enabling the service to group photos together appropriately. The end result is an automatically created photo blog with an attractive layout which ends up feeling very much like Tumblr. Here’s an exampleAnd here’s another.
Users are given a “follow” button next to which their social stats display, including the number of photos posted, number of followers and the number of people they’re following in return. When you hover over one of the photos, you can quickly click a heart button to “like” it. You can view these favorites later on from your profile section. On an individual photo’s page, you can comment, tweet, share to Facebook or Google+. The entire post itself can be socially shared as well.
Lightbox has been an interesting company to watch, given its focus on building for Android first. Despite the mobile platform’s large market share, it’s still rare to see companies choosing Android over iOS for their debut. But that’s where Lightbox’s creators, Thai Tran and Nilesh Patel, see a market opportunity.
So far, the company seems to be proving there is a case for well-designed apps on Android (And it’s not the only one). Lightbox has now reached nearly 1 million downloads in less than six months. Going forward, the focus will be on both Android and HTML5. For example, the new Lightbox website and photo blogs are optimized for HTML5 web browsers, including Safari on the iPhone and iPad.
Lightbox’s update was submitted to the Android Market this morning, and the rollout to all of Google’s servers should complete by 9 AM PST today. You can download the Android app here.

Company:Lightbox
Website:lightbox.com
Funding:$1.1M
Lightbox develops consumer mobile apps, initially focusing on pushing the envelope for user experience on the Android platform. Their first product is Lightbox Photos which replaces the Android camera app. It syncs the photos on your phone with your social networks and provides cloud hosting of your photos on Lightbox.com.

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