With the closing of the deal, which was announced back in May, Skype will become a new business unit within Microsoft, with Skype CEO Tony Bates becoming the president of the newly created Skype division. Over time, Microsoft said, it will integrate Skype into a variety of its products.

“By bringing together the best of Microsoft and the best of Skype, we are committed to empowering consumers and businesses around the globe to connect in new ways,” Bates said in a statement. “Together, we will be able to accelerate Skype’s goal to reach 1 billion users daily.”

It’s the latest big acquisition for Skype, which was first acquired by eBay for $2.6 billion back in 2005. The online auction company sold off most of the company to private equity owners for $1.9 billion in 2009. Then, in May, Microsoft came along with its bid, nabbing Skype before a planned IPO.

Although the deal has received required regulatory approval in most markets, Microsoft noted that the deal has not yet been approved in certain markets.

“The acquisition remains under review in a few countries, and will be completed in those countries when such reviews are closed,” Microsoft said.

Of course, the big question now is what Microsoft is able to do with its big buy.

The acquisition is an interesting move for RIM. Though the company did not reveal the thinking behind the deal, it’s clear that NewBay’s cloud-based media management service — which allows users to store and share pictures, videos and whatnot — will likely become the foundation of future cloud-based BlackBerry content services. NewBay’s flagship LifeCache software is widely used by carriers like T-Mobile, Deutsche Telekom, Telefonica, AT&T and Verizon, so the building blocks are there already. That said, as RBC analyst Mike Abramsky notes, RIM is a bit late to the game here.

“RIM is coming later to market than competitive offerings (may take another 6-12 months to be fully integrated) vs. Apple’s iCloud, Amazon’s Cloud Drive and related services, and Google cloud apps,” he explains. “It’s not known yet whether RIM’s offering will match or lag the content and user experience of competitors.”

The thing is, IBM is been acquiring mid-sized companies at a pretty steady clip. The biggest deal IBM has done in recent memory is the $1.7 billion acquisition last summer of Netezza. Then for dessert it nabbed Blade Systems the following month for an undisclosed amount. Since then it has done five deals, the largest and most recent of which was the $387 million acquisition of Algorithmics, a Canadian risk analytics firm.

All told, IBM bought 15 companies in 2010, but has bought only three so far this year. It has bought 50 since 2006, suggesting it could easily step up its deal-making pace before the end of the year. And with nearly $12 billion in cash on the balance sheet it could do so without breaking much of a sweat.

But as Mills told Bloomberg, there’s always got to be a good reason to buy a company. “Everything’s got to fit … No spurious, off-to-the-side, unrelated things.” Somehow I can’t help but think that’s a slap at Hewlett-Packard, whose acquisitions of late, have been, well, a tad controversial. But public slap fights aren’t IBM’s style, so maybe I’m reading too much into it.

IBM has a big goal to meet, and it can’t get there without making acquisitions: It wants to add another $20 billion in annual revenue by 2015. It recently hit a significant milepost along the way: Its market capitalization eclipsed that of Microsoft last week. As of yesterday, IBM was worth $207 billion to Microsoft’s $205.5 billion.

Rather than become an HP executive, Autonomy CEO Mike Lynch, who’s been described as Britain’s first software billionaire, will remain head of Autonomy, which HP will operate as a wholly owned subsidiary, though he will report to Whitman.

Of course, the deal didn’t get done without some drama — what does get done at HP without drama these days? First there was the shock at the price paid, which represented a 64 percent premium over Autonomy’s share price. It was just one of the things that led to a shareholder lawsuit against HP.

There were certainly enough questions about the deal to cause some speculation around the notion that HP might try to back out of it. Those ideas gained some currency when HP’s board of directors fired former CEO Léo Apotheker, but not before giving him a pricey exit package.

Then there was the Oracle shopping scandal. Asked about Oracle’s position in the unstructured data market two weeks ago, CEO Larry Ellison said that his company had passed on a chance to acquire Autonomy because the price was too high. Lynch, apparently falling into a PR trap laid by Oracle, took issue with Ellison, saying Autonomy had never been shopped to Oracle, prompting Oracle to publicly call Lynch a liar, then produce a set of PowerPoint slides as evidence. Lynch then went on to blame his eager banker, Frank Quattrone. Of course, it was widely known that Autonomy had been quietly shopped around for months.

So that little kerfuffle is over, now that HP is in control and its corporate communications team, led by Lynn Anderson, is in charge.

Meanwhile, there’s the larger mission to worry about: HP has to prove that Autonomy was worth all that money, and there’s an awful lot at stake. HP shares are still trading near their lowest levels in six years, and closed today at $22.20, down 25 cents. According to the disputed slides prepared by Qatalyst partners that were shared at one time or another with Oracle, Autonomy is expected to bring in $1.1 billion in revenue next year, which would amount to less than 1 percent of HP’s forward revenue projection for 2012 of $127 billion. It’s going to be tough to make it pay. But like it or not, HP is stuck with it now.

Given the recent feuds between the management teams at the two companies, Oracle’s acquisitive history and HP’s sudden weakness, it doesn’t take much for a popular narrative of Oracle buying HP to emerge. It would be a dramatic denouement to the events of the last year that have found HP and Oracle at increasingly caustic loggerheads. Oracle CEO Larry Ellison would take some kind of victory lap and mount HP on the wall like a of trophy.

The idea gained some currency with an Aug. 21 story in the New York Post (which, like this Web site, is owned by News Corp.) arguing that HP’s $11.7 billion bid for the British software firm Autonomy, having caused shareholders to knock $12 billion and change off HP’s market cap, would therefore make HP more attractive to Oracle.

The meme gained further currency with a Bloomberg News story saying that HP’s board was “concerned” that its weakened condition had left it vulnerable to Oracle.

Let me put it like this: No. Just, no.

The first problem with the notion is this: What parts of HP would Oracle want to own? Answer: Practically none.

First, let’s look at the condition of Oracle: Its mainline software businesses are showing healthy returns, while its hardware business, built on the foundation of Sun Microsystems, the IT hardware concern it acquired last year for $7 billion, is ramping up to full speed. But here’s a fundamental truth: Software carries a higher profit margin than hardware, so when software companies buy hardware companies, they can’t avoid seeing their overall profitability erode.

Consider Oracle’s operating margin during its fiscal fourth quarter — its seasonally strongest quarter — during the last three years. In 2009, before the Sun deal was closed, it was 43.4 percent. In 2010, after the Sun deal was closed, it was 38.3 percent. In 2011 it was 41.6 percent. And during Oracle’s most recent conference call, CFO Safra Catz said Oracle hopes to get back to “pre-Sun” operating margins soon.

Now let’s look at HP and its operating margins: In its most recent quarter ended July, HP’s enterprise, storage and networking business turned in operating margins of 13 percent, which were down from 14 percent in the prior year’s period. The story was the same in practically every other HP business unit: Operating margins in services fell from 15.7 percent to 13 percent; in software they fell from 28 percent to 19.7 percent; imaging and printing margins fell to 14.6 percent from 16.9 percent. The only place they increased was the personal systems group — the PC unit that’s being considered for a spinoff — where they grew year on year from 4.7 percent to 5.9 percent.

Conclusion: Owning HP would do nothing good for Oracle’s profitability, especially at a moment when the stated goal is to nudge them up.

There’s more. As Mark L. Moerdler, an analyst at Bernstein Research, argued in a research note to clients on Sept. 26, software accounts for about 2 percent of revenue at HP. And what software it has is not the type that Oracle typically likes. When Oracle does acquisitions, it grabs companies that make applications that plug holes in its own product portfolio. The majority of HP’s software offerings — Autonomy nothwithstanding — deal with infrastructure management, not exactly a priority for Oracle. It is, however, a business where IBM and Computer Associates participate.

And there are two historically important business units at HP that would be outliers at Oracle: PCs and printers. Oracle has no interest in either one, and it’s hard to see that changing. Combined they make up more than half of HP’s annual revenue. In the hands of Oracle, they would probably end up being spun out, either together or separately, but why buy a whole company only to chop off more than half of it — a half that’s shrinking at that — at what would have to be unfavorable terms.

Let’s not forget the valuation estimate of HP’s $40 billion PC business: Analysts have expected that a hypothetical buyer might pay as little as $8 billion for it, or about one-fifth trailing revenue. Why go to all that trouble?

Further: Why would Oracle buy a company that’s roughly one-quarter exposed to the consumer market. Sure, HP has a retail distribution network that’s the envy of the PC industry. But Oracle would rather sell those retailers systems to help them manage their businesses, not the PCs they in turn resell at razor-thin margins.

If that’s not enough, then there’s one key bit about HP that Oracle would actively dislike. HP, by virtue of being the biggest distributor of Windows-based PCs and servers, is the world’s largest reseller of Microsoft Windows. If there’s anything more utterly antithetical to Oracle’s core values than helping put money in Microsoft’s pocket, I haven’t heard of it.

Finally, there’s the issue of cash. Even in its weakened state, HP is trading at a market cap of $45 billion and change. Assuming a premium for the whole thing, that pushes a hypothetical price tag to $60 billion. That’s too rich, even for Oracle, whose balance sheet as of Aug. 31 contained a combined $31.6 billion in cash and marketable securities. It would have to take on a tremendous amount of debt — amounting to 82 percent of fiscal 2011 sales — to get such a deal started, let alone closed.

HP’s directors and shareholders can rest easy. They have many worries about the Silicon Valley icon and the troubles in which it finds itself. But being acquired by Oracle isn’t one of them.

In a statement that seems not to have circulated as an official press release, but was emailed to a few U.K.-based tech journalists such as Chris Mellor at the Register, Lynch gives a more detailed account of the real reason for his “trip to SF” and his meeting in April with Oracle president Mark Hurd.

On one of my trips to SF (April 2011), Frank Quattrone, whom I have known for a long time, offered to introduce me to Mark Hurd. Oracle was a customer and I have never met him, so it was a good opportunity. Frank does this from time to time on my visits, he has introduced me to many people… NOTE: Frank was not engaged by Autonomy and there was no process running. The company was not for sale. I recall meeting with Mark and someone else I believe called Doug. At the start of the meeting they joked that Frank was there to sell them something. Frank and I made it clear that was not the case. We then met and had a lively discussion about database technologies. The meeting lasted approximately 30 mins. Frank is happy to confirm this.

Oracle’s corporate communications department, working unusually late, issued a retort that crossed the wires sometime after 1 am ET, calling Lynch’s statement “another whopper.”

It was no “lively discussion of database technologies,” Oracle says. Why bring two PowerPoint decks all devoted to Autonomy’s financial performance? Oracle, making good on last night’s implied threat to publish the decks, did so, and you can see them for yourself below.

Oracle published the slides in hope, it says, of restoring Lynch’s memory of a meeting he initially said never took place. “Yesterday, the Autonomy CEO did not remember having any meeting with Oracle,” the company said. “Today, he remembers the April meeting and inaccurately describes how it came about and what was discussed. Tomorrow, he will need to explain his slides.”

The kerfuffle is over Lynch’s defense of a comment Oracle CEO Larry Ellison made on a conference call with analysts last week. Asked about the current buzzword “unstructured data” and Oracle’s capabilities around it, Ellison engaged in his favorite hobby and took a jab at Hewlett-Packard — which last month said it would acquire Autonomy in a deal valued at $11.7 billion. “Autonomy was a shock to us. We looked at the price and thought it was absurdly high. We had no interest in making the Autonomy acquisition,” he said then.

He also went on to say that unstructured data can readily be added to Oracle’s existing database technology. “We think we’re much better off with a couple of smaller acquisitions and to continue to innovate in that area, so that the unstructured data and the structured data both find their way into an Oracle Database,” he said.

That, of course, didn’t sit well with Lynch, who has so far quietly endured criticism that HP is overpaying for Autonomy. In an interview with The Wall Street Journal, he denied that Autonomy was ever shopped to Oracle, and characterized Ellison’s understanding of the unstructured data problem as “very weak.”

Those, of course, were fighting words to Oracle, which decided to remind him of his April meeting with Hurd and Oracle’s M&A head Douglas Kehring.

It’s also helpful to remember that late last year Autonomy was being mentioned as the target of a bidding war between Oracle and Microsoft, according to a rumor-based story planted in the U.K.’s Daily Mail. Though such stories based on “takeover chatter” occur practically every day, someone with some skin in the game clearly wanted the markets to think Oracle was kicking Autonomy’s tires.

Lynch, of course, is really a proxy for HP’s new CEO Meg Whitman and Chairman Ray Lane, who have to get the Autonomy deal done and live with the price that former CEO Léo Apotheker agreed to pay for it. I asked Whitman about it last week, and she said “It is what it is.” The most interesting thing that has emerged from all this, however, is that Oracle claims to have considered Autonomy overpriced at a $6 billion valuation. HP paid almost twice that. Game on.

Autonomy Presentation 1 503341

Autonomy Presentation 2 503342

In an interview with The Wall Street Journal today, Autonomy’s CEO Mike Lynch — the man sometimes described as the British Bill Gates — says Oracle was never approached as a possible buyer of his company late last year. Mentioned by bankers mulling possible acquirers, maybe, but never approached directly.

The statement came in response to a verbal slap by Oracle CEO Larry Ellison, made on an earnings conference call last week, that Oracle had been approached by Autonomy, and took a pass because the price was “absurdly high.”

Indeed, there were reports — one I remarked on at the time — suggesting that Oracle had kicked Autonomy’s tires, and Autonomy shares spiked on the very suggestion that the acquisitive Oracle would take the firm out. They obviously proved unfounded, and Autonomy went on its merry all-but-anonymous way until HP stepped in with an $11.7 billion offer that was announced on Aug. 18.

The latest version of events just emerged in a statement from Oracle. Oh yes, Oracle says, Lynch did indeed approach Oracle about a deal, and specifically made a pitch — complete with a PowerPoint presentation — to Oracle president Mark Hurd and to its M&A head Douglas Kehring. According to Oracle’s recollection, in a meeting attended by Lynch’s banker Frank Quattrone, Hurd told Lynch that he thought Autonomy was overpriced at $6 billion, roughly half of what HP paid. Also: Oracle still has the PowerPoint deck. Zing!

The full Oracle statement is below:

“After HP agreed to acquire Autonomy for over $11.7 billion dollars, Oracle commented that Autonomy had been ‘shopped’ to Oracle as well, but Oracle wasn’t interested because the price was way too high. Mike Lynch, Autonomy CEO, then publicly denied that his company had been shopped to Oracle. Specifically, Mr. Lynch said, “If some bank happened to come with us on a list, that is nothing to do with us.” Mr. Lynch then accused of Oracle of being ‘inaccurate’. Either Mr. Lynch has a very poor memory or he’s lying. ‘Some bank’ did not just happen to come to Oracle with Autonomy ‘on a list’.” The truth is that Mr. Lynch came to Oracle, along with his investment banker, Frank Quattrone, and met with Oracle’s head of M&A, Douglas Kehring and Oracle President Mark Hurd at 11 am on April 1, 2011. After listening to Mr. Lynch’s PowerPoint slide sales pitch to sell Autonomy to Oracle, Mr. Kehring and Mr. Hurd told Mr. Lynch that with a current market value of $6 billion, Autonomy was already extremely over-priced. The Lynch shopping visit to Oracle is easy to verify. We still have his PowerPoint slides.”

The acquisition, which will more than double Broadcom’s addressable market in network infrastructure and extend its reach in the 4G chip space, is the company’s 47th since its founding in 1991. It’s also the fourth-largest acquisition of a U.S. chipmaker in the past five years.

“The premium is fair,” said Broadcom CEO Scott McGregor. “This acquisition expands our market into additional networking opportunities.”

The New York deals company, which has been particularly aggressive in scooping up competitors, is not the only company in the space seeking scale. In the past few months, consolidation has become rampant as Groupon and LivingSocial continue to pull ahead of the pack.

Along with BuyWithMe, CrowdSavings has been particularly active, having purchased seven companies.

Most recently, TownHog had started to focus on building a daily deals platform that allowed third-party publishers, like the San Francisco Chronicle and OpenTable, to provide their own daily deals.

A BuyWithMe spokesperson said it will not be acquiring the white label part of the business, meaning that the acquisition is focused on gaining access to TownHog’s subscribers in various cities.