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Realty Bites: Agents Face Off Against Zillow, Trulia and Realtor.com

Tricia Duryee — Tue, 27 Mar 2012 14:00:59 +0000

The Internet has forever changed the newspaper industry, the music business and travel agencies.

Now it’s real estate’s turn.

Or at least that seems to be the case in what could be a developing feud between real estate agents and online listing services such as Zillow, Trulia and Realtor.com.

As these sites have risen in prominence, real estate agents are starting to push back, especially as they find it difficult to live without them.

In protest, a small number of agents have started to pull their listings from the sites. (In one case, an agent rambled on about the issue in a seven-and-a-half minute video on YouTube.)

A new white paper issued this week suggests that the topic is gaining momentum.

The report, written by VHT, which sells photography and video services to agents, concluded that agents are no longer competing against each other. The competition, rather, is “the fast-growing, third-party ecosystem of listing aggregators, online publishers, virtual tour providers, advertising networks and media companies that are dominating search engine results in order to capture online leads.”

It goes on to suggest that the remedy is for real estate agents to become savvy online marketers, and to drive sales leads through their own Web sites, rather than advertising on Zillow or Trulia.

A Zillow spokeswoman says only one brokerage so far has pulled its listings — the same one that produced the YouTube video — and a Trulia spokesman said they’ve “only seen a couple” of agents remove listings.

Seattle-based Zillow went public in July, raising $70 million; San Francisco-based Trulia is expected to seek an IPO sometime this year. Realtor.com which is operated by the National Association of Realtors, is owned by Move, Inc., a publicly traded company.

“We are not their competition,” said Trulia’s spokesman Ken Shuman. “We are a marketing outlet with 20 million unique people coming ever month who are looking to buy or to rent a home.”

So, while the practice does not seem to be widespread, agents are increasingly vocal about the shift in power that has occurred over the past decade from real estate agents to online Internet providers.

Indeed, Zillow, Trulia and Realtor.com do get the majority of online traffic.

In January, Zillow controlled 37 percent of online visits; Trulia controlled 27 percent; and Realtor.com controlled 25 percent, according to the report. The remaining 11 percent was split among dozens of brokerage firms, such as Century 21, Coldwell Banker, Keller Williams, Prudential and many others combined.

“As an industry, brokerages have done a poor job of making themselves and their Web content visible to search engines,” wrote VHT’s CEO Alex Zoghlin, who authored the report.

But to understand what’s going on, it requires some basic knowledge of how the industry works, so let’s step back for a moment for a brief overview.

The Multiple Listing Service (MLS) is a list of most homes for sale in the U.S.

Real estate brokers receive the list and can post it on their Web sites. But other sites, like Zillow and Trulia, are not brokers and therefore don’t have access (unless they strike agreements with the different MLS divisions across the country).

Up until now, Zillow and Trulia have used a mix of sources, including agents, who volunteer to post their listings on their Web site for free.

Zillow and Trulia then make money, in part, by selling advertising to agents, who want leads for home buyers and sellers.

But it’s not exactly clear what has some agents so upset, and more importantly, it’s difficult to separate fact from fiction.

ARG Abbott Realty Group broker and president Jim Abbott, who recorded that YouTube video, lists a number of reasons for pulling his listings from the sites. He says the information is often display incorrectly, or is out-of-date; other claims he makes include theft of intellectual property and poor customer service.

What Abbott didn’t come right out and say is that he is not happy with the shift in power, or that the sites are profiting off the information that agents give them.

But late last year, Edina Realty of Edina, Minn., was willing to say it: The company said it pulled its listings because it was unfair that the agents are giving up their listings for free to the sites, which were then profiting off those same agents.

But according to Zillow’s spokeswoman Cynthia Nowak, that is not entirely true.

“What many agents don’t understand is that it is completely free to receive prominent placement on their listings,” Nowak said. “All they have to do is sign up for a free Zillow profile and verify their contact information, and their name, picture, contact info, etc. appears at the top of their listings.”

Still, to pull a listing off Zillow or Trulia at this point is somewhat anti-homeowner. The home’s seller is usually looking to reach the largest possible audience in order to sell their home — and is not interested in the politics of placing listings online.

An agent in Phoenix Jay Thompson, who goes by the handle “The Phoenix Real Estate Guy,” sided with Zillow. In a long blog post, Thompson broke down each one of Abbott’s points and explained why he disagreed.

On one point, Abbott said that syndication sites use peer pressure to sell advertising to agents.

Thompson’s response: “If you don’t like the fact that syndication sites sell advertising, that’s fine. Don’t buy it. Peer pressure? Put on your big girl panties and stand up to the peer pressure and do what YOU think is right.”

But who knows if his statements were entirely unbiased? Two months later, Zillow hired The Phoenix Real Estate Guy as its director of industry outreach and social media.

But at least one part of his blog post is true, no matter where he works.

He asked, “Is there an ‘anti-syndication movement’ afoot in the real estate vertical? Maybe. Maybe not. Only time will tell where this is headed.”

Indeed, it is not clear. After all, this might be another example of an industry playing catch-up with the Internet.

The Atlantic Launches a Video Aggregator With a Twist

Peter Kafka — Thu, 04 Aug 2011 14:13:51 +0000

The Atlantic, which added a photo section to its brainy Web site earlier this year, has taken the next logical step: A digital nook dedicated to moving pictures.

The site’s new section joins many other sites’ video verticals which bring you clips from around the Web. But unlike some competitors — see: Gawker, Mediaite and others — the Atlantic is taking a relatively old-fashioned approach to aggregation: It’s asking permission from copyright owners to run their stuff.

TheAtlantic.com edit boss Bob Cohn says his site will get a signed licensing agreement from every owner whose stuff gets featured on TheAtlantic.com’s proprietary video player. (The Atlantic will also feature clips from other sites using their own embeddable players — in those cases, it won’t need to ask for permission.)

That doesn’t mean video makers will get paid — compensation will come in the form of links — but the olde-timey practice highlights the different tack the site is taking here. If you want clips of TV news readers saying embarrassing things, or media magnates getting a pie to the face, there are plenty of places to get those. The Atlantic will instead focus on higher-brow, higher-minded stuff that you probably haven’t seen.

Atlantic editor Kasia Cieplak-Mayr von Baldegg, a former producer at Current TV who Cohn describes as “an embed in the video-generating community,” is in charge of picking the stuff and will also interview some of the creators.

Here’s a sample of what she’s looking for: An excerpt from “California is a Place,” a slice-o-life documentary series:

Aquadettes from California is a place on Vimeo.

Do You Check Facebook or Email First Each Day?

Liz Gannes — Mon, 24 Jan 2011 19:00:12 +0000

When you first roll out of bed and hop onto your laptop (or perhaps you grab your iPad or phone before you roll out of bed), what site or service do you load up first?

Is it Facebook? Twitter? Personal email? Work email? A news site or aggregator? A corporate collaboration tool or chat room?

It’s a minor detail perhaps, but something I love asking people. Your bleary-eyed self may speak the truth about the utility you find in these sites and the loyalty they command.

(Personally, I’m not always a creature of habit; I mix it up. My All Things D email and our internal Socialcast stream are high up on the list. Facebook and Twitter usually come a little later in the morning scramble.)

There’s a user poll going around on Facebook at the moment that a couple of people from disparate parts of my life have taken, so it’s been popping up in my newsfeed. The poll asks, “Which do you check first each day: Facebook, or your Email?”

So far, with 518 responses, email is pulling 54.1 percent of the vote. This is in a survey of presumably very active Facebook users who would take the time to fill out the poll (which is part of the beta Facebook Questions product). What about you?

P.S. Quora has a question on the matter as well, with fewer but more diverse and detailed responses.

Please see the disclosure about Facebook in my ethics statement.

Digg Lays Off More Than One-Third of Staff as It Seeks to Cut Costs

Kara Swisher — Mon, 25 Oct 2010 18:39:19 +0000

Digg has announced it is laying off 25 of its 67 staffers today, part of an attempt by the San Francisco social news discovery site to rationalize its costs.

In an interview with BoomTown this morning, CEO Matt Williams noted that “the burn rate is just too high” for the company.

“We need to reset, in terms of stategy and get back in a start-up mode,” said Williams, referring to the recent turmoil at Digg, related to management upheavals and product snafus. “The cost structure is not in line with our business.”

Earlier today, I reported that Digg’s Publisher and Chief Revenue Officer Chas Edwards was departing to take a similar job at a photo-tagging advertising start-up called Pixazza.

Edwards is just one of many such issues at Digg, where Williams seems to have stepped into a very big mess since he arrived just six weeks ago.

That includes dealing with a new version widely derided by its passionate and opinionated users, for which Williams quickly apologized.

“I knew it was going to be a big job in terms of a product turnaround,” said Williams. “I think the users love Digg and want to see us succeed and we ultimately let them down.”

Williams said his goal was to get to profitability in 2011, which required the employee layoffs.

From there, he said, “We will be on good footing to be more innovative.”

That would be a nice change of pace, given Digg’s fall from Web 2.0′s hottest start-up to one that seems only to falter.

Those stumbles have included a failed sale to Google, previous layoffs and general product drift.

Here is a blog post that Williams just put on the news aggregator’s site:

Just wanted to share an important development at Digg. Here is a copy of an e-mail that I sent to the staff today…

Team,

When I joined Digg six weeks ago, we set an immediate focus on improving the web site. We listened carefully to user feedback and started making changes to generate momentum in our business.

As I mentioned in one of our first all-hands meetings, another top priority was to take a hard look at the entire business, across product, sales, and operations. Through the time I have spent with each of you, I’ve been impressed by the commitment and enthusiasm you’ve shown. I’ve also learned a great deal about what is working well at Digg, and what is broken.

Many things are working well. The team is listening and acting quickly on the feedback from our passionate community. We’ve been able to deliver nimbly on the new platform, with over 100 bug and feature releases to the web site in the past two months. Our Diggable ads product has seen a notable increase in use by advertisers and clicks by users.

Unfortunately, to reach our goals, we have to take some difficult steps. The fact is our business has a burn rate that is too high. We must significantly cut our expenses to achieve profitability in 2011. We’ve considered all of the possible options for reduction, from salaries to fixed costs. The result is that, in addition to lowering many of our operational costs, I’ve made the decision to downsize our staff from 67 to 42 people.

It’s been an incredibly tough decision. I wish it weren’t necessary. However, I know it’s the right choice for Digg’s future success as a business. I’m personally committed to help find new opportunities for everyone affected by the transition. Digg’s Board members have also offered to help find placements within their portfolio companies.

Let’s please use today to show our sincere appreciation for our friends and colleagues who will be moving on. Tomorrow, we’ll go forward with a new strategy for Digg.

Matt

Exclusive: Digg Publisher and Chief Revenue Officer Departs for Start-Up

Kara Swisher — Mon, 25 Oct 2010 16:04:11 +0000

Chas Edwards (pictured here), the publisher and chief revenue officer for Digg, the social news discovery service, is leaving the San Francisco company, according to sources.

The exec, who came to Digg in May of 2009 from Federated Media, will move to a start-up called Pixazza, a photo-tagging site for advertising, “by enabling consumers to simply mouse over images to learn more and see related products.”

Edwards’ title at Pixazza–which confirmed the move–will be as Chief Revenue Officer and Publisher Development.

The Mountain View, Calif.-based company has garnered almost $18 million in funding from Google Ventures, CMEA Ventures, August Capital, Foundation Capital and Shasta Ventures, as well as from angel investors Ron Conway, Gideon Yu and Maynard Webb.

The departure from Digg, sources said, is amicable, and Edwards will remain an adviser to the company, which has been undergoing some turmoil of late.

That’s been due to a much-criticized new version of the once-hot service, as well as some management upheaval.

Digg recently appointed Matt Williams as its new CEO. He quickly apologized for the bungled relaunch of the news aggregator and has promised to fix its problems.

Meet the Two Grad Students Who Freaked Out the NYT–The Pulse iPad App Creators Speak!

Kara Swisher — Wed, 09 Jun 2010 01:17:03 +0000

The first thing to strike you about the pair of Stanford University graduate students (pictured here) who made the banned and then unbanned news-reading iPad app, Pulse News Reader, is how they look like an advertisement for all that is good about entrepreneurship.

Sweet-natured, slightly naive, energetic and very product focused, they are the last techies you’d choose to be the ones who got the New York Times (NYT) in enough of a tizzy to force Apple to pull the aggregator from its App Store.

BoomTown met Akshay Kothari, 23, and 22-year-old Ankit Gupta this afternoon at a hotel near the Worldwide Developers Conference in San Francisco, where Pulse was called out yesterday by name by Apple (AAPL) CEO Steve Jobs for excellence only hours before the company had to stop offering it to users.

At first, the shy pair said they did not want to call attention to themselves or rail on Apple or the Times. After much convincing by me, they agreed to talk about their unusual situation in the video below, focusing on the product and its origins.

It started out simple enough, creating Pulse for the Launch Pad class at Stanford, which requires students to develop and put out a product. Both students are at Stanford’s Institute of Design and created a company called Alphonso Labs when Pulse was done.

It took them only four weeks to develop and, within weeks after it was approved for sale in the App Store, Pulse became a red-hot paid seller for the fast-growing tablet device–putting Pulse at No. 1 at times on the list of paid apps on iTunes.

In fact, the app was so well regarded that the Times wrote a rave about it last week.

The high culminated for Kothari and Gupta when Jobs named Pulse first in a list of the most-promising apps for the iPad in his keynote speech at the WWDC yesterday.

Unfortunately, that was the last hurrah for them, since the business side of the New York Times–after seeing the article about Pulse in the Times–had already fired off a letter to Apple demanding that the app be taken down.

“The Pulse News Reader app, makes commercial use of the NYTimes.com and Boston.com RSS feeds, in violation of their Terms of Use,” wrote Times lawyer Richard Samson to Apple on June 3. “Thus, the use of our content is unlicensed. The app also frames the NYTimes.com and Boston.com websites in violation of their respective Terms of Use.”

Sources at the Times said that while there are many other similar readers for online news that do exactly the same thing, Pulse’s combined framing and use of the paper’s RSS feed for commercial gain–as well as, let’s be frank, its popularity–caused execs to make what looks like a pretty boneheaded move.

(Could they have called the pair first? Of course they could have, but they did not.)

So, after the Times lawyer wrote Apple, Apple wrote Kothari and Gupta, telling them of the removal of Pulse from the App Store: “The New York Times Company believes your application named ‘Pulse News Reader’ infringes The New York Times Company’s rights.”

Today, though, the app was suddenly back up with no comment from Apple.

A Times spokesperson said this might be a mistake and that the media giant did not know what had happened.

Neither did Gupta and Kothari, who said the app on sale now is the same as the old one, although they had submitted a new version without the Times as a default earlier today.

“It’s a mystery,” said Gupta. “Although it is sad that we were off the App Store right when people might have heard about us.”

The next step? Who knows?

UPDATE: Sources close to the situation said that the Pulse iPad app was reposted because the new version submitted earlier today does not automatically include the Times properties and that older versions sold will soon be updated.

Other sources also noted that the Times has had issues with many other third-party news readers in the past, though not one as visible as Pulse.

And it remains to be seen if Pulse’s creators face other irked content owners or not.

In any case, one thing is still certain: Like its creators, the innovative Pulse is sweet, and it is on sale for $3.99 at iTunes.

For now, that is.

Until the next twisty development, here’s the video interview of Kothari and Gupta:

[ See post to watch video ]

[Photo by All Things Digital intern Drake Martinet--taken before the recent controversy.]

Pulse iPad App Gets Steve Jobs's Praise in Morning…Then Booted From App Store Hours Later After NYT Complains

Kara Swisher — Tue, 08 Jun 2010 07:53:45 +0000

Yesterday morning, the pair of Stanford University graduate students who made the hot news-reading iPad app, Pulse News Reader, were ecstatic to be mentioned first–for being among the most promising developers for the new tablet device–by Apple CEO Steve Jobs in his keynote speech at the Worldwide Developers Conference in San Francisco.

But by the afternoon, that flush of entrepreneurial success had turned sour, after Apple (AAPL) informed the two that Pulse was being pulled from the App Store after it received a written notice from the New York Times Company (NYT) declaring that “The New York Times Company believes your application named ‘Pulse News Reader’ infringes The New York Times Company’s rights.”

In an unusual coincidence, the Times Web site was on prominent display on a huge screenshot of the iPad during Jobs’s speech.

Ironically, the Times wrote a big wet kiss about Pulse last week in a blog post titled “The iPad Pulse Reader Scales the Charts,” by tech writer Brad Stone.

“Pulse is a stylish and easy-to-use news aggregator,” wrote Stone. “News organizations still puzzling over their iPad strategies can perhaps derive some hope from Pulse’s success–or at least its price tag.”

No longer. Pulse was down completely by 6:30 pm PT last night.

Reads a notice on iTunes now: “Your request could not be completed. The item you’ve requested is not currently available in the U.S. store.”

“I don’t blame Apple, because they have to respond when contacted by lawyers from the Times,” said Akshay Kothari, a 23-year-old student of well-known Silicon Valley investor Michael Dearing’s Launch Pad class at Stanford, of the letter the media giant sent to Apple (which is below, along with the take-down notice).

“But it was definitely a roller coaster of a day.”

In fact, it has been all up for the past four weeks, since Kothari and 22-year-old Ankit Gupta released the Pulse iPad app, creating it for the class, which requires students to develop and put out a product.

Both are at Stanford’s Institute of Design and created a company called Alphonso Labs.

The app was quickly approved after about four weeks of development. Since then, it has taken off strongly, downloaded 35,000 times at a $4 price tag, even rising to No. 1 in paid apps several times, as noted prominently in the lead of the Times story.

Kothari said that the pair plan to contact Apple in the morning and take steps to remove Times material from the feeds.

It is not immediately clear why they need to, since Pulse draws from publicly available Times RSS feeds, as do many other apps, and does no scraping.

In fact, Pulse is little more than a really well-designed RSS reader, which is what the Times said it was in its write-up. You add feeds to it and it visualizes them in a way that’s easy to get through.

The Times story did have one ominous-in-retrospect note about Pulse: “It also lets people easily share articles through Twitter and Facebook–bypassing the individual sharing tools presented by each news site.”

But Pulse is pretty basic and is similar to many others readers.

In the New York Times case, as with others, one view is plain text and only shows whatever the Times puts in its RSS feed, which isn’t much. And its Web view seems to be just an in-app browser that takes you straight to the page that is in the link with the RSS feed.

You can see both here below:

The Times lawyer, Richard Samson, sees it differently, apparently, since it is a paid app rather than a free one, noting in the Times June 3 notice to Apple, which came two days after the newspaper’s article about Pulse:

“The Pulse News Reader app, makes commercial use of the NYTimes.com and Boston.com RSS feeds, in violation of their Terms of Use*. Thus, the use of our content is unlicensed. The app also frames the NYTimes.com and Boston.com websites in violation of their respective Terms of Use.”

Samson also complained about how Pulse was marketed in the App Store, a screenshot of which you can see below:

BoomTown sent an email to Samson, as well as to Apple, for comment.

Until I hear back, here is the email from the App store to Pulse, including the letter from the Times lawyer–I removed personal email addresses and phone numbers, along with the number of the Pulse case Apple gave it–as well as a lovely video of Pulse in action:

From: App Store Notices
Date: Mon, Jun 7, 2010 at 3:09 PM
Subject: Apple Inc. (our ref# APPXXXX)
To: Akshay Kothari

Dear Sir or Madam,

**Please include APPXXXX in the subject line of any future correspondence on this matter.**

We received a written notice from The New York Times Company that The New York Times Company believes your application named “Pulse News Reader” infringes The New York Times Company’s rights. A copy of the notice is attached.

Accordingly, we have pulled your application from the App Store. Please contact The New York Times Company directly regarding any questions or concerns you may have.

For any technical questions, please contact iTunes Connect: www.apple.com/itunes/go/itunesconnect/contactus.

Thank you for your immediate attention.

Sincerely,

? iTunes Music Marketing & IP Legal | Apple | 1 Infinite Loop | Cupertino | CA | 95014 | AppStoreNotices@apple.com

Begin forwarded message:

From: “Samson, Richard S”
Date: June 3, 2010 10:51:23 AM PDT
To:”‘appstorenotices@apple.com’”
Cc: “Samuels, Robert”, “Manning, Michael”
Subject: infringing “Pulse News Reader” iPad app

Hello-

I am writing again, on behalf of The Boston Globe, Boston.com and The New York Times Company, about the infringing iPad app, “Pulse News Reader” produced by Alphonso Labs Inc. (please see pertinent details, link and screenshots below).

The infringing app is available on the iTunes store here: http://itunes.apple.com/us/app/pulse-news-reader/id371088673?mt=8

The Pulse News Reader app, makes commercial use of the NYTimes.com and Boston.com RSS feeds, in violation of their Terms of Use*. Thus, the use of our content is unlicensed. The app also frames the NYTimes.com and Boston.com websites in violation of their respective Terms of Use.

I note that the app is delivered with the NYTimes.com RSS feed preloaded, which is prominently featured in the screen shots used to sell the app on iTunes.

I hereby declare, under penalty of perjury, that the information contained in this notification is accurate to the best of our knowledge and that I am authorized to act on behalf of the owner of the copyrights and trademarks of The Boston Globe, Boston.com and The New York Times Company. We hereby demand that you immediately and permanently remove this app from the iTunes site.

Please let me know if you need any further information or have any questions. I can be reached directly at this Email or at the phone number below.

Thank you.

Sincerely,

Richard Samson

Richard Samson
Senior Counsel
The New York Times Company
620 Eighth Avenue
New York, New York 10018

* NYTimes.com Terms of Service, paragraph 2.2: “The Service and its Contents are protected by copyright pursuant to U.S. and international copyright laws. You may not modify, publish, transmit, participate in the transfer or sale of, reproduce (except as provided in Section 2.3 of these Terms of Service), create new works from, distribute, perform, display, or in any way exploit, any of the Content or the Service (including software) in whole or in part.”

* Boston.com Terms of Service, paragraph 2.2: “The Service and its Contents are protected by copyright pursuant to U.S.and international copyright laws. You may not modify, publish, transmit, participate in the transfer or sale of, reproduce (except as provided in Section 2.3 of this Agreement), create new works from, distribute, perform, display, or in any way exploit, any of the Content or the Service (including software) in whole or in part.”

[All Things Digital intern Drake Martinet contributed to this report.]

Video: BoomTown Meets Five Non-SV Techie Dudes in 10 Minutes in Boston

Kara Swisher — Mon, 10 May 2010 12:15:53 +0000

BoomTown made a trip recently to Boston, where Walt Mossberg and I talked in front of hundreds of East Coast entrepreneurs and investors at an event put on by General Catalyst Partners.

The appeal for me: Checking back in with former Excite CEO George Bell, whom I used to cover in Web 1.0–an exec who never failed to correct my grammar, even though I was chronicling the quick rise and slo-mo fall of the doomed portal.

Bell is now a venture capitalist at GCP.

Here’s the video of my interview with him, as well as reps from four start-ups I met with before the event, all of which are not based in Silicon Valley, a relief in and of itself.

The interviews, in order:

* Justin Shaffer, founder and CEO of Hot Potato, a “presence data” service, based in Brooklyn, NY.

* Paul English, co-founder and CTO of Kayak, the travel aggregator, based in Norwalk, Conn.

* Stephen Chao, co-founder and CEO of WonderHowTo, a how-to video content destination, based in Santa Monica, Calif.

* Dan Olschwang, president and CEO of Jumptap, a mobile advertising company, based in Cambridge, Mass.

Check it out:

[ See post to watch video ]

Inside Ford's App-Happy Fiesta–But No Manilow (and BoomTown is a Fanilow)!

Kara Swisher — Mon, 26 Apr 2010 15:51:41 +0000

Last week, outside the Facebook f8 developers conference, BoomTown checked out the new 2011 Fiesta model, which will be the first vehicle in which smartphone apps can be voice-controlled via its in-car synching software.

While getting a test, I interviewed the Ford dude–Julius Marchwiki–who has been in all the YouTube videos of late touting its digital prowess.

Ford has been trying to fast-forward its automobiles in the digital space to try to differentiate itself from other car makers, using SYNC AppLink, as well as other innovative Web-friendly features.

In December, Ford (F) said it would make the next generation of its SYNC-enabled vehicles into Wi-Fi hotspots, allowing drivers and passengers to connect to the Internet everywhere much more seamlessly in a moving car.

Presumably, the ultimate in mobile.

One speed bump: SYNC AppLink will work only with Google (GOOG) Android and Research in Motion (RIMM) BlackBerry devices for now, although Ford promises an Apple (AAPL) iPhone solution soon.

Pandora Internet radio, online talk radio aggregator Stitcher and mobile Twitter client OpenBeak are the first SYNC-enabled mobile applications.

Here’s my interview with Marchwiki, as well as Scott Monty, Ford’s social media guru:

[ See post to watch video ]

Appolicious Signs Partnership to Integrate With Yahoo

Kara Swisher — Wed, 21 Apr 2010 10:23:56 +0000

Although serial entrepreneur Al Warms sold his start-up to Yahoo and ultimately left the Internet giant to launch a new one, he is coming back a bit via an interesting partnership.

Warms’s Appolicious is aimed at encouraging discovery and social networking in the mobile apps market.

Now Appolicious will carry Yahoo’s brand at the top of its site and be surfaced throughout Yahoo’s News, Sports and other powerful media properties.

Everything will be co-branded. The words, “In association with Yahoo,” for example, will appear on the Appolicious site.

“I think it is a pretty huge deal in what it means to where apps have gotten in such a short period of time,” said Warms in an interview with BoomTown. “We want to make these apps relevant for Yahoo users.”

Yahoo’s VP for Media, Jimmy Pitaro, said that the deal was struck to make the increasingly complex world of mobile apps simpler.

“We’re focused on making people’s online lives easier,” he said. “Apps are huge, but also confusing to many, so we want them to be in the relevant place they belong and in context for our users.”

A baseball story, for example, might surface various related baseball apps, while a celebrity post would offer very different ones.

The partnership will be a big boost for Warms and Appolicious, given the huge traffic generated by Yahoo’s content offerings.

Warms sold his Participate Media, along with its BuzzTracker content aggregator, to Yahoo in late 2007.

Warms left Yahoo (YHOO) in late 2008 and started Appolicious in May 2009 with about $500,000 in seed funding.

The start-up has since raised another $1.5 million.

Appolicious is kind of a combination of Twitter, Facebook and Yahoo, with some Yelp sprinkled in, but devoted solely to organizing and making sense of the exploding app galaxy in the universe of smartphones.

Right now, the innovative site focuses on iPhone and iPad apps, as well as other mobile platforms such as Android from Google (GOOG). Appolicious plans to add apps for the BlackBerry from Research in Motion (RIMM).

Using premium content, recommendations of friends and people like you–as well as a variety of lists, feeds, popularity rankings, images and videos–the idea is to do what the iTunes Store does not.

Namely, make sense of the plenitude of apps out there, most of which are on the iPhone.

To make that happen, users of the service also can list all the apps they have in an App Library, so others can see them.

Warms’s business plan is largely advertising, including a focus on attracting brands that want to be in front of apps consumers.

Here is a video interview I did with Warms when he launched Appolicious, as well as screenshots of the new Yahoo-branded site:

[ See post to watch video ]

Ford Launches Voice Control of Apps in Car: No More Phone-Fiddling While Driving?

Kara Swisher — Tue, 20 Apr 2010 11:15:45 +0000

Ford, which has been trying to fast-forward its automobiles in the digital space, announced today that its 2011 Fiesta model will be the first vehicle in which smartphone apps can be voice-controlled via its in-car synching software.

One issue: Initially, Ford’s SYNC AppLink, downloadable as an upgrade, will work only with Google (GOOG) Android and Research in Motion (RIMM) BlackBerry devices.

As to the more popular iPhone from Apple (AAPL)?

“Ford will introduce AppLink on all SYNC-equipped vehicles next year, as well as provide interoperability with iPhone and other smartphones,” the auto company said in a statement.

Still, anything that stops dodos from fiddling with a smartphone while driving can’t be bad.

Ford (F) has been trying mightily to differentiate itself by digitizing its cars.

In December, Ford said it would make the next generation of its SYNC-enabled vehicles into Wi-Fi hotspots, allowing drivers and passengers to connect to the Internet everywhere much more seamlessly in a moving car.

Pandora Internet radio, online talk radio aggregator Stitcher and mobile Twitter client OpenBeak are the first SYNC-enabled mobile applications.

Ford also said it is launching a developers’ network to boost the number of apps that can be used in SYNC-enabled cars.

Here are some videos showing the system in use:

Pandora

Sticher

OpenBeak

And here’s the full press release from Ford:

SYNC APPLINK TO LAUNCH ON 2011 FIESTA, MAKING FORD FIRST TO DELIVER VOICE CONTROL OF SMARTPHONE APPS

• Ford will first offer SYNC® AppLink, a downloadable software program, on the 2011 Fiesta, allowing owners to access and control AndroidTM and BlackBerry® smartphone apps with voice commands and vehicle controls

• Pandora internet radio, Stitcher “smart radio” and Orangatame’s OpenBeak are the first SYNC-enabled mobile applications

• Ford to create SYNC developer community with launch of new “Mobile Application Developer Network” (www.syncmyride.com/developer), giving developers a pathway to partner with Ford on SYNC-enabled applications

• Ford’s platform approach with SYNC is poised to harness smartphone app development and mobile web access; apps expected to be a $4 billion industry by 2012; analysts predict the mobile device to become the No. 1 source for Internet access by 2015

SAN FRANCISCO, April 20, 2010–Customers have spoken–asking for safe, convenient access to their smartphone apps while in the vehicle–and Ford is responding by announcing the new SYNC AppLink software that will allow hands-free voice control of popular smartphone apps.

SYNC AppLink, a downloadable software upgrade, will be released for 2011 Ford Fiesta owners with the award-winning SYNC communications and infotainment system later this year, allowing drivers hands-free control of apps on their Android or BlackBerry smartphones via voice commands and vehicle controls. Ford will introduce AppLink on all SYNC-equipped vehicles next year, as well as provide interoperability with iPhone and other smartphones.

“The growth in smartphone mobile apps has been explosive, and Ford has worked hard to respond at the speed of the consumer electronics market,” said Doug VanDagens, director of Ford’s Connected Services Organization. “SYNC is the only connectivity system available that can extend that functionality into the car. AppLink will allow drivers to control some of the most popular apps through SYNC’s voice commands and steering wheel buttons, helping drivers keep their hands on the wheel and eyes on the road.”

The Android MarketTM and BlackBerry App World™ are among the leading growth markets for mobile apps. The new SYNC AppLink will seamlessly integrate apps using the vehicle’s voice and user interface controls, including buttons on the steering wheel, increasing eyes-on-the-road and hands-on-the-wheel time.

The first SYNC-enabled apps available later this year include Pandora internet radio, Stitcher “smart radio” and Orangatame’s OpenBeak app for Twitter, with additional apps on the way. Updated versions of each app, incorporating the SYNC application programming interface (API), will be available through Android Market and BlackBerry App World for customers to download.

Built-in, Beamed-in and Brought-in: The SYNC App Ecosystem

From its introduction, Ford has been building an ecosystem of available SYNC apps, continuously improving the consumer experience.

• Built-in apps, including Vehicle Health Report and 911 Assist™, are downloaded and installed directly on the in-car SYNC operating system

• SYNC apps like Traffic, Directions & Information rely on beamed-in, or “cloud-based,” information. Drivers access the Ford Service Delivery Network, a network of data centers providing turn-by-turn directions, business searches, and on-demand news, sports and weather information, through a simple voice-connection using their cell phone.

• SYNC AppLink represents the third category of the ecosystem, brought-in apps, leveraging apps installed on a user’s smartphone, such as Pandora, Stitcher and OpenBeak

Studies show mobile app development–a niche market just three years ago–is expected to blossom into a $4 billion industry by 2012. Sites serving specific mobile operating systems, such as Android and BlackBerry OS, have experienced massive growth, with analysts predicting the mobile device will become the No. 1 source for Internet access by 2015, surpassing the home computer.

Ford and SYNC will answer the consumer demand by offering the only platform available for drivers to safely control their mobile devices and applications in the car. Leveraging SYNC’s safer voice commands and steering wheel controls, drivers are able to keep their hands on the wheel and eyes on the road. “Brought-in” apps residing on a consumer’s smartphone also eliminate the need for yet another piece of hardware to be installed in the car which only serves to add cost and complexity.

Customers will be able to download SYNC-enabled mobile apps through the same app store interfaces currently used. As SYNC-enabled versions of existing apps are released into the app stores, users will be prompted to download the latest version upon connection. Also, as developers grasp the notion that the vehicle interior has opened to them, a new dimension of apps designed from the outset to maximize the unique in-car environment will follow.

Opening the door to developers

To facilitate future SYNC-enabled app development, Ford has also activated a new developer network on its SYNCmyride Web site (www.syncmyride.com/developer). Interested developers can find a link to submit innovative ideas, and sign up for the latest information and news about the SYNC application programming interface (API) and software development kit (SDK). The package will allow developers to modify existing applications and create all-new apps that can successfully interface with SYNC.

Working with trusted partners, Ford is completing beta-testing on the SDK. Once beta-testing is complete, a broader release of the development tools is planned for later this year. Initial reports have been positive, with one of Ford’s development partners creating a SYNC-enabled version of its app just three days after receiving the development tools.

“We’re very pleased by the rapid development time and positive feedback we’ve seen from our first partners,” said VanDagens. “We want to encourage all developers to visit our site and submit ideas, helping us tap into the global pool of innovation and creativity.”

Back to the Future: True/Slant CEO Lewis DVorkin Moonlighting as Redesign Consultant at Forbes

Peter Kafka — Thu, 15 Apr 2010 16:39:17 +0000

A weird move that also makes sense: Troubled Forbes Media has brought in Lewis DVorkin, a former editor at the business publisher, as a consultant for a redesign of the Forbes Web site “and other editorial areas.”

That’s a bit weird because DVorkin already has a day job: He’s the founder and CEO of True/Slant, a news network/aggregator/publisher he launched last year.

And it makes sense given that Forbes Media is one of True/Slant’s financial backers. Employees there say COO Tim Forbes has been particularly enamored of True/Slant’s low-cost, high-frequency approach to content generation, so you can read into this move what you will.

DVorkin started showing up at editorial meetings this week, I’m told. I’m also told that both Forbes magazine editor Bill Baldwin and Forbes.com editor Paul Maidment are reporting to him. “All I know is that it means we failed to fix our own problems,” an employee there tells me.

Disclosure: I worked for Forbes for 10 years and worked closely with DVorkin for a couple of those years. He’s smart and a bit scary. His former colleagues at AOL (AOL), where he landed after his stint at Forbes, almost always describe him as “quite a character.”

Reached for comment, DVorkin referred me to a Forbes spokeswoman. But did want me to make clear that he’s still running True/Slant. “I’m the CEO and founder of True/Slant, and we’re having out best month ever.”

Here’s Forbes’s statement:

Lewis DVorkin will be consulting on a redesign of Forbes.com and other editorial areas at Forbes Media.

Though he will be devoting time to this assignment, Mr. DVorkin remains the Chief Executive Officer of True/Slant, an original content news network, which he founded in April 2009. Forbes Media is a strategic investor in True/Slant.

Mr. DVorkin brings to this assignment vast experience in both old and new media platforms and a history with Forbes editorial. He was the Executive Editor at Forbes magazine from December 1996 to April 2000. where he spearheaded that magazine’s redesign, managed the annual Forbes 400 Richest Americans list and created the Celebrity 100 list, both internationally recognized products of Forbes magazine.

During his career Mr. DVorkin was Page One Editor of The Wall Street Journal, a Senior Editor at Newsweek and an editor at the New York Times.

After leaving Forbes, Mr. Dvorkin was Senior Vice President, Programming at AOL, where he was responsible for News, Sports and Network Programming and played a significant role in the launch of TMZ.com.

What Do Rush and NPR Have in Common? Internet Talk Radio Hub Stitcher Nabs $6 Million From Benchmark.

Kara Swisher — Tue, 06 Apr 2010 11:30:25 +0000

Online talk radio aggregator Stitcher nabbed $6 million from Benchmark Capital and will use the money to give radio blabbermouth Rush Limbaugh, as well as the endlessly talking heads of National Public Radio, even more digital distribution.

The San Francisco-based start-up often describes itself as the the Pandora of online talk radio. And like the digital music site, Stitcher lets its users create and customize their own free personalized talk/information/news radio stations.

The site focuses mostly on its apps for a variety of mobile devices, especially increasingly popular smartphones. It offers programs from about a thousand different sources, such as NPR, E! and The Onion.

Stitcher also recommends new programs to users based on their selections.

The infusion of funding in a Series B round led by Benchmark–whose partner, Bob Kagle, will have a seat Stitcher’s board–will allow it to expand its advertising sales force and improve its offerings, said CEO Noah Shanok in an interview with BoomTown last night.

“The hope for everyone in terrestrial radio is to find new audiences, so as we grow, they will too,” said Shanok, who co-founded Stitcher in 2008. “We want to be a part of everyone’s everyday life.”

Shanok said fast-growing usage and engagement–which he declined to give specifics about–was the reason Benchmark was attracted to the company.

The new funding adds to $3 million Stitcher already raised from New Atlantic Ventures and investors Ed Scott and Ron Conway, who also participated in the new round.

While the mobile app on the Apple (AAPL) iPhone is the most popular, Stitcher also offers software for Research in Motion (RIMM) BlackBerry, Palm (PALM) Pre and Google (GOOG) Android devices.

Stitcher is also pushing into other areas, such as being part of Ford’s (F) initiative to make its SYNC-enabled vehicles into Wi-Fi hotspots, allowing people to connect to the Internet everywhere much more seamlessly in a moving car. They will be available later this year.

Here’s the press release on the funding:

Stitcher Secures $6 Million in Series B Venture Funding

Benchmark Capital Leads New Round to Help Transform the Way We Listen to Talk Radio

SAN FRANCISCO, CA. (April 6, 2010)–Today, Stitcher, a service that allows users to customize talk radio programming on their mobile devices, announced that it has completed its Series B round of financing. Led by Benchmark Capital, with participation from previous investor New Atlantic Ventures and tech veterans including Ed Scott and Ron Conway, the funding will be used to further Stitcher’s product and platform development. Bob Kagle of Benchmark will join Stitcher’s board of directors.

“We know that people prefer listening to news, talk and information programming when they’re on-the-go. The rise of smartphones has finally created an opportunity to give people exactly what they want to hear–on their commute, at the gym, on a road-trip–wherever and whenever they want it and that’s exactly what Stitcher does,” said Noah Shanok, CEO of Stitcher. “Benchmark’s funding, combined with Bob’s guidance, will help us continue to take advantage of the growing market for mobile content distribution.”

Stitcher’s free service allows users to create a personalized audio programming experience. With Stitcher, users can listen to the news and talk radio shows they enjoy whenever and wherever they like, using their mobile devices. Users choose their favorite programs from more than a thousand different sources, and Stitcher then delivers the audio feeds to their phone as a single, regularly updating radio station. Stitcher also helps users discover new content on a variety of topics–including business, sports, politics, entertainment, and current events–by recommending additional programs based on the shows users have in their feeds. A single radio station can include programming as diverse as Fox Headline News, NPR’s Fresh Air, TechCrunch Headlines, Onion Radio News, and E!’s Hollywood Rap Up.

“Stitcher is transforming the way we all consume news, talk radio, pod casts,” said Bob Kagle, general partner at Benchmark Capital. “Noah and his team are building a platform that will deliver the personalized experience consumers currently enjoy for music to the broader world of audio programming. We’re thrilled to join the Stitcher revolution.”

Google Buzz Isn't Exactly Humming Along

Katherine Boehret — Wed, 17 Feb 2010 00:00:18 +0000

These days, it’s near impossible to use a computer without running into a social network. Web sites encourage people to “tweet” links to their articles via Twitter; photo-sharing sites nudge users to post albums on Facebook; and aggregators like TweetDeck display content from several social networks in a digestible way. Last week, Google Buzz joined this trend by integrating social networking into something people use every day: email.

[ See post to watch video ]

Google Buzz (google.com/buzz) is built into Gmail, Google’s email program, as an opt-in social network that provides people with a place for sharing status updates, Twitter tweets, photos, videos, Web links and blog posts with a network of friends. I’ve been testing Google Buzz, and I like the way it displays shared photos in full-screen view and nestles into Gmail, which I use every day. But right now, Buzz still falls flat.

One of the biggest problems with Buzz is that it’s late to the social-networking party. People have had years to get comfortable with networks like Facebook and Twitter, and old habits are hard to kick. Microsoft (MSFT) and Yahoo (YHOO) already incorporate social networking into their Web email in Windows Live Hotmail and the Yahoo Mail, respectively. Windows Live Hotmail lets users create networks of friends and connects with up to 69 other networks, including Facebook and Twitter. Yahoo also builds networks with your connections, and integrates content into email from sites like Twitter, Flickr and Picasa.

Google (GOOG) tried to catch up with existing social networks by using a proprietary algorithm to create networks of people with whom users communicate most in Gmail and in Google Chat, the company’s instant messaging program. In other words, the people you emailed the most via Gmail or chatted with the most on Google Chat automatically became the people you followed in your social network.

But Google took a lot of heat for these pre-made networks because people didn’t know where the names came from or who some of the people were. Even worse, these networks were made public by default so every Buzz user could see everyone else’s closest contacts.

Google Buzz encourages social networking for Gmail users, but is it too late to join the fray?

This is a problem because many of us treat email differently than we treat our social networks. We communicate via email in private conversations—often with people who we don’t necessarily want looking at our personal photos or other information. If I exchange several emails over an extended period of time with my plumber about fixing a sink, it doesn’t mean I want him in my social network. Likewise if a parent regularly emails with a teacher about a child’s progress.

In the past several days, Google has apologized for its presumption that you would absolutely want to add the people you email into your social network online. The company has changed settings in Buzz to ameliorate this and several other issues. A network is now suggested rather than predetermined so users can clearly select whom they follow by checking boxes beside names and photos, nixing the plumber and keeping a best friend. Likewise, a very clear box now lets people opt to share these names publicly or not.

So how does the rest of Buzz work? All Gmail users will find a Buzz icon in the top left area of the Gmail site and must opt in to use Buzz. A tiny link at the bottom of every page can always turn it off altogether. Buzz is a separate screen and isn’t fully weaved into Gmail’s inbox, though notifications are sent to the Inbox in three instances: if someone comments on your post; if you comment on a post and then someone else makes an additional comment; and if someone directs a Buzz at you, such as starting a post with @Katie Boehret.

Buzz doesn’t yet have a way to completely stop notifications from coming to an inbox, but you can opt to stop receiving inbox notifications every time someone else comments about a post. (Go to “More Actions” within the email and select “Mute.”)

Google Buzz uses ideas from Facebook, like the ability to “like” a post. It also integrates with other Google properties including Blogger, Google Reader, Picasa and YouTube. Rather than using a system of friends like Facebook, Buzz takes a page from Twitter’s playbook by organizing friends into followers: people a user follows and people who follow the user. If you don’t want someone following you, just block them.

I spoke to Facebook about Buzz, asking specifically if the company would consider integrating with Google’s new program. A spokeswoman noted Facebook’s position as an open platform and said the company is always delighted to be working with new partners that want to integrate Facebook Connect in ways that help people connect with their “real” friends.

Buzz pulls in Twitter updates, or tweets, from people who have connected their Twitter and Buzz accounts. But the Twitter feed is only one way—coming into Buzz—so people can’t respond to or direct message back to Twitter. They can just leave a comment about the tweet on Buzz—a comment that is never displayed on Twitter. A Google representative said the company is working on more two-way integration in the future.

As for photo sharing, Buzz lets users integrate with Google-owned Picasa or Yahoo-owned Flickr so they can share on Buzz whatever photos are publicly shared within those services. Images show up in Buzz and, when selected, they take up the full browser screen—an eye-catching feature. But though users can browse Picasa albums from Buzz to select photos, they can’t share whole albums to Buzz right now.

Buzz is usable on the go with Apple’s (AAPL) iPhone and Google’s Android phones. By default, it uses someone’s current location whenever posts are made on Buzz. But this can be turned off, albeit in a clumsy way: Currently, people must tap an “x” beside their location to remove this location information from a post. Later this week, this language will be made clearer with a bolded explanation on each screen before a post is sent of how to remove locations. If someone opts not to use location in one post, this setting sticks for subsequent posts—except when Buzz is accessed through a voice program.

Google Buzz got off to a rough start and still has a lot of catching up to do. Though it could be a convenience for people whose social contacts all already exist in Gmail, it could also saddle them—and their friends—with yet another social network to check every day. For now, my social-networking friends are sticking to Facebook and Twitter, making the buzz on Buzz almost inaudible.

Edited by Walter S. Mossberg.

Write to Katherine Boehret at mossbergsolution@wsj.com

An Indie Label Sounds Off: Why We Don't Love Grooveshark

Peter Kafka — Thu, 18 Jun 2009 11:39:41 +0000

When a big music label sues a scrappy Web music start-up, most people tend to sympathize reflexively with the little guy. But not everyone.

My story about EMI’s lawsuit against Web music start-up Grooveshark elicited this email from Ben Patterson, who runs indie Web music distributor DashGo, about his experience with the service.

I think Patterson’s remarks are useful because they spell out Grooveshark’s business plan, or at least part of it: Charge labels to promote their acts on the service’s search engine. And I think it’s also helpful to hear an obvious but little-voiced argument about the “free Web music = valuable promotion” thesis: It works best when the act or label is playing along. With Ben’s permission, I’m publishing his entire email.

I’ll caveat this by saying they are nice guys and big music fans and I’m always rooting for new music services that work for bands and music fans alike.

Back in 2007 DashGo signed a deal with Grooveshark that basically amounted to a digital download service delivered via P2P. Users who used Grooveshark’s P2P service to search for songs would be presented with a download / buy link and the revenue would be split between fan hosting the file, Grooveshark and the band.

A couple months later we got a nice packet–a t-shirt, letter and wax-sealed, yes, wax-sealed, envelope with a check for $0.59 in royalties. (Coconut Records “West Coast” I think)

Then I didn’t hear much for 6 months. No checks, no real action. At the end of 2008, they reached out and told me about their new music search engine at listen.grooveshark.com–basically Seeqpod / Songza / all other stream song aggregators…not what we licensed for, but not egregious enough to get huffy.

Of course, that was before they offered to sell me advertising for my bands as the default search keyword. For $0.05 per search, I could make the default phrase “DashGo Band Name” instead of “Search here.” I had to ask–am I getting paid per play? No of course not. Because “[they] are not profitable and can’t afford to share that advertising revenue.” So I’m paying, not even for a play, but for a search term on a service where they have users and can sell ads ONLY because people can listen to music, and because it’s free, what incentive is there EVER to buy the song?

So we don’t deliver there anymore.

I’ll tell you why all these free streaming music services are broken–because they rely on music advertising to pay the rent but give away the advertisers product. If I got free McDonald’s and Budweiser by watching the Super Bowl, why would I buy the food? As an advertiser, why would I pay a CPC to advertise streaming music and promote listens when the per stream rate a existing subscription services is AT BEST $0.02 per play?

It sucks to get sued. I’m sorry Grooveshark, but really..what did you expect? You’re soliciting labels and bands to pay your bandwidth, rent and operating costs and giving away the product.

While I’ve got this soapbox out, let me preach one more gospel; offering free music accessible via a search engine is NOT promotional if the band hasn’t opted in.

If a user SEARCHES for the music and listens to it for free in an environment where someone ELSE has posted the music and the band doesn’t have the option to ask for an email address or even pitch a tour or merch or actual album; then the service is just ripping off the band by giving free content to someone who asked for it–not promoting it to a new fan or adding a filter that helps expose and distinguish music.

[Image credit: Mrs. Logic]

Portfolio Lives! Sort Of: Web Site Adopted by Condé Nast's Corporate Cousin.

Peter Kafka — Wed, 20 May 2009 14:46:03 +0000

Never say never: Condé Nast, which is closing down its Portfolio business magazine, has decided not to turn off the lights at Portfolio.com. Instead, it is shifting control of the Web site–essentially, the Portfolio.com address and a couple years of archived content–over to American City Business Journals, its corporate cousin in the Advance Publications family.

Plans for the move were first reported yesterday by the New York Observer.

The swap is really a testament to the power of Google (GOOG) and the long-tail theory: Even though Condé had been running Portfolio.com with a skeleton crew since the beginning of the year, the site was still generating four to five million page views a month, primarily because of search queries, says Condé Nast Group President David Carey. So that alone made Portfolio.com worth saving.

It will now serve as the central hub for ACBJ, a collection of 40 local business publications (including one I used to work for many moons ago). But it won’t just be an aggregator, insists ACBJ President Tim Bradbury. He intends to rebuild the site’s staff–he’s keeping two of the last Portfolio.com employees and intends to launch with a full-time editorial staff of five, plus freelancers–and pump out new content.

Bradbury says he’d “like to get the old band back together,” but I’m not sure exactly what that means. In the last few months of Portfolio.com’s life, the site was essentially a blogging platform for the excellent duo of Felix Salmon, who covered finance, and Jeff Bercovici, who covered media. But Salmon jumped ship for Reuters prior to the shutdown, so he’s presumably locked up. No word on Bercovici’s plans. But even if Bradbury can’t get those two back on board, I’m guessing there’s no shortage of applicants for full-time and contract slots.

Here’s the release:

New York, NY, May 20, 2009 – Portfolio.com will become part of the American City Business Journal’s bizjournals.com effective in July, it was announced today by Tim Bradbury, President, American City Business Journals, New Media, (ACBJ) and David Carey, Group President, Condé Nast. ACBJ and Condé Nast are units of Advance Publications.

Bizjournals.com will oversee both the editorial and business sides of the site. The Portfolio.com editorial team and sales staff will be based in New York. In addition to newly created content, the site will share content with other Condé Nast sites including Wired.com, GolfDigest.com, and WWD.com, as it did previously. The site will also be the home of the archives of all the popular content published by Portfolio’s print and digital properties over the last two years.

“We are excited about continuing Portfolio.com and including the site in the bizjournals network because we were impressed by Portfolio’s strong web presence, its clean and crisp design, and its voice in the business journalism marketplace,” Tim Bradbury, President, American City Business Journals, New Media said. “We believe our readers will benefit as the re-launched Portfolio.com will have a stronger focus on industry news and a greater mission to offer information relevant to today’s business professionals.”

On top of its existing strengths, Portfolio.com will be able to leverage the collaborative skills and insights of the more than 600 ACBJ business journalists around the country. The site now will have access to local market intelligence and work collaboratively with ACBJ newsrooms across the country, presenting the most important local insights through a national lens and making it unique among national business media.

“We knew that Portfolio.com was a highly valuable asset, with an established digital brand, strong direct navigation by users, and a solid long tail of traffic from content published over the past two years,” David Carey, Group President, Condé Nast said. “We saw ACBJ as a perfect match due to its great editorial resources in the business arena, and view this as a win for both Portfolio.com’s readers and the company.”

Condé Nast Portfolio magazine and its website Portfolio.com, launched in April 2007 and the magazine closed in April 2009. The site provided insight into the day’s top business stories, with analysis from bloggers and columnists. During those two years Portfolio.com grew to 2.8 million monthly uniques and won industry praise with awards such as the MIN: Best of Web 2008, MIN: Hottest Launch of the Year 2007, WebAward: Outstanding Achievement in Website Development 2007, and Webby nominees in Best Business blog and Financial Services categories.

Controversial Web 'Framing' Makes a Comeback

Marisa Taylor — Fri, 01 May 2009 23:04:03 +0000

When Digg introduced a new toolbar in early April that added a thin strip – known as a ‘frame’ – to the top of pages submitted to Digg, a publisher outcry forced the social media aggregator to back down. It modified the new DiggBar so that only logged-in users would view submitted stories within a Digg frame and Web address, and also offered them the option to turn off the toolbar altogether.

But despite Digg’s move, the controversial practice of framing seems to be making a comeback on the Web. Danny Sullivan, editor of the Web site Searchengineland.com wrote in an article about Digg’s toolbar changes, that Facebook, Ask.com and StumbleUpon have all begun framing links recently.

Web usability expert Jakob Nielsen argues that “frames break the fundamental user model of the web page.” “All of a sudden, you cannot bookmark the current page and return to it (the bookmark points to another version of the frameset), URLs stop working, and printouts become difficult. Even worse, the predictability of user actions goes out the door: who knows what information will appear where when you click on a link?”

Read the rest of this post on the original site

AP Shakes Fist at Google, Tells Internet to Get Off Its Damn Lawn

Peter Kafka — Mon, 06 Apr 2009 21:01:48 +0000

The Associated Press is fed up with…the Internet, apparently. And it’s going to do…something about it.

At the news-gathering co-op’s annual meeting today, AP chairman Dean Singleton let rip a sort of hellfire-and-brimstone speech in which he announced the AP’s vague plans to stop unnamed scoundrels from making money from their work.

The relevant bit:

“[The AP's board has] unanimously decided to take all actions necessary to protect the content of the Associated Press and the AP Digital Cooperative from misappropriation on the Internet.

The board also unanimously agreed to work with portals and other partners who legally license our content and who reward the cooperative for its vast newsgathering efforts–and to seek legal and legislative remedies against those who don’t.

We believe all of your newspapers will join our battle to protect our content and receive appropriate compensation for it.

AP and its member newspapers and broadcast associate members are the source of most of the news content being created in the world today. We must be paid fully and fairly.”

If this sounds like the AP is riffing off the famous speech from “Network,” that’s not an accident. In fact, Dean Singleton does indeed quote the movie’s Howard Beale in his remarks: “We can no longer stand by and watch others walk off with our work under misguided legal theories. We are mad as hell, and we are not going to take it any more.”

In theory, Singleton and the AP are talking about a wide range of sites that profit by repurposing someone else’s content, from down-and-dirty “scraping sites” to the much more refined (and useful) Huffington Post, to…I don’t know.

But now it’s become much clearer why News Corp. CEO Rupert Murdoch singled out Google (GOOG) in remarks he made at a cable industry convention last week: The news guys have decided that the search engine has now become public enemy No. 1. That makes a sort of sense: If you’re going to go after someone, pick the guy with the deepest pockets.

And look. Unlike some of my bloggy colleagues, I don’t think that the people who pay to produce content are insane to complain about getting ripped off by aggregators of all stripes.

The thing is, even if the news guys somehow stopped people from using Google to find information they need, it wouldn’t do anything to solve the essential problems plaguing their business. Such as:

An overabundance of undifferentiated, commodity information.
The wholesale evaporation of classified advertising and local retail advertising.
Investors who paid too much for newspapers and other media assets during the last 10 years, using too much debt.

Anyway, I’m looking forward to hearing more about the AP’s plans, vaguely referred to in this press release as developing “a system to track content distributed online to determine if it is being legally used…” and including “the development of new search pages that point users to the latest and most authoritative sources of breaking news.”

You mean, they’re going to build their own search engine? That can’t be right. But if I hear back from the AP folks, I’ll try to get them to explain.

UPDATE: Thanks to Jim Kennedy VP/director of strategic planning for the AP, for teasing some of this out for me. Here’s what the AP is thinking:

Kennedy confirmed that some of the AP’s ire is indeed aimed at Google, and that the drum-beating has a purpose. The search engine has a deal with the AP that expires at the end of this year, and the AP is setting the table for upcoming negotiations. Their main contention: Google is already using AP content in ways that aren’t covered by the existing agreement, and the AP wants to be compensated for them. Expect to hear lots more about this in future months.
The AP’s “stick” approach is aimed at Web aggregators: It plans on “fingerprinting” its content so it can track where its stuff is showing up and how it’s being used. If it’s being misused, it has an array of options that start with a takedown notice and end with legal remedies.
The AP’s carrot approach is aimed at Web surfers: It will become an aggregator of its own content. Specifically, it plans on building search engine-friendly Web pages built around specific topics — say, “Fargo floods” or “Michelle Obama”–composed of links that direct readers to AP stories. The idea is to get the pages to show up high in a Google search, alongside, or higher than, similar pages from Web aggregators who are doing the same thing–like Wikipedia, Huffington Post, BusinessWeek, Mahalo, and on and on and on. Kennedy says it has built prototypes of the aggregator pages and plans on rolling them out in the second half of this year.

Meanwhile, note to the AP folks: You are aware at Howard Beale gets shot to death at the end of the movie, right?

Another Critic Tries Stomping on the Long Tail

Peter Kafka — Mon, 22 Dec 2008 14:09:35 +0000

Wired Editor’s Chris Anderson’s “Long Tail” theory–in a nutshell, that the Internet would allow a huge market of niche products to survive and thrive–is one of the more influential memes of the past few years. Which means it is also subject to backlash.

Earlier this year, the Harvard Business Review tried to refute Anderson in a well-argued piece. Now comes a set of British researchers trying to do the same thing. From the U.K. Times:

The idea that niche markets were the key to the future for internet sellers was described as one of the most important economic models of the 21st century when it was spelt out by Chris Anderson in his book, ‘The Long Tail,’ in 2006. He used data from an American online music retailer to predict that the internet economy would shift from a relatively small number of ‘hits’–mainstream products–at the head of the demand curve toward a ‘huge number of niches in the tail’.

A new study by Will Page, chief economist of the MCPS-PRS Alliance, the not-for-profit royalty collection society, suggests that the niche market is not an untapped goldmine and that online sales success still relies on big hits. They found that, for the online singles market, 80 per cent of all revenue came from around 52,000 tracks. For albums, the figures were even more stark. Of the 1.23 million available, only 173,000 were ever bought, meaning 85 per cent did not sell a single copy all year.”

Anderson, who has been a good sport about jousting with his critics on his blog, tells the Times that he needs to see more data before weighing in on this newest salvo. But I don’t have that compunction. My two cents–or at least, my two sort-of related points:

The Long Tail is a useful way to think about back catalogs. The Web means you can extend the reach of a product once it has had an initial run, and it allows aggregators like Amazon (AMZN) to make money by assembling lots of niche products at one storefront. It’s less useful for people who are creating albums, books, movies, etc., and need to get compensated for their work in the present tense.
One area where the Long Tail holds up just fine: Web publishing. The awesome power of Google (GOOG) means that stuff you publish once on the Internet will continue to find new audiences in the future, more or less without any additional effort on your part. Any Web publisher invariably finds that a large chunk of its audience tends to come to its site to consume stuff they produced weeks, months or years ago. Of course, consumers don’t want to pay anything in order to consume that stuff, which means it’s only useful if you can sell Web advertising against it. But that’s a different post.

Huffington Post Nabs $25 Million in Funding–Here's a BoomTown Interview With Oak Investment's Fred Harman

Kara Swisher — Mon, 01 Dec 2008 11:53:26 +0000

The Huffington Post will announce this morning that it has raised $25 million, in a single investment from Oak Investment Partners.

The large round by Oak, which was led by Palo Alto, Calif.-based venture capitalist Fred Harman, will give the popular online news and blog site a valuation of just “south of $100 million,” a source said.

The new funding, the Huffington Post’s third, will be used for expansion of its offerings and the hiring of editorial and business talent.

“There is an inevitable shift from offline to online with people increasingly getting their news media online, and this election proved how powerful the Huffington Post could be,” said Harman (pictured here), in an interview with BoomTown. “And I think the post-election perception of the Huffington Post has changed in the eyes of advertisers to being a key mainstream news site.”

Indeed, the Huffington Post–which is now billing itself as ‘”The Internet Newspaper”–has been hitting on all cylinders during the current election season.

And it hopes to continue building that momentum into the Obama administration, which will give the liberal-leaning site a lot of advantages in coverage.

The Huffington Post has also become a powerful news aggregator, much as the more conservative Drudge Report has, sending traffic all over the Web from its site by linking with a variety of online sites. It also has a strong offering of high-profile bloggers.

But the site’s leaders are also hoping its traffic strength will allow it to be as strong in arenas outside of its flagship political arena, including in business, local, “green” and investigative news.

It will also use the money to make acquisitions, the company said in a press release about the funding, which it put out this morning.

It’s certainly a long way from May of 2005, when its high-profile co-founder, Arianna Huffington, was roundly mocked for launching the site. Today, she has seen her power grow as the site’s traffic and influence have.

The site’s namesake operates out of her California-based office in Los Angeles, while the company has its HQ in New York.

The Huffington Post’s traffic in September 2008, for example, quadrupled from a year before to 4.5 million unique visitors, according to comScore (SCOR). That performance made it the No. 1 “stand-alone political blog and news site,” besting Drudge.

“The cycle of print media is accelerating downward and there are not as many companies with a balance sheet and focus to do it right online,” said Harman, who will join the Huffington Post’s board. “The news market is really up for grabs in a lot of ways…and it is a good time for those who are viewed as authoritative.”

But, like a lot of advertising-reliant businesses, the Huffington Post is also facing a tough market and must show it can compete under more dire economic circumstances and build a sustained and profitable business.

This slug of money should give it a lot of room to do so, said Harman, who has invested in several digital media companies, such as Demand Media and Federated Media. He was also one of the lead investors in aQuantive, the digital advertising business that was bought by Microsoft for $6 billion in 2007.

“Who knows how deep this economic situation is going to be,” said Harman, who noted that he and others kept investing in aQuantive through the last Web downturn. “But strong companies that keep investing through a bad cycle can emerge as winners.”

Previous investments in the Huffington Post have totaled about $12 million. That funding has come from Softbank Capital and Greycroft Partners, as well as seed money from co-founder Kenneth Lerer and former AOL exec Bob Pittman.

Funding reports about the Huffington Post appeared about a week ago in the Times of London, with the post claiming a $15 million investment and expansion into investigative and local news.

But the most detailed posts were done by paidContent, which was the first to name Oak as the new investor and said the round was $20 million.

Is The New York Times Selling About.com? No.

Peter Kafka — Mon, 03 Nov 2008 22:52:33 +0000

The New York Times (NYT) is in lousy shape, so it needs to sell off About.com, the kind-of-portal, kind-of-blog-aggregator it bought from Primedia in 2005. So says Jason Calacanis, whose Mahalo.com is a kind-of-portal, kind-of-blog-aggregator.

Not true, say two people familiar with the Times and About; they say the paper isn’t shopping the property.

Calacanis, who made the remarks during the most recent This Week In Tech podcast, doesn’t go into much detail about his claim. Gawker has a link to the audio, but here’s the relevant transcript, in its entirety:

They’re going to have sell About. They’ve been trying to sell About.com, from what I understand.”

NYT spokeswoman Catherine Mathis offered up the standard we-don’t-comment-rumors-and-speculation line.

That said, it doesn’t mean it couldn’t happen at some point in the future. The Times really does need money, and since About.com is both growing and profitable, it may be the most valuable asset the Times now owns.

But that’s exactly why the New York Times would be reluctant to part with it. Like it or not, About.com may well represent the Times’ future.

This isn’t the first time a Web reporter has suggested that About.com is on the block, by the way. I wrote the same thing earlier this year, and I was wrong then.

New GM for IAC's Secret Tina Brown Project

Kara Swisher — Wed, 21 May 2008 07:05:42 +0000

OK, not that secret a project.

BoomTown has known about it forever and Radar Online gave the lowdown about the creation of the hip-sounding news aggregator Web site–headed by high-profile editor Tina Brown (pictured here)–by Barry Diller’s IAC (IACI) in a report in early April.

Think the Huffington Post, but more culture and less political wonkishness in a bolder and more colorful design.

While still in its planning stages, though, it just hired a new GM to run the business: Caroline Marks.

She was GM of Comcast’s Ziddio, a social video endeavor, and was also head of content development for Comcast Interactive (CMCSA). Marks has also worked in several high-profile mobile companies in the U.K.

Marks will reports to IAC’s Nick Lehman–who works for Michael Jackson, the head of programming at IAC–to get the project off the ground for IAC and Brown, the former Talk, Vanity Fair and New Yorker editor.

The project has already hired Edward Felsenthal, the former deputy managing editor of The Wall Street Journal (and BoomTown friend), to helm the edit side under Brown.

IAC has dabbled a lot in online content initiatives of late with mixed results. Still, it is moving forward with even more.

For example, the company is set to debut a personal financial site in a joint venture with News Corp.’s (NWS) Dow Jones (owner of this site), called FiLife, in June.

There Goes the Neighboorhood …

John Paczkowski — Thu, 07 Feb 2008 20:54:00 +0000

On the great list of words no tech executive ever wants to hear, “Google has entered your market” ranks right up there with “Microsoft’s made a hostile bid for the company” and “Hello, I’m Chris Hansen with ‘Dateline NBC: To Catch a Predator’.” So local news aggregators like Topix and EveryBlock can be forgiven for blanching a bit when Google announced the addition of geo-local search to Google News this morning.

“Today we’re releasing a new feature to find your local news by simply typing in a city name or zip code,” Google software engineers Andre Rohe and Rohit Ananthakrishna wrote in a post to the official company blog. “While we’re not the first news site to aggregate local news, we’re doing it a bit differently–we’re able to create a local section for any city, state or country in the world and include thousands of sources. We’re not simply looking at the byline or the source, but instead we analyze every word in every story to understand what location the news is about and where the source is located.”

Location-based news targeting. Pretty slick. Or it will be, once they get the 90210 bug worked out. Still, as Topix co-founder Rich Skrenta notes, Google’s a little late to this particular game. “This was pretty neat stuff when Topix launched in January 2004,” Skrenta quips. “Now if Google just added 50,000 vetted local blogs to the mix, and a community with 100K posts/day, they’ll have something.”

Yahoo Acquires … What's It Called Again? Oh, Yeah–BuzzTracker

John Paczkowski — Fri, 14 Sep 2007 20:12:52 +0000

Yahoo’s scooped up another small software company to poorly integrate into its product and service offerings. The Internet company has acquired content aggregator BuzzTracker and named its founder, Alan Warms, general manager and vice president of Yahoo News. Purchase price: a reported $5 million. “The decision to sell the business and move to Yahoo! was relatively simple,” Warms wrote in a post to the company blog. “As anyone playing in the online space understands, online media is all about scale. The ability to garner real CPMs, the ability to sell ads directly, the ability to provide innovative solutions to advertisers, all depend on having tens of millions of unique visitors. As the Publisher of BuzzTracker.com and before that RealClearPolitics.com, that point has been drilled into my consciousness over the past two years.”

OK. That explains BuzzTracker’s decision to sell. Now how do we explain Yahoo’s decision to buy? After all, BuzzTracker isn’t exactly leading the market for blog aggregators. In fact, it’s essentially a poor man’s TechMeme and an even poorer man’s Megite. Why buy an also-ran? Apparently, the price was right. “Yahoo had looked at other better-known competitors in the space,” sources tell AllThingsD.com’s Kara Swisher. “But those trendier (and more popular) start-ups apparently had too lofty valuations.”

Yahoo Acquires … What's It Called Again? Oh, Yeah–BuzzTracker

John Paczkowski — Fri, 14 Sep 2007 20:12:52 +0000