And there’s always at least one person who keeps talking, texting, tweeting, playing, watching or emailing — and ignoring stern orders to power down.

On rare occasions, a confrontation erupts, such as actor Alec Baldwin’s widely reported removal from an American Airlines plane in December. Although airlines say they don’t keep track or won’t disclose how many passengers get bounced off planes for refusing to switch off devices, flight attendants say it’s now the No. 1 spark for unruly behavior.

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First it was the baggage fees, and charging for legroom. Then it was denying us our Words with Friends. Now, the New York Times reports, it’s bringing Facebook and LinkedIn to the seat-selection process, so you can gather more information on customers … I mean, pair up fliers with similar interests.

Soon enough, we’ll hear people’s no-longer-serendipitous tales of purposely meeting their soul mate, or maybe selling their company to the passenger in seat 24E.

I’ve got one word for you, airlines, or really, one word that’s used twice to create another single word: GoGo. Wasn’t it just a few years ago that Internet broadband access became an in-flight possibility, allowing us to bury our heads in laptop screens, plow through work while 30,000 feet above the ground, and effectively avoid human interaction? Even the subject at the top of the Times story, Jeff Jarvis, grumbles that he usually has work to do.

And now, you want us to talk to people while we fly? (How does one do that, anyway?)

In case you missed the story, KLM Airlines and others have recently integrated aspects of social media with customer profiles, allowing prospective passengers to share personal information and choose seat buddies based on their profiles.

Sharing the social info is completely optional, and if a customer is uncomfortable with the person who has chosen to sit next to him or her, the seat can be changed up until two days before the flight.

As the story points out, this is likely to appeal to business travelers who are interested in real-life networking, not just social networking.

On one hand, providing more personal info to airlines could help them tailor the flight experience to suit fliers’ preferences, going beyond just the standard meal selection.

And one of the services mentioned, Hong Kong-based Satisfly, lets fliers indicate their preferred level of chattiness during a flight. So the tired mom might not get the talk-shop guy, and maybe the fearful flier won’t get paired with another white-knuckler. (In the videogaming world, I’m told, multiplayer gamers find this kind of feature to be invaluable when they create profiles, so jabberers and silent Halo-ers can peacefully coexist.)

But allowing fliers to handpick their seatmates based on social profiling could also have its pitfalls. As Jarvis aptly says, “Pity the poor venture capitalist who gets seated with the start-up guy who talks his ear off for four hours.”

Which might present another opportunity for airlines: Charge extra for high-tech noise-canceling headphones …

Readers, what do you think? Would you use a social networks to choose a seatmate on a flight, or opt not to share your profile?

(Photo courtesy of Flickr)

As the father of eight kids — now all between the ages of 12 and 21 — he knows a thing or two about the importance of finding the perfect place. (Note: Kaufer delicately calls family trips “adventures,” while getaways with his wife are “vacations.”)

Since then, TripAdvisor has become the online go-to destination for reviews of hotels from Barbados to bed-and-breakfasts in New York City.

In 2004, Kaufer sold the company to IAC for $210 million, setting off a somewhat complicated operating journey. A year later, TripAdvisor spun out of IAC as part of Expedia. It remained a division within the online travel agency until last month, when it broke off into an independent publicly held company.

Today, the Newton, Mass.-based company has 1,100 employees, attracts more than 50 million unique visitors and has published more than 60 million reviews. It trades on the Nasdaq under the ticker symbol “TRIP,” while Expedia continues to trade under the symbol “EXPE.”

Kaufer talked to AllThingsD about being an independently traded company, and about the media company’s prospects for growth:

AllThingsD: What is it like to be out from under Expedia’s wing?

Stephen Kaufer: There was a joke when we were spun out as part of Expedia from IAC. People asked me, “What’s your vision for TripAdvisor?” I would always say, “I want to be bigger than Expedia,” and people’s response always was, “That’s what the little brother might say.”

A year or two ago, we passed Expedia in comScore metrics, and are still experiencing growth. It’s a free service that’s valuable. It’s worldwide. TripAdvisor is in 21 languages, and three-fourths of the traffic comes from outside of the U.S.

Now that you are out from under Expedia, do you have more flexibility on where you send leads that are generated from people reading reviews on TripAdvisor?

Under Expedia, we had no obligation to send traffic to them … That never happened, and we were allowed to run independently. But at the end of the day, they [competitors] knew their marketing spend was going into Expedia’s pocket. That’s the most exciting thing. We are now completely independent. Expedia now owns no stock, so when I talk to Orbitz or Priceline, these folks can now partner with TripAdvisor without any hint of helping to fuel the competitors.

Why the spinoff now?

It was announced back in April, but basically there was a view that there was a class of investors that liked a pure Internet category leader and a fast-growing media company like TripAdvisor, and there’s another class that appreciates Expedia, which is in the dominant online travel agency position.

We were blurring the two when they were together. It gives Wall Street the opportunity to invest in either, and each company will find its own set of investors.

Do you think Wall Street is correctly valuing TripAdvisor? (The stock failed to come roaring out of the gate.)

No. But I’m not complaining. I think Wall Street, over the next couple of quarters, will appreciate how both companies perform as independent companies. The numbers have been a little hidden because they were jumbled together. … They’ve never seen TripAdvisor operate independently. They ask, “What will you do differently? How will things be the same?” Watch us, and I think you’ll like what you see.

Will you grow mostly organically, or through M&A?

We have a good track record on acquisition and product innovation.

The last few acquisitions, you saw a focus on our strategic priorities: A mobile company, a social company, two vacation rental companies and a company in China. Our four key investment areas that we called out are vacation rentals, mobile, social and geographic expansion.

In many ways, TripAdvisor was one of the original social networks, where users shared information on their vacations. Now you see Facebook getting into the space with Facebook Connect and other initiatives, too.

Everyone feels like being able to get travel recommendations from their friends is a natural evolution for getting a better recommendation, period.

There’s a couple of different angles. Some social travel companies are focused on making planning a group trip easier. No site out there has scale and does that well, and we don’t do that now. Facebook is a great platform to do it on, and it may be interesting to us in the future.

Our focus is leveraging the friend graph on Facebook and our rich content to give someone the experience of seeing recommendations or ratings from friends.

We love the concept, and we are furiously building up our own product offering to make it more valuable. If it’s not too early to call someone a leader, we are clearly it, because we have the content and the friend graph. We aren’t a site that’s based on Facebook, which is an advantage, because you can do anyting you want to do on the Web or the tablet or mobile.

What about Google moving into travel?

They have a couple of different approaches. They have Google Places, which reviews everything; and they have Google Hotels, which is a hotel finder; and then Google Flights, to help you find the best fare.

With Google Places, they still can’t seem to generate enough high-quality reviews to be useful. They compete with Yelp and us, and I’ve yet to be concerned. I was concerned about Google Flights — a lot — before they launched, but you cannot book through an online travel agent like Expedia — only directly through the airlines for now.

It’s an incomplete product, so I still use TripAdvisor flights, or go to Expedia or Orbitz. They get better results, and maybe aren’t as fast, but more information is still better.

They say they want to include online travel agents, but the airlines won’t let them. … Don’t mistake my tone for being sympathetic to Google on this one.

What about vacation rentals? HomeAway went public last year.

After HomeAway, there’s not that much.

We agree it’s a great market, and it deserves to be online. It helps consumers and there’s a need to bring a trust element into the equation. Folks who have tried it have liked (renting homes), and a whole lot of people haven’t tried it, because a hotel is all they’ve ever tried.

If they are reading hotel reviews, but I see that you are trying to stay seven nights in Orlando, I might say, “Did you know that you might be able to save money and get a private swimming pool?” They never would have thought of that as an opportunity, but there’s lots of great opportunities in Orlando and tons of other cities.

HomeAway dominates the category, but there’s plenty of room for a second, third and fourth.

I’m surprised that already three-fourths of your traffic comes from outside the U.S.

Yes, and that portion is growing. We have offices all over the globe, and our biggest investment opportunity is in China. We purchased a metasearch site for air, hotel and train in China. We view international growth as a tailwind to the business.

So what’s your price target for the stock? It’s currently trading around $25 a share.

I’m looking at how I can grow the business over the long term, and that’s why we are making some of these investments. I might be ahead of it, or other folks ahead of me, but I’m a nuts-and-bolts operator. I like to build stuff, and getting TripAdvisor to the next level of functionality and awareness is my priority — not the stock price.

But, American Airlines insists there are a lot of benefits to using Apple’s tablets as opposed to paper. First and foremost, the iPad replaces 45 pounds worth of paper for each pilot on a plane. If American is able to use iPads on every flight — its eventual goal — it stands to reduce its fuel usage by 500,000 gallons each year.

“That’s a significant savings,” said David Clark, the American pilot that is heading up the iPad effort. For the past six months, American has been testing iPad use on 777 flights out of Los Angeles–some 300 flights in all.

As of last Friday, American has approval to use the iPads on all of its Boeing 777 aircraft for all phases of flight and Clark said the airline expects approval to use the tablets on 737s next year.

To answer every frequent flyer’s question, no, Clark isn’t really sure why the rest of us can’t use our iPads during takeoff and landing.

“I think that’s a fair and a good question,” Clark said. “First and foremost, the FAA makes the rules and we follow them.”

That being said, though, Clark notes that American Airlines did a lot of testing with the iPad and it is used only with all of its transmitting functions — including WiFi — turned off. At the back of the plane, Clark said, there can be any number of devices in use by dozens of passengers, making it hard to test for every possible scenario.

As for the pilots and their iPads, Clark said everything has gone swimmingly, Clark said. In general, even those who have never touched an iPad only need a half-hour or hour of training.

“That speaks to the operating system,” Clark said.

Nonetheless, pilots that want to carry paper manuals for a bit will be able to do so. During the six months of testing, paper backups were carried on every flight.

American also makes sure that the iPads are fully charged and properly loaded before each flight.

As to concerns that pilots will be playing games rather than reviewing flight manuals, Clark says not to worry.

“Absolutely not – no Angry Birds in flight,” he said. Indeed, there are only two apps loaded on the iPads — the customized program for reading flight charts and a PDF reader for reviewing the plane’s manual, if needed.

The two carriers have sent “cease and desist” letters in the past year to several websites that track travelers’ loyalty programs. Southwest argues the third-party sites threaten security of passenger information; American doesn’t want outsiders “scraping” data off its website.

Sites like AwardWallet, MileWise and GoMiles have been growing in popularity. You give the mileage manager account information for all your loyalty programs, usually airlines, hotels and car rentals to see, in one place, when miles are about to expire or which program is close to an award or elite-status level. Some show cash prices for a ticket as well as what a ticket would cost in miles—a comparison that requires multiple searches on an airline’s website.

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The shift has led to a thriving market at 30,000 feet to provide Wi-Fi, movies and TV shows on travelers’ smartphones, tablets and laptops.

About 1,260 aircraft, or more than a third of all mainline passenger airplanes in the U.S., now offer passengers Internet access to surf the Web and check email. The connection can be accessed at 10,000 feet, the federal minimum altitude to use portable electronics.

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The U.K. carrier recently began a pilot program that will see some cabin crew members using the tablets to improve in-flight service and replace the paper clutter of the passenger manifests, seating charts and flight timetables they typically carry.

BA will initially outfit just 100 crew members with iPads. But if that initial deployment is successful, it plans to give them to 1,800 more in the coming months. And according to Bill Francis, British Airways’s head of in-flight customer experience, the airline is very pleased with the results of the program so far. “The iPad is already allowing us to offer a more personalized onboard service, but the possibilities for future development are endless,” he said. “We’re receiving great feedback from cabin crew and customers already.”

BA is the latest in a parade of airlines deploying iPads for use in flight operations. Last week, United Airlines announced plans to distribute iPads to some 11,000 pilots.

A recent spate of technology glitches at U.S. airlines has inconvenienced thousands of travelers, spawned long airport lines, delayed or canceled flights and led to a wave of negative publicity.

United Continental Holdings Inc.’s United Airlines unit suffered a meltdown June 17 that forced it to cancel 36 flights and delay another 100. US Airways Group Inc. was hit by separate glitches on June 10, 18 and 19.

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One would be a travel agency, focused on selling air, hotel and car rentals and the other would be TripAdvisor, the travel reviews site that operates in 27 countries and 19 languages.

The split-up was a surprise today, many brows furrowed as to the significance of the timing, since the travel industry is facing a number of major disruptions.

Today, reports said Google and the Justice Department could ink a deal over the next couple of days that would allow the search giant to purchase flight-data company ITA Software for $700 million. One of its biggest partners, Kayak.com, is also zeroing on its IPO. Kayak is also beginning to book hotel rooms directly with its customers, rather than always redirecting to other sites, such as Expedia.

But much of the thought process has to do with what Expedia thinks its business is worth, compared to Wall Street’s valuation.

While Expedia’s travel agency business garners the most attention, it is TripAdvisor that has the bigger growth story, but in many respects is hampered by being tucked under Expedia’s  much larger wings.

Expedia CEO Dara Khosrowshahi told the WSJ that TripAdvisor is now big enough to be on its own. “It is a matter of size, globalization and diversification of revenues…It is really ready to stand on its own.”

On its own, it could be worth as much as $4 billion, according to some estimates, which is way above the $237 million Expedia purchased it for in 2004.

TripAdvisor makes money from advertising as well as from affiliate fees when users book through other sites, such as Priceline or Orbitz. TripAdvisor is the high-growth and high-margin business of Expedia today.

In 2010, TripAdvisor’s revenues totaled $486 million, up 38 percent compared to the year-ago period. Operating income in 2010 totaled $260 million, increasing 33 percent year over year. Its margins are slightly above 50 percent. Contrast that to Expedia’s overall transaction business, which is much larger, but is seeing a more modest annual growth at 20 percent.

But a lot of that growth story is not as easy to see on the surface.

Meanwhile, one of Expedia’s largest competitors, Priceline, continues to be appreciated in the public markets. Its stock hit a recent 52-week high after one analyst boosted its price target to $610 from $575.

In after hours trading yesterday, Expedia shares jumped 14 percent to $25.51 after closing $22.40 in the regular session. Today, Citi Investment reiterated its Buy rating at a $29 price point and called it a value play.

Not all analysts believe the break-up is the right thing to do.

Fitch Ratings, which is watching closely to see how the plan will affect the company’s bond ratings, wrote that TripAdvisor as a stand-alone entity will likely represent a significant new competitor to Expedia. It believes that TripAdvisor will now have much more flexibility to pursue a model that’s similar to competitors such as Kayak, which can promote hotel direct bookings in favor of directing traffic to online travel agencies, such as Expedia.

That is a particular concern because a large majority of Expedia’s revenue comes from hotel bookings, which has higher margins than airplane tickets.

ITA Software maintains a database of flight information, including fare comparison and flight schedules, for many major U.S. airlines, including American and United Airlines. Companies such as Kayak.com and Expedia.com are opposing the merger because they claim it will stifle competition.

Google maintains that it is only trying to improve travel-related search since it is among its highest-volume queries. Its goal will be to refer people quickly to a site where they can actually purchase flights–and it doesn’t have plans to sell flights itself, according to a site that answers questions about the deal.

But the American Antitrust Institute’s concerns are more complex than whether Google is buying ITA to compete with online travel agencies.

It says the merger warrants a deep look because a deal of this nature will strain the boundaries of antitrust analysis and raise First Amendment questions as the government participates in decisions about the prioritization of information reaching the public.

In a release today, the non-profit explains: “Maintaining competitive markets for both general and niche search may be the only alternative, ultimately, to an unregulatable monopoly. It is therefore appropriate for the Division, employing a statute intended to stop monopoly in its incipiency, to work within a public vision of longer-term developments and to place the present acquisition within such a context.”

It’s not the first group to come out against the deal. FairSearch.org has been particularly active, and Missouri Attorney General Chris Koster, who chairs the antitrust committee of the National Association of Attorneys General, questions whether the deal would hamper competition in the online travel market.

FairSearch.org produced this video to explain why a merger should not take place:

Google Buys ITA – A Travel Story from FairSearch.org on Vimeo.

And here’s a video from Google:

Hipmunk, which just raised $4.2 million from a roster of online travel veterans and venture capitalists, gives users access to the familiar airline fares they’re used to on other sites. But the company has a slick visual interface that arrays all of the travel options for a given trip on a grid that shows the hours of day along one axis. Each airfare is represented by a rectangle (color-coded for each airline), the length of which is determined by the duration of the trip, layovers included.

The layout makes it easier to see lots of airfare options at a glance. But another key feature of Hipmunk is its method of ranking the most attractive travel options according to an “agony score.”

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TripIt is one of an emerging group of services that help users format travel information for easy mobile consumption. That might sound simple, but it can be incredibly useful. A user emails any travel itinerary from 1,000 different airlines and other travel sites to plans@tripit.com from a registered email account, and it can be saved to a mobile app and sent to a calendar. Once downloaded to a specific device, it can be accessed offline. If you’ve ever heard of Instapaper, it’s kind of like that for travel planning.

In a phone interview, TripIt CEO Gregg Brockway said that as TripIt moved into small-business services from the consumer market, and the publicly traded Concur began offering products for small- and medium-size businesses in addition to enterprise companies, the two realized they had a common opportunity around “unmanaged travel.” By some estimates, unmanaged travel–where employees book their own trips and expense them, rather than using a company travel agent and preferred providers–is half the business travel market.

TripIt, which says it has “millions” of consumer users and 15,000-20,000 corporate customers, offers many of its tools for free, with premium services like flight-tracking alerts available for $49 per year and a business-oriented offering starting at $399 per year. The company will stay intact in its San Francisco office following the acquisition, which is expected to close next quarter.

Brockway said users of the consumer TripIt product can rest assured it will continue to be free and available.

TripIt had raised $13.1 million from investors such as Azure Capital Partners and O’Reilly AlphaTech Ventures.

For landlords, it is about “being able to react quicker, changing your pricing more effectively to capture that incremental dollar,” says Haendel St. Juste, a senior REIT analyst with Keefe, Bruyette & Woods.

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The American Customer Satisfaction Index, developed by the University of Michigan’s Business School, included Facebook in its regular survey of consumer satisfaction with companies.

The result: Facebook came out with one of the lowest ranks of any company measured by the Index – a 64 out of 100. That puts Facebook in the bottom 5 percent of all private sector companies, and in the same range as the IRS tax e-filing system, airlines and cable companies.

Among social websites, Wikipedia led the survey with a 77, followed by YouTube at 73. Historically, performance in the Index has tracked fairly closely to a company’s earnings and stock returns relative to competitors.

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So here’s a company that wants a piece of that: TicketFly, a New York-based start-up that just raised a $2 million Series A round led by High Peaks Venture Partners and Contour Venture Partners. The company had previously raised $1 million in convertible debt last year, via angels Howard Lindzon and Roger Ehrenberg, among others.

If TicketFly works, there’s a good chance you won’t ever know about it, because it’s a B2B business: Consumers fund the operation via surcharges on their tickets, but the real customers are the concert venues, which strike exclusive deals with ticketing companies.

So most of the features are designed with the venues and promoters in mind. TicketFly says it can help with Web site design and management, promoting shows on Twitter and Facebook, tracking sales data in real time, etc.

All of this sounds like fairly straightforward stuff, but the ticketing business is an old, archaic one. And Ticketmaster, the industry’s eight million-pound gorilla, now owned by Live Nation (LYV), is particularly slow-moving when it comes to all things tech. So some of this really will feel fresh for the concert guys.

More interesting are TicketFly’s plans, which involve giving venues the chance to sell tickets using the same dynamic pricing/yield management techniques hotels and airlines use: That is, prices for hot shows may shoot up, and if you want to see a band no one else wants to see, you may end up paying very little.

TicketFly has about 50 venues signed up so far, and most are fairly intimate places like Maxwell’s in Hoboken, N.J., or the Triple Rock Social Club in Minneapolis–the kinds of of places where you could see Nirvana before Nirvana became Nirvana.

They’re also the kinds of places that used be served by TicketWeb, another Web-based upstart that Ticketmaster acquired a few years back. No coincidence: TicketFly co-founder Andrew Dreskin used to run that company.

Here’s a little wayback machine: Nirvana at Maxwell’s in 1989. Audio and video quality is about as rough as you’d imagine:

But while it’s technically possible to use that same technology to Skype with your friends or families or whomever, airlines won’t let you do it.

The reason should be self-evident, but not to Federated Media’s John Battelle. Who apparently does this all the time.

Except on a flight this week, when a United Airlines attendant told him that using Skype in flight is a security violation.

That’s not true. But with the help of the Web–and, apparently, State Department employee Katie J. Stanton–Battelle pieces it together: Airlines ban in-flight video chat because it’s incredibly annoying for everyone who’s not chatting.

Or in Federal Aviation Administration-speak, the airlines are “simply responding to the overwhelming majority of their customers, who prefer silent communications to the public nature of Voice-over-Internet-Protocol (VoIP) calls.”

Battelle insists his Skype chats provoke nothing but “amusement” from his seatmates. But my hunch is that it’s only dumb luck that has kept him from getting pummeled by a fellow passenger to date. That United attendant did him a real favor.

The Kindle DX, displaying a page from The New York Times (NYT), is demonstrated at a news conference Wednesday.

Airlines say Amazon’s (AMZN) Kindle and Sony’s (SNE) Reader are like any other portable electronic device, and thus must be turned off for takeoff and landing. Still, this does not sit well with some fliers.

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