The full extent of the breach couldn’t be determined, one of the people said. It wasn’t immediately clear if cardholders have been hit by fraudulent transactions.

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The push represents an effort by frustrated merchants to get the upper hand in the fast-developing market that turns cellphones into payment devices. The race pits the retailers against banks, credit-card networks, telecommunications firms and technology companies.

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Gupta joined the company 18 months ago after Google acquired Jambool, a virtual goods payment platform where he was a founder and CEO. More recently, he’d been one of the leaders on the payments team, overseeing Google Wallet and reporting to Osama Bedier, Google’s VP of Payments.

“I can confirm that Vikas has left Google and we wish him all the best in his future endeavors,” a spokesman said.

Jambool’s product, Social Gold, was rolled into Google’s payment products and is being used for in-app purchases on both Android Market and Google+ Games.

According to Gupta’s LinkedIn page, he joined Google in August 2010 and held the title of head of consumer payments. Jambool reportedly was purchased for $55 million before any additional earn-outs. Prior to founding Jambool, Gupta worked at Amazon.

Gupta’s departure is the second management move made in the Google Wallet ranks over the past week.

A spokesperson declined to say if the division was undergoing a wider restructuring, but last week, I reported that Google’s VP of Commerce Stephanie Tilenius was moving into a more global position. And, as part of that, Bedier will be taking on a larger role within Google Wallet, though his title will not be changing.

The Wallet is Google’s mobile payments strategy that allows users to tap their phone at the register to pay using near field communication technology. The company has already successfully formed alliances with both banks and retailers, and is leveraging its vast install base of Android users.

Today, it is live with some merchants, although it does face some challenges.

Currently, it only works on one phone from Sprint, and both consumers and merchants will most likely have to upgrade their hardware for it to work. Additionally, some carriers, such as Verizon Wireless, have decided to disable Google Wallet on phones they are shipping. Other carriers, which are part of a mobile wallet joint venture called ISIS, are expected to follow suit, effectively limiting access for many U.S. consumers.

More than six months after hosting a flashy launch event, the business may be getting a lot harder than it originally looked.

Seattle-based Bobber Interactive believes it has come up with a solution: A Facebook application that allows prepaid users to track their spending, make savings goals and ultimately earn cash rewards.

While a number of Facebook applications exist to collect debts from friends, pool money for shared bills or track household expenses, this may be the first application that allows people to actually manage real money, like a bank.

The application, called Goal Card, is being unveiled this week at the Finovate event in New York, where the company is providing a demonstration and announcing that it has raised $1.4 million in a round of capital.

As you might expect, the Goal Card application is nothing like your mother’s bank. Instead of black-and-white spreadsheets, the GoalCard apps uses animated pictures, videogames to increase loyalty, and even viral mechanisms, like posting to a friend’s Facebook page.

The concept for the company, led by CEO Eric Eastman and COO Scott Dodson, started to gel last year, and won the “Best in Show” award at the Finovate event in the spring.

Today, the five-person team works out of luxurious headquarters in downtown Seattle. The space is hundreds of thousands of square feet too big, but it’s a bargain, and there’s always parking available in the garage. It’s also appropriate because it’s on Wall Street. Eastman jokes that while a lot of people have lost their trust for financial institutions on Wall Street, “hopefully they’ll trust this one.”

The company’s investors include Peak6 Investments and Dove Capital.

The application allows prepaid cardholders to do a number of regular banking activities such as check balances and track recent purchases. But it also allows users to set goals, like saving up for a new mountain bike or designer purse. Every day, users will see a progress bar detailing how close they are to making that purchase.

Users will also be able to play games, like a version of Bejeweled in which users line up credits and debits or answer questions such as “Who would you rather loan $50 to?” using their Facebook friends.

The games encourage engagement and enable users to earn cash rewards, Dodson explains. Users will also be able to receive up to five percent cash back once they meet their goal and purchase the item they’ve been saving up for.

Bobber makes money by sending referrals to e-commerce sites, which can pay up to 15 percent, depending on the item. But the majority of its revenues are expected to be made from interchange rates, which merchants pay the card’s processors each time a purchase is made. Those rates have remained high for prepaid cards — around 1.25 percent — despite recent legislation that lowered rates for other transactions.

So far, Bobber has only integrated with Amazon, but it expects to add more retailers soon.

Additionally, it expects to lower the cost of acquiring customers compared to other banks and card issuers, which spend big dollars on circulars and flashy ads. Instead, it believes current customers will spread the word about the site through Facebook’s viral channels.

The emergence of Union Square as a destination for technology firms got its start several years ago. But the neighborhood’s tech community received a boost this year with the arrival of household names such as computer giant Apple Inc. and the impending arrival of user-review site Yelp.

Those big companies are among nearly a dozen tech firms that have signed leases this year for a combined 135,000 square feet of office space in Union Square, according to the Union Square Partnership.

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The Fed proposal, being considered at a meeting Wednesday afternoon, gives banks and credit unions much more flexibility in how much they can charge merchants.

Interchange or “swipe” fees are what banks charge merchants every time a customer uses plastic to pay for a purchase; the consumer doesn’t pay them directly.

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Federal prosecutors in Manhattan have alleged the poker companies, which are located outside the U.S., tried to sidestep U.S. laws prohibiting banks and credit-card issuers from processing gambling payments by disguising billions of dollars from U.S. gamblers as payments to nonexistent online merchants for golf balls, jewelry, flowers and other merchandise.

After U.S. banks and financial institutions began detecting and shut down bank accounts used by the scheme in late 2009, prosecutors allege, a new strategy was developed in which two online poker websites allegedly persuaded a few small, local banks facing financial difficulties to process their payments in return for multimillion-dollar investments in those banks.

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The company has not yet hired bankers or determined a timeline for a potential IPO, but some of the groundwork is starting to be laid, said Vince Sollitto, the company’s VP of corporate communications.

Sollitto said Yelp’s current CFO, Vlado Herman, who has a young family and a long commute to the company’s San Francisco headquarters, suggested the change. He will stay on board until a replacement is found.

Herman’s departure will give the company the opportunity to hire someone with expertise in the public markets.

In a fairly public move, Yelp walked away from about a half a billion dollar offer from Google in 2009.

The company’s revenues are widely considered to be around $50 million last year, and are projected to double this year.

Sollitto declined to confirm the numbers, but said the company’s growth accelerated in the first quarter of 2011, and the the local reviews site is now attracting 50 million unique visitors a month and counts 17 million reviews.

Yelp is now available in eight countries, and relies primarily on local search advertising. Increasingly, as its audience grows, it is also seeing opportunities in display advertising, and it was able to enter the daily deals space easily by leveraging its sales staff of 350.

Today, it is offering daily deals in 10 U.S. markets.

In that space, Groupon is the most prominent player currently considering an IPO. Groupon is on track to pick Goldman Sachs and Morgan Stanley as its two lead underwriters, reports the WSJ. The IPO is expected to value the Chicago company between $15 billion and $20 billion, according to people familiar with the deal.

The service, called Serve, will let consumers make purchases, take cash withdrawals from ATMs and make person-to-person payments from their computer or their phone.

The card will be funded by a user’s bank account or credit or debit card–even from one of the company’s major competitors, like Visa or MasterCard.

In the beginning, Serve will be fairly traditional and be accepted anywhere that American Express is accepted, but eventually it could give way to a mobile payments solution on the phone, using such technologies as near-field communication (NFC).

“What we are trying to do is put into place a platform–not a card, or an e-wallet–that enables digital payments and commerce that allows consumers and merchants to seamlessly move between online and offline,” said Dan Schulman, Group President, Enterprise Growth at American Express.

What Schulman said he wasn’t interested in experimenting with yet was NFC, which allows users to waive their phone at the register to pay. The technology is still in its infancy.

“That’s incredibly uninteresting…That’s a form factor shift, not a value proposition change,” he said. “The distinction between online and offline is going to blur and become moot as you go out three to five years from now.”

Schulman has been thinking about these problems since joining American Express in August 2010.

Previously, he was the president of Sprint’s prepaid division, having joined the third-largest carrier when Sprint acquired prepaid provider Virgin Mobile USA, where he served as CEO.

The Serve platform evolved from American Express’s $300 million acquisition of an Internet-based payments network that was part of America Online Inc. called Revolution Money, co-founder Steve Case’s investment firm.

To be sure, the launch provides new ways for the $54 billion company to diversify its user base.

“This will enable us to break into a younger demographic for sure, or under-served demographics, and people who’ve used debit, checking or cash. It enhances our ability to address different demographics in the U.S., but also the rest of the world,” he said.

On day one, Serve will be accessible online and from applications on both Apple and Android devices, with support for BlackBerry coming soon. Initially it will be in the U.S., but will shortly expand internationally. It will also downplay its associations with the large card company.

“We are really excited about the launch, it’s really different than what people might think about American Express. It’s not AmEx-branded, it’s cross-platform and completely open,” Schulman said.

He expects the platform to be very flexible and adapt to the market in future iterations.

To help promote the platform, the company is creating a number of partnerships that are all over the map.

One is with Ticketmaster, which will let users buy tickets to an event and then get reimbursed by their friends via Serve. Others include Concur and Flipswap. The service will also be available through a Facebook widget. To promote the widget, Serve will be letting users donate to certain causes. Serve will match contributions up to $100,000 for each charity.

While these are new areas that American Express does not currently serve, Schulman believes its experience makes the company a potential leader in digital payments.

He said it helps that they have 90 million card members and have partnerships with thousands of merchants worldwide. Also, he said, there are three crucial pieces of the puzzle that a company entering the space must have: trust, security and good customer service.

Of course, eBay-owned PayPal, Visa, MasterCard and a variety of other startups–including Boku, Zong, BilltoMobile and Square–are all vying for a position in the emerging digital and physical payments market.

Schulman admits there’s a lot of overlap with what it is doing and PayPal. “Yes, there are obviously things that are similar to PayPal. In fact, there are quite a number of people thinking about this as we are making a transition from a physical plastic world to a digitally-oriented payments world.”

For instance, PayPal will be conducting several pilot programs over the next year to test how consumers will use their PayPal accounts at the register.

Visa recently purchased PlaySpan for about $190 million to enter the digital payments world. Google also is planning its next move.

With all this talk about payments, American Express indeed expects to get paid as well.

To start, most consumer fees will be waived for at least the first six months, including fees for adding money to the account and transferring funds between Serve users. The first ATM withdrawal each month is free, but after that consumers will be charged $2. After the introductory period, consumers will be charged 2.9 percent plus 30 cents each time they load money (that drops to 0 percent for cash, debit and ACH).

Merchants will also pay, but will be charged a discounted rate for transactions made in stores and online since Serve is considered a prepaid card. Typically, prepaid discount rates are less expensive than credit rates, according to a spokeswoman.

But its not just the fees that American Express wants to collect. It also wants to collect consumer data to be able to offer well-targeted offers.

“We’ll probably make the equivalent once we are at scale, depending on funding and merchant mix through payments alone. We think that’s a great business. We also think that the data we can collect with consumers, assuming they give permission, will add a number of value-added services in connection with partners.”

Meanwhile, the nation’s banks are getting attention by covertly raising fees charged to customers who use their automated teller machines: a whopping $5 in some cases.

There is a striking contrast between these two business models.

Comparing the retail experience of banking and consumer technology isn’t exactly Apples-to-apples. Yet it’s closer than you might think. Like the retail-gadget industry, banks often don’t have a clear advantage on rivals. Bells and whistles are short-lived, so much of the difference comes down to marketing and consumer perception.

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The idea piggy-backs on other loyalty programs already in the market, such as those of credit card companies that offer discounts when customers visit certain hotels or rental car companies.

But with Clovr’s platform, advertisers and brands can enable consumers to associate coupons directly with a credit card.

For instance, a banner ad could offer a 10 percent discount to an electronics store. Instead of printing out a coupon, the user can opt to link the deal to a credit card. The discount is activated only if the consumer uses that credit card at the register.

Since coming out of stealth mode late last year, Clovr has been fine-tuning its approach to the market.

Initially, it envisioned working directly with banks to make the service available to customers. But since advertisers want a large audience to target, the company’s co-founder and CEO Tom Burgess said today, the company realized it had to make the platform more widely available.

To that end, it partnered with credit card processing companies to enable 99 percent of debit or credit card holders in the country to participate in the offers. Burgess said that Clovr is now entering beta and that its first offers will start appearing in May when it is commercially available.

Clovr is part of a new market that is leveraging old technology called Card Linked Offers, or CLOs for short.

Coincidentally, one of Clovr’s biggest competitors is also being backed by someone Burgess knows all too well.

Yesterday, Clovr’s close competitor, Offermatic, announced it had raised $4.5 million in a first round of funding. Investors include Kleiner Perkins Caufield & Byers, Ron Conway and Omar Hamoui.

Hamoui was the founder of AdMob, the mobile advertising company purchased by Google for $750 million in 2009. And Burgess was the founder of Third Screen Media, a mobile ad network that was acquired by AOL in 2007.

Today, Offermatic is Burgess’ West Coast competitor, much like AdMob was his West Coast competitor when both he and Hamoui were executives in the mobile advertising space.

A third company competing in the space is Atlanta-based Cardlytics.

Burgess said there’s one main difference between Clovr and Offermatic. Clovr is a platform that any ad network can use. It does not have a sales team and is not offering deals directly to consumers.

Offermatic launched its beta in December, and sends discounts to consumers based on their spending history. Similarly, it links a consumer’s credit and debit cards to its system so that people receive the discount automatically.

To be sure, all three companies are trying to solve the problem of low redemption rates of physical coupons or vouchers.

Clovr’s second round of funding was led by Bain Capital Ventures. Clovr Media seed investors Kepha Partners and Common Angels also participated. In total, the company has raised nearly $10 million.

A report conducted by Corporate Insight found that all but one of the banks it tracks offer account holders at least one mobile solution, if not multiple options, including apps, mobile sites and text messaging.

The report named Chase as the most advanced, followed by Bank of America and Wells Fargo.

The adoption of smartphones by consumers, plus the threat of not keeping up with the competition, has led banks to roll out new features quickly, the report said.

The most common feature provided was the ability to locate nearby ATMs or branches, while more advanced features included being able to pay bills, receive balance information and transfer money in-house, the report found.

Chase was highlighted as the most advanced because of its “remote deposit capture” feature, which allows you to deposit a check by taking a picture of it.

That feature is frequently provided by a San Diego-based company, Mitek Systems, which said this month that at least 10 well-known financial institutions, including three of the top 10 retail banks, have deployed its picture-taking services.

PayPal and USAA are also customers, and in the first three days the USAA app was available, $1.5 million in deposits were made using the phone’s camera.

Other findings from the study:

• 40 percent of banks offer text messaging as a way to get account balance information.
• 83 percent offer mobile applications for bill paying.
• U.S. Bank and Chase are the only two firms to offer rewards information through mobile banking.

All the security attention paid in recent years to securing the Windows desktop and the applications running on it have paid off a little, Cisco found, making it harder for computer scammers to successfully carry off their intended crimes on that platform. The trouble is they’re now starting to focus more attention on mobile devices, including Apple’s iPhone and iPad, and devices running Google’s Android operating system, Cisco said.

Meanwhile, the overall global volume of spam, which often contains troublemaking links that are used to deliver attacks, decreased for the first time ever in 2010. Even so, spam still increased in some developed countries where broadband connections are multiplying. In the United Kingdom, spam volume nearly doubled, while the volume in France went up 115 percent. The U.S. saw a slight decline–11.1 trillion messages down from 11.3 trillion in 2009. Spam in Brazil, China and Turkey also declined. Some of the decline can be attributed to last year’s arrest by FBI agents in Milwaukee of a Russian accused of being the “king of spam,” and to the shutdown of a few botnets used by scammers to send spam.

One thing about Cisco’s report that’s likely to draw some attention is its finding that the raw number of vulnerabilities on Apple products appear to be growing. Apple users are usually pretty sensitive about this topic, and any comparison of the Mac to Windows on the security front tends to make them grind their teeth and pound out annoyed comments on tech blogs. I know because I’ve done the same teeth-grinding and have in the past criticized other reports for similar findings.

Here Cisco is addressing vulnerabilities that Apple has itself documented and patched in software updates. One thing that’s not clear to me–though it sure looks like it–is whether Cisco is combining vulnerabilities found on both iOS (iPhone and iPad) and OS X (the Mac). The data it’s using is from its IntelliShield service, which tracks vulnerabilities and security incidents, and shows that over five years Apple’s vulnerabilities rose, from less than 200 in 2006 to more than 350 in 2010. That rate was higher than Microsoft and Hewlett-Packard and Cisco itself, the report found, though it goes on to say that Apple has worked harder than most other vendors to protect its users. Security is one of the reasons Apple imposes such strict rules on what’s available in the App store, though people still jailbreak their phones.

Another trend Cisco found is something called “money muling.” Tom Gillis, VP and general manager of Cisco’s Security business unit, describes money muling as using unsuspecting people who are attracted by “work at home” spam messages and Web ads to participate in money laundering by moving small amounts of money into bank accounts, just a few thousand dollars at a time. He says the operations around this are becoming increasingly elaborate, and criminals will devote a lot of effort to developing it this year.

I talked with Gillis about the report and other security trends that Cisco found. Here are a few highlights from our conversation:

NewEnterprise: So you’re seeing fewer attacks on Windows and more on mobile devices. Is that simply because there are more of them?

Tom Gillis: It’s the simple fact that there’s this new class of mobile device coming into the enterprise that used to be a phone and now it’s a computer, and it can access enterprise information. So what we’re seeing is that the raw number, but not the severity, is down on Windows. Part of this is that Windows 7 was a very good release on Microsoft’s part from a security standpoint. And we’ve got these new devices coming into the enterprise, and so we’re seeing a shift in focus of attacks on these mobile devices. They’re vulnerable to attack and they’re relevant in the enterprise. Two years ago this would have been too small a population to be meaningful.

What kind of attacks are you seeing?

It varies. In some cases there’s a little “phone home” code in a free gaming app. Pretty gentle stuff so far. But as people start using smartphones to access sensitive information we need to start thinking about security considerations on these devices. There’s a larger theme here that the whole nature of attacks is changing dramatically. The fact that spam volumes dropped at all is a big tell. For 10 years this has only gone up. We’re not forecasting a steady decline in spam, but the fact that it slowed down at all is an indicator of the shift in the way that attackers are using email. The attacks are more targeted and personal, for one thing.

Can’t some of this decrease be attributed to some of the arrests that happened last year?

It can. There’s been a handful of arrests. And they went after not only the botnet operators but other parts of the spam value chain. There are firms and entities that build botnets of compromised machines that relay the spam, and then there are other firms and entities that rent time on those botnets that do the merchandising. The biggest category is selling fake pharmaceuticals. Some of these fake pharma operations were shut down and the people associated with them arrested. It’s not an easy thing to do, because they’re global, they move around, and so to make an arrest in this space is a huge accomplishment.

So what is the thinking now about securing the mobile device?

We think there are two ways to make mobile devices work in the enterprise. The flood of devices into the enterprise is huge, and everyone wants to use them to check their email and access corporate directories and other fundamental things. There needs to be some kind of software on the end point–the phone or device. It will have to be light. You can’t have some kind of antivirus suite running on the phone. It would be a little piece of software that’s on all the time that knows when you’re behind the corporate firewall and when you’re not, and manages your connection accordingly. We bought a company called ScanSafe that has 40 data centers around the world. When you’re outside the firewall it connects to you the nearest data center and enforces your corporate policies, but all you as the user know is that it just works. This notion of being on or off the corporate network goes away. And we can do all kinds of scanning for security, independent of the device that’s being used.

This year we also saw the Stuxnet attacks, which we now know for certain were carried out against the Iranian nuclear program. Clearly this is a new kind of attack that can be mounted against industrial control systems via computer networks. Is Cisco researching this?

Massively. Often these types of attacks are targeted against Cisco’s biggest enterprise customers. Who buys Cisco’s infrastructure? The biggest banks in the world, the defense contractors. If the goal of an attacker is to disrupt an economy, their targets will be our customers, and they’re demanding a response from us. I like to call it global threat correlation, but it comes down to taking huge samples of network traffic and picking out good traffic from the bad. Cisco has a good advantage here because our equipment is so widely deployed around the world. As we start measuring traffic we can develop reputation data on every publicly routable IP address on the Internet. As we start putting telemetry info into that equipment–and the customer can choose to enable it or not, and it’s turned off by default. But people turn it on because it helps them against the unknown kind of attacks that are popping up. If a Web server says its a Web server, but you just saw it sending spam three minutes ago, there’s a pretty good chance it’s part of a botnet. Once you know that you know that, you can start to mount a pretty good defense. We’re putting a lot of energy into developing that, and it’s proven to be pretty robust.

SecureWorks, which is privately held, says it has about 2,900 customers in 70 countries, and that its customers include 15 percent of the Fortune 500, as well as 1,500 banks and credit unions, though typical of a security company, it doesn’t name any of them. In 2009 it acquired the managed security business of VeriSign. It has about 700 employees and projected revenue of about $120 million.

It’s also known for its top-flight malware research team. Last year it was involved in the research and response around a banking Trojan called Origami, which originated in Russia and was designed to steal sign-in credentials.

Dell says the deal will expand its IT-as-service offerings. It also looks to be, at least in part, a reaction to Hewlett-Packard’s acquisition of security firm ArcSight in October. No financial terms are being disclosed, but Dell had been involved in a reselling partnership with SecureWorks since July of last year. It’s also Dell’s second acquisition in as many months. On Dec. 13 it spent $820 million for the health IT company Compellent.

The startup, eCert, confirms that an email is from the company it says it’s from. The company maintains a list of every server that participating organizations send emails from and shares the information with Google (GOOG) and Yahoo (YHOO), which operate popular email services. If a server isn’t on the list, messages from it don’t get through. The company also has other ways of testing an email’s authenticity, as well.

“We can now verify that a message came from a domain,” says Kelly Wanser, eCert’s CEO.

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The most popular program in the category, Intuit’s Quicken, comes in a Mac version. But it isn’t as good as the Windows version, dates from 2006, and requires an often tedious and flawed process for converting your data from the Windows version.

As a result, many PC owners who consider buying a Mac but rely upon Quicken resist switching. Or, they resort to work-arounds, such as installing Windows on their new Macs or keeping around an old PC—solely to run the more robust Windows version of Quicken.

This week, Intuit (INTU) hopes to alleviate this situation with an all-new $60 version called Quicken Essentials for Mac, or QEM for short. The company describes QEM as the first version of Quicken developed specifically to run on a Mac, as opposed to being copied from a Windows product. It also says the product was influenced by a Mac-savvy team from Mint, a Web-based personal-finance service Intuit acquired late last year.

I’ve been testing Quicken Essentials for Mac, and have seriously mixed feelings about it. In general, it worked well and kept its promises, and it largely solves the crucial data-conversion problem. Unlike its predecessor, Quicken for Mac 2007, it looks and feels like a modern Mac program. It also can download transactions from over 12,000 banks, brokerages and other financial institutions—about triple the number supported by the prior Mac version and double the number supported by the base version of Quicken for Windows.

However, this program is still no match for the Windows version in the breadth and depth of its features, and is even a step backward in some features from the old 2007 Mac version. It is really a stripped-down version of Quicken, for basic tracking and managing of your finances. It isn’t likely to satisfy hard-core family financial planners, especially those who like to keep an eagle eye on investments or create detailed budgets and reports.

Most important, Quicken Essentials doesn’t display, or even allow you to enter or edit, individual transactions in investment accounts. It only shows a snapshot of the current status and value of the overall investment account and of the securities or funds it holds. It also lacks a bill-paying feature. And it can’t export your data to Intuit’s popular TurboTax program. Even the much-maligned older Mac version could do these three things.

While QEM is easy to use and has colorful, understandable charts and graphs that show your financial situation, its budget and reporting capabilities are rudimentary, and it has no planning features for helping you reduce debt or save for retirement.

The new team from Mint, now in charge of Intuit’s Personal Finance group, concedes that QEM lacks some important features, but says it hopes to add detailed investment-tracking and bill-paying to a future edition.

The company claims the new QEM will satisfy the needs of users who aren’t deeply into investment management or planning, or who are new to personal-finance software.

For my tests, I entered my own various bank, credit-card, retirement and brokerage accounts, and the program was able to automatically download transactions for my checking and credit-card accounts, and snapshot views of my investment accounts, in most cases. In a few instances, I had to go through an intermediary step of downloading a file from a bank or brokerage Web site, and then importing it into QEM.

Quicken Essentials can update each account separately, or all your accounts at once. But I couldn’t find any way to schedule automatic downloads of data.

The company boasts that one of its big advantages is that it automatically categorizes transactions you download. It knows a purchase at Safeway is probably “groceries.” It remembers these for the future, but won’t retroactively apply the categories to past transactions.

To me, the biggest plus in QEM is its greatly improved conversion ability. I was able to successfully convert files from Quicken for Windows, Microsoft Money and the older Mac version using sample data from those programs provided at my request by Intuit, since I don’t use these programs and lacked my own data.

Each conversion took 30 minutes or less. The process requires you to export your data from the other programs and then use a special conversion utility that comes on the QEM disk. You then import the files created by the converter into QEM. For conversions from Money, you need to have the program installed on your PC.

Some information, such as individual investment activity, and various reports and plans that QEM doesn’t support, won’t transfer. And, after the conversion, you have to reenter your log-in information for banks and brokerages.

Overall, I consider QEM just a start in bringing a better version of Quicken to the Mac. Devoted users of Quicken for Windows will likely still resist the Mac, or be forced to resort to work-arounds so they can keep using the Windows version.

Find all of Walt Mossberg’s columns and videos online, free, at the All Things Digital Web site, walt.allthingsd.com. Email him at mossberg@wsj.com.

]]> http://allthingsd.com/20100224/mac-quicken-gets-deductions-for-iffy-upgrade/feed/ 0 http://allthingsd.com/20091023/the-new-york-times-explains-the-ad-market-banks-bail-and-so-does-hollywood-but-big-pharma-steps-up-and-modest-improvment-coming/ http://allthingsd.com/20091023/the-new-york-times-explains-the-ad-market-banks-bail-and-so-does-hollywood-but-big-pharma-steps-up-and-modest-improvment-coming/#comments Fri, 23 Oct 2009 13:59:39 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=12335 The New York Times (NYT) delivered some modestly good news yesterday: The publisher said ad sales were still way, way down, but it had managed to cut costs enough to deliver a pleasant earnings surprise.

Can the paper cut costs even more? It’s going to try, starting with a 100-person cut in its newsroom, which will bring headcount down by eight percent. But the Times is also counting on the ad market to pick up at some point, and it says it can now see the faint outline of a recovery taking shape.

During the paper’s earnings call yesterday, it offered a bit of insight into who was buying ads and who wasn’t. In the latter category: Banks, mutual funds and insurance companies, which were burning cash a year ago in an effort to convince customers that things were okay; movie studios and telcos also pulled back. But health-care spending was up, via big pharma and hospitals. Were they pitching consumers or legislators?

Bear in mind that ad revenue dropped 26.9 percent for the quarter, so all of this is relative. So when the Times talks about seeing “encouraging signs of improvement,” as CEO Janet Robinson mentioned in a press release yesterday, what exactly does she mean?

Here’s Robinson’s answer to that question, delivered during yesterday’s call. Transcript via Seeking Alpha:

We’re seeing improvement, a modest improvement. We’re seeing certainly more requests for proposals across the board. We’re seeing a modest growth in regard to commitment. We still are seeing just in time commitments, so the visibility continues to be cloudy, but I think we are encouraged that indeed we see advertisers telling us that their business is improving and consequently requesting more information from us in regard to rates and placement and certainly customized programs.

I’ll give you an example. The retailers in September as noted in my remarks, we started to see a little bit of a pickup. We have had in depth conversations with them in regard to their improvement. So we do see traffic improvement in regard to the stores and consequently when that’s the case, they tend to want to do more in regard to building even more traffic.

Same holds true in regard to some of the national advertisers with technology and national automotive, with certainly the bankruptcies behind General Motors and Chrysler and some activity certainly in technology and healthcare, we are seeing more commitments coming our way in regard to national schedules as well.

]]> http://allthingsd.com/20091023/the-new-york-times-explains-the-ad-market-banks-bail-and-so-does-hollywood-but-big-pharma-steps-up-and-modest-improvment-coming/feed/ 0 http://allthingsd.com/20090617/heartland-gets-religion-on-security/ http://allthingsd.com/20090617/heartland-gets-religion-on-security/#comments Wed, 17 Jun 2009 20:00:29 +0000 Ben Worthen http://voices.allthingsd.com/?p=12747 Heartland Payment Systems (HPY) CEO Bob Carr is an unlikely spokesman for tech security. But that’s what he’s emerging as.

The credit card processor suffered one of the largest data breaches ever disclosed last year. But rather than taking the time-honored approach of staying quiet and hoping that the negative publicity goes away, Carr is talking openly about what went wrong, the problems with the industry’s security standards, and a new product his company developed to help merchants protect customer data.

Heartland is the middleman in card purchases. When customers swipe their cards at stores, the data on them are transmitted to processors like Heartland, which passes them on to the banks that issued the cards. The company announced in January that a hacker had managed to gain access to this card information for the 100 million transactions it handles each month.

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]]> http://allthingsd.com/20090617/heartland-gets-religion-on-security/feed/ 0 http://allthingsd.com/20081208/tribune-files-for-chapter-11-whos-on-the-hook/ http://allthingsd.com/20081208/tribune-files-for-chapter-11-whos-on-the-hook/#comments Mon, 08 Dec 2008 20:07:36 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=1842 As predicted, Sam Zell’s Tribune Co. has filed for Chapter 11 bankruptcy protection. In the company’s initial filing, it lists assets of $7.6 billion and $12.9 billion in liabilities.

Much of that debt belongs to big banks, of course–J.P. Morgan (JPM) has more than $1 billion by itself. But Tribune (TXA) owes lots (though much smaller amounts) of money to lots of media companies, too–mostly dollars that the company’s TV stations owe various studios.

Here’s who’s on the hook:

• Time Warner’s (TWX) Warner Bros. Television: $23.7 million
• News Corp.’s (NWS) Twentieth Television: $8.1 million
• Disney’s (DIS) Buena Vista Entertainment: $6.2 million
• GE’s (GE) NBCU Domestic TV: $4.9 million
• Sony’s (SNE) Sony Pictures Television: $2.2 million
• Nielsen Media Research: $1.9 million
• Viacom’s (VIA) Paramount Pictures: $1.69 million

Here’s the complete filing (click button on top right to enlarge):
Tribune’s Bankruptcy Filing

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