AllThingsD » BlueLithium

Yahoo's Display Ad VP & GM Departs–Meanwhile, Hair-tastic U.S. Head Reorgs Unit

Kara Swisher — Thu, 06 Jan 2011 00:35:15 +0000

David Zinman, Yahoo’s VP and GM for display advertising–who came to the company via its acquisition of BlueLithium ad network–is leaving the company and will be replaced by the CEO of Dapper, another ad-related Yahoo purchase.

Yahoo confirmed the move by Zinman (pictured here), after an inquiry by BoomTown, in a statement:

“David Zinman, Vice President & GM, Display Marketplace at Yahoo! has decided to leave the company, effective January 11. He’ll be working very closely with James Beriker, the former CEO of Dapper, who will take on David’s position, to ensure a smooth transition and build upon Yahoo!’s leadership position in display advertising.”

A source close to the company said the move was not part of a reorganization about to take place of the critical U.S. advertising unit by its new leader, Americas EVP Ross Levinsohn.

Levinsohn, who came to Yahoo in late fall, is now prepping a rejiggering of this management team, much as Chief Product Officer Blake Irving did soon after he arrived last April.

Unlike Irving’s, which included a number of significant exec departures, Levinsohn’s new structure is not expected to be as drastic, nor will it involve the massive layoffs that took place in the product unit in December.

Levinsohn, according to numerous sources inside the Silicon Valley company, seems to be off to a good start there, with many considering the fast-talking exec a “breath of fresh air.”

Or, perhaps, breath of hair.

Apropos of nothing, pretty much everyone I spoke to about his performance thus far comments on his very bouncy and behaving mane.

They are lovely locks, as I can attest, and as you can see here.

So, let’s hope Levinsohn can grow Yahoo’s stagnant revenue as well as he does his tresses.

After Vote-Gate, Heads Must Roll on Yahoo's Board

Eric Jackson — Thu, 07 Aug 2008 00:00:50 +0000

To anyone who says that it’s inconsequential that Yahoo understated the level of shareholder dissatisfaction by more than half thanks to a “tabulation error” by its proxy counter, Broadridge Financial Solutions, I say: You couldn’t be more wrong.

This incident will have ramifications in the coming weeks for the composition of Yahoo’s board. But here’s the shocking thing: This latest batch of numbers might still underrepresent the level of disdain shareholders have for this board.

Any corporate election that doesn’t receive 95 to 98 percent support from shareholders for the incumbent management and board is an anomaly. Yahoo’s first press release from last Friday suggested that, despite all the hubbub of the failed merger talks with Microsoft and public criticism from Carl Icahn and others, Yahoo (YHOO) shareholders had let the incumbents off the hook.

Chairman Roy Bostock and CEO Jerry Yang were re-elected with 79.5 percent and 84 percent support respectively. These relatively benign results (compared to last year’s), combined with the fact that there were not more pointed questions at the meeting last week, led some observers to conclude that this board had “faced down” its critics.

Not quite. Gordon Crawford of Capital Research Global Investors did all Yahoo shareholders a favor by demanding a recount. Yahoo and Broadridge complied.

And results of that recount were alarmingly different from the first set of numbers. We’ve all heard of +/- 4 percent in polling, but when was the last time you heard of +/- 50 percent?

The recount might set a modern-day record among S&P 500 companies for the most “withhold” votes for a board in a corporate election. Only Vyomesh Joshi, head of Hewlett-Packard’s (HPQ) printer group, got off without a serious warning from shareholders (a 7.1 percent “withhold” vote).

The “withhold” vote for Bostock was 39.6 percent, not 20.5 percent as originally reported. And 33.7 percent of Yahoo shareholders withheld their support from Yang, not 14.6 percent.

Other Yahoo directors who fared poorly in the election were Gary Wilson (27.7 percent of votes withheld) and Compensation committee members Ronald Burkle (37.9 percent withheld) and Arthur Kern (31.7 percent withheld).

What would we all be doing today if Crawford had never called for a recount? If a “tabulation error” happens and no one is there to hear it, did it happen at all? We will never know.

And there will likely be more shoes to drop in this tragedy of errors. This “tabulation error” was only one of two major question marks surrounding last Friday’s initial voting results. Yahoo easily made Broadridge the fall guy for this first error.

The second error–how few eligible shares were counted in the final tally–isn’t so easily eluded. And for that, Yahoo will be the fall guy.

Only 75.8 percent of the eligible shares as of the June 3 record date were voted in this election. After such intense media scrutiny in the past few months, it seems odd that so few investors participated.

Last weekend, I dove into the numbers in detail and reviewed them against numbers from the last two Yahoo elections. On Sunday night I wrote about the most recent Yahoo shareholder vote and verified that there were 200 million fewer votes cast this year compared to the average over the last two years. I called on Yahoo to appoint an independent third party to review and certify the voting process.

Yesterday, as news of the voting irregularities circulated, I received a number of complaints from frustrated shareholders.

Some claimed they had received multiple proxies from Yahoo over the last month, with several arriving Aug. 4–the Monday after the election. Some said they had had trouble voting by phone. Others, who had initially voted for Icahn’s slate, said when they tried to re-vote against the Yahoo board, they weren’t able to do so.

How many other shareholders encountered similar difficulties? Without a full inquiry, we’ll never know.

These missing votes could have had an even more significant impact on the overall results. For example, Bostock received “for” votes from fewer than half of the total shares eligible to vote (only 45.8 percent of the 1.4 billion shares eligible to vote). He truly lacks the approval of the majority of the shareholders he is supposed to represent. With a 47 percent vote, Burkle also lacks majority support. And while Yang won majority support, he did so by the skin of his teeth, with just a 50.2 percent vote.

Governance Matters

At Friday’s meeting, I asked Yang, Yahoo President Sue Decker and Bostock about three issues that suggest to me that Yahoo’s governance oversight has been lax.

(1)

(2) Decker serves on three Fortune 500 boards: Intel (INTC), Costco (COST), and Berkshire Hathaway (BRK). Her duties to those companies required her to attend at least 22 meetings last year, according to proxy filings. And each meeting required significant preparation. As a Yahoo shareholder, I fail to see how outside commitments like these benefit Yahoo. Are they really necessary? Shouldn’t Decker drop a few of them until Yahoo finds solid footing again?

(3) About a third–31 to 36 percent–of Yahoo shareholders voted against the re-election of Roy Bostock and fellow Compensation Committee members Burkle and Kern last year. Yet all three continue to sit on this committee (or the board). Why? And why did they agree to pay outside directors average total compensation of $500,000 last year? Google’s (GOOG) outside directors were paid $250,000, on average, for their services last year. Decker received $2,700 for sitting on the Berkshire Hathaway board (and $110,000 per year for serving on the Intel and Costco boards). Why is Yahoo paying its directors so much?

I found the trio’s answers to these questions unconvincing. Particularly surprising were Bostock’s comments on Compensation Committee member tenure and compensation.

In the first place, Bostock said while 32 percent of shareholders voted against his reelection last year, 68 percent voted for him. And that’s not bad, he said. This glass-half-full logic explains why he has never bothered to explain to shareholders why he, Burkle and Kern have remained on the Compensation Committee and the Yahoo board.

Second, Bostock disputed my assertion that Yahoo’s outside directors were paid an average of $500,000 last year. When I asked him if he was definitively stating that he did not receive compensation of about $500,000 last year, he said “yes.” Yet, according to Yahoo’s own proxy statement, Bostock earned total compensation of $499,264 last year. 2007 compensation for Yahoo’s other board members was as follows:

Ronald Burkle: $482,046
Eric Hippeau: $496,674
Vyomesh Joshi: $519,520
Arthur Kern: $496,990
Robert Kotick: $492,774
Edward Kozel: $516,202
Mary Agnes Wilderotter: $205,832 (for five months of service; annualized $493,997)
Gary Wilson: $482,046

The average compensation for each Yahoo outside director in 2007: $497,531.

Third, Bostock also claimed that this year’s vote would be a far better indication of shareholder support for Yahoo’s Compensation Committee than last year. With 39.6 percent of shareholders withholding support from Bostock and 37.9 percent withholding it from Burkle, isn’t it time for them to step aside?

Fool Me Once, Shame on You; Fool Me Twice, Shame on Me

Given all this, I am deeply concerned that my interests and those of all Yahoo shareholders are not being protected by the company’s board.

We need to know why 200 million shares were missing from this year’s vote as compared to the last two years’.

We need to know why so many proxies were mailed late to shareholders (on our dime).

We need to know why so many shareholders are questioning whether their votes were counted.

Yahoo will try to sweep all these concerns under the rug, but we shouldn’t allow it. The company should immediately appoint an independent third party to address these questions and assure shareholders that their votes were properly counted.

Immediate Changes to the Board

Also, Yahoo needs to immediately make some changes to the composition of its board. Bostock and Burkle should do the honorable thing and step down from this board.

In truth, this should have happened a year ago. One wonders what might have happened in the last 12 months with Microsoft negotiations had Yahoo acted swiftly, following the 2007 annual meeting, to remove them.

Yahoo CEO Discovers Shift Key

John Paczkowski — Thu, 14 Feb 2008 08:54:32 +0000

The only difference between Yahoo CEO Jerry Yang’s letter to shareholders and his all-hands memos to employees is the capital letters. Besides that, it’s really just another restatement of the same “we have a lot to be excited about” arguments Yang’s restated thrice already to employees (see “Yahoo CEO to Employees: Thank You for Not Quitting,” “May the Head Winds Be Always at Your Back, Yahoo” and “Yang to Employees: Nothing to See Here. Please Disperse.“)

In short, Microsoft (MSFT) bid BAD, Yahoo’s continued independence GOOD. Also, Yahoo’s (YHOO) board is “continuously evaluating all of Yahoo!’s strategic options.” Yeah, all two of them–”Yes, we’ll accept your bid” and “No, we’d prefer a nasty proxy fight.”

Anyway, here’s the letter in all its redundant glory …

Dear Stockholders,

On Feb. 1, 2008, Microsoft made an unsolicited proposal to acquire your company. As much has been reported in the press recently, I wanted to reach out to you personally to let you know why your Board of Directors, after a careful review by Yahoo!’s management along with our financial and legal advisers, believes that Microsoft’s proposal substantially undervalues Yahoo! and is not in the best interests of our stockholders.

Most importantly, I want you to know that your Board is continuously evaluating all of Yahoo!’s strategic options in the context of the rapidly evolving industry environment, and we remain committed to pursuing initiatives that maximize value for all our stockholders.

We have a unique combination of strengths

Yahoo! is one of the most recognizable and admired brands in the world. We have over 500 million users (nearly 1 out of every 2 Internet users worldwide). In the U.S., we are No. 1 in many of the most used online services including personalized home pages, mail, news, music, shopping and travel. Because we have leadership positions in so many indispensable online services, users spend more time on Yahoo! sites than anywhere else online.

Yahoo! is an attractive partner for marketers. Yahoo! is No. 1 in online display advertising, which represents 90% of the advertising inventory on the Web, and we are also a leader in search marketing and a pioneer in the growing fields of mobile advertising and online video advertising. Through Yahoo!, advertisers can now connect with consumers on our owned sites as well as those of our growing network of partners including eBay, Comcast, AT&T, a consortium of over 600 newspapers, Forbes.com, Cars.com, WebMD and more.

Yahoo! has the financial flexibility to execute our plans, thanks to our healthy cash balance, which exceeded $2 billion as of Dec. 31, 2007, and our substantial operating cash flow, which we expect to grow double digits in 2009.

Yahoo! has made important investments in our core computing infrastructure enabling us to dramatically increase the speed of our search engine updates even while handling vast and growing quantities of data.

In addition, we have the added value of our substantial, unconsolidated investments in Japan and China. We have substantial positions in Yahoo! Japan, the leader in its market, and Alibaba, which is strongly positioned in China, a market with enormous growth potential.

These assets—our brand and its audience, our relationships with marketers, our financial strength, our technology, and our strategic investments—are the core of our value and our leadership position in the industry.

We have a huge market opportunity–and are uniquely positioned to capitalize on it.

The global online advertising market is projected to grow from $45 billion in 2007 to $75 billion in 2010. And we are moving quickly to take advantage of what we see as a unique window of time in the growth–and evolution–of this market to build market share and to create value for stockholders.

We are executing our strategy–and making headway.

We have taken significant but disciplined steps to refocus our business on our objectives to become the starting point for the most consumers and the must buy for the most advertisers and enhance Yahoo!’s long-term performance.

Starting Point Objective: Our goal is to grow visits to key Yahoo! starting points and properties, where users enter the Internet, by 15% per year over the next several years. We are the most visited site in the U.S., and we continue to grow–we experienced double-digit growth in U.S. users in 2007 on our Yahoo.com home page.

In addition to traditional starting points on the PC–including our home pages, mail, My Yahoo! and search, we are particularly excited about our growth prospects in mobile, the biggest emerging starting point in the world. Globally, there are twice as many users of mobile devices as users of personal computers, and mobile advertising is projected to grow substantially in the coming years. We have an important competitive edge as the No. 1 mobile destination in the U.S., and we are building a superior mobile experience for Yahoo! users globally so we can further capitalize on this opportunity.

Must Buy Objective: We are working to make online advertising easier and more effective for marketers, opening up new ways for them to connect with consumers. We’ve successfully completed the global roll-out of our search marketing system, Panama, which improved the search experience for our users, boosted returns for our advertisers, and increased revenue for Yahoo!. Last year, we bought Right Media, an exchange that enables buyers and sellers of online advertising to come together. Another 2007 acquisition, BlueLithium, brings us best-in-class performance marketing capabilities, complementing Yahoo!’s existing offerings for advertisers. We also integrated our search advertising and display advertising sales forces, creating a one-stop shop for all of advertisers’ online marketing needs. All of these–Panama, Right Media, BlueLithium and our combined sales efforts–complement and enhance Yahoo!’s existing capabilities and will make it easier for advertisers and online publishers to buy and sell advertising online.

We are also creating a unique and valuable network of premium Web sites to serve our advertisers. We are making it easier for our advertisers to provide interesting and relevant offers to our users by combining advertising space on Yahoo!’s owned sites with that from a growing group of premium partners including eBay, Comcast, AT&T, a consortium of over 600 newspapers and many others.

As we reach more users both on our own Web sites and on the sites of our premium partners, and better monetize the ad space on Yahoo!’s owned and operated sites, we are striving to increase the percentage of total online advertising demand we touch from an estimated 15% in 2007 to 20% over the next several years.

These key strategies will be enhanced by our adoption of new, more open technology platforms that will encourage the development of new applications and the involvement of third-party developers–and help enrich the user experience.

We have accomplished a great deal in a very short time–and we are focused on building this momentum.

Today, Yahoo! is a faster-moving, better-organized, more nimble company than it was just a few months ago. We have redeployed our resources to drive Yahoo!’s key strategic priorities–taking important steps to streamline our organization and close down or scale back businesses that don’t support these critical growth initiatives. The fact is that we are well on our way to transforming the experiences of Yahoo!’s users, advertisers, publishers and developers–an important shift that is at the heart of our plan to create stockholder value.

I want you to know that the Yahoo! Board of Directors and management team remain committed to pursuing initiatives that maximize value for all our Yahoo! stockholders. This is a great company and we are moving quickly to make it even better.

Jerry Yang

Yahoo CEO to Employees: Thank You for Not Quitting

John Paczkowski — Mon, 11 Feb 2008 16:03:55 +0000

Jerry Yang’s rallying the troops over at Yahoo again. In an all-hands memo this morning (see below, corrected for capitalization and punctuation), he explained Yahoo’s decision to reject Microsoft’s hostile bid for the company and thanked employees for all they do to “maintain and enhance Yahoo!’s leadership position in the online world.” Presumably, “leadership” in this context refers to the company’s leadership in underachievement.

Subject: our board’s decision

Yahoos,

As you’ll see from the news release we issued today, our Board of Directors has reviewed Microsoft’s unsolicited proposal with Yahoo’s management, financial and legal advisers. After a careful evaluation, the board has unanimously concluded that the proposal is not in the best interests of Yahoo and our stockholders. Of course, the Board of Directors is continuously evaluating all of its strategic options in the context of the rapidly evolving industry environment and we remain committed to pursuing initiatives that maximize value for stockholders.

We believe Microsoft’s proposal substantially undervalues Yahoo–including our highly recognizable global brand, large worldwide audience, significant recent investments in advertising platforms, future growth prospects, our ability to generate free cash flow and our earnings potential as well as substantial unconsolidated investments (like Alibaba and Yahoo Japan).

You deserve the credit for the tremendously valuable business we have built. All of us in management, as well as the members of the board, deeply appreciate and respect what you have done and continue to do in order to maintain and enhance Yahoo’s leadership position in the online world.

We have been very deliberate about the steps we are taking to position Yahoo. We are putting in place the pieces we need to accelerate growth by becoming a leading starting point for users and the must-buy for advertisers. The global online advertising market is projected to grow from $45 billion in 2007 to $75 billion in 2010, and our more focused strategies position us to capture an even larger share of this market. We are moving to take advantage of this unique window of time in the growth of the online advertising market to build market share and to create value for stockholders.

Several key assets form a solid foundation as we execute this strategy.

First, our global brand is a tremendous base from which to build leadership as the starting point for Internet use: Yahoo is one of the most recognizable and admired brands in the world. We have some 500 million users (1 out of every 2 internet users worldwide). In the U.S., we are No. 1 in personalized home pages, mail, music, news, sports, shopping and travel. Yahoo also is No. 1 in time spent on our sites, an increasingly important metric for marketers.

Second, our substantial operating cash flow, which we expect to grow in the double digits in 2009, gives us the financial flexibility to execute our plans.

Third, we have made important investments in our core computing infrastructure that provide us greater scalability and increase the rate of iteration on core technologies like algorithmic search as much as tenfold. And of course, you’re familiar with our investments in enhanced search technology through Panama.

These assets–the brand, the audience, the financial strength, and the technology–position us to capitalize on this pivotal moment for Yahoo and the online marketplace. Of course, our most important resource is you: the thousands of creative, passionate and committed Yahoos who are executing our strategies to deliver value for users, advertisers, publishers–and stockholders.

As you know, we have taken significant steps to refocus our business on our starting point–must-buy strategies. And we’re making headway.

Starting points: Our goal is to grow visits to key Yahoo starting points and properties, by approximately 15% per year over the next several years. And we’re on the move: We are the most visited site in the U.S., and the number of U.S. users grew strongly in the double-digits in 2007 on our yahoo.com home page alone. as our open platform takes shape, it will significantly accelerate that growth.

Mobile, as an area of focus, is the biggest emerging starting point in the world. With twice as many mobile users as personal computer users and projections for substantial advertising growth in mobile, we have an important competitive edge as the No. 1 mobile destination in the U.S., and we are building a superior mobile experience for Yahoo users to further capitalize on this opportunity.

Must buy: At the same time, we will increasingly make online advertising easier and more effective for marketers, opening up new ways for them to address consumers. Our Right Media Exchange, acquired last year, is more open and easy to use, simplifying transactions for buyers and sellers of online ad inventory. Another 2007 acquisition, BlueLithium, brings us best-in-class performance marketing. While we’ve historically tracked the success of our ad business by focusing on metrics related to our owned and operated sites, our goal is to increase the percentage of the total online advertising demand we touch–to 20% of our addressable market over the next several years, from an estimated 15% in 2007.

Our newspaper consortium is a great example. It has grown to more than 600 newspapers, up from just 264 just seven months ago. Combined with eBay, Comcast, AT&T and others, we are creating a valuable, unique network of premium sites to serve our advertisers.

Our key strategies will be enhanced by our adoption of platforms that welcome third-party developers and encourage new applications that will enrich the user experience.

Finally, beyond our core strategies, there’s the added benefit of our substantial, unconsolidated investments in China and Japan: We have major positions in Yahoo Japan, the leader in its market, and Alibaba, which is strongly positioned in China, a market with enormous growth potential.

We have accomplished a great deal in a very short time. Yahoo is a faster-moving, better organized, more nimble company well on its way to transforming the experiences of its users, advertisers, publishers and developers.

I hope you are as proud as I am of the Yahoo we have built and we continue to build. Thanks for your hard work.

Jerry

Bewkes Job No. 1: No More Stumble-Bumbling With AOL

Kara Swisher — Thu, 08 Nov 2007 07:05:52 +0000

As expected, from a story we broke in BoomTown more than a week ago, AOL confirmed it has bought the Israeli content-targeting ad network Quigo.

The sale price, said sources, was a lofty $300 million, around what Yahoo paid for data analytics ad network BlueLithium in September.

Well, it’s probably a good thing for AOL as it tries to turn itself from the onetime online digital home for consumers to what amounts to a glorified ad network.

That’s probably a good idea, given that the service has lost about one-third of its paying subscribers this year, which is no surprise after it went free. AOL now has just over 10 million, but is banking less on them than on selling ads all over the Web for its future.

Still, as sites like Facebook and others add users to their services, it is also more than a little depressing to me, given AOL’s history of pioneering the idea of a robust Internet community, where users created what former AOL top exec Ted Leonsis used to call a “permanent online presence.”

At the time of the merger between AOL and Time Warner at the turn of the century, AOL had more than 30 million such users, an audience that was bound to decline, given the lack of ability to take advantage of many opportunities for the company over the years.

I have always likened Time Warner’s handling of its AOL subsidiary–which I think comes a bit from its lingering corporate rage over the disastrous merger–to watching someone fall down stairs very slowly and deliberately.

At first you feel bad, and then you’re simply annoyed at the sheer waste of a once-great brand.

For example, it never built an ad network of its own (although former CEO Jon Miller’s purchase of Advertising.com was a lifesaver); it never spun the service off when it could have benefited from being on its own in terms of innovation; and it never made the kind of key acquisitions that would have kept its features fresh for users and prevented an exodus.

In my second of two books about AOL, called “There Must Be a Pony in Here Somewhere,” I jokingly referred to Dick Parsons, who recently stepped down as CEO, as a “noncarbonated beverage,” whose greatest legacy at Time Warner will doubtlessly be steadying the situation at the company after the merger mess.

Well, that’s been a good thing, of course, but it has also meant a stultifying recent record for AOL in years that have seen a really substantive boom in the Internet space.

In fact, the only real corporate focus thus far seems to be on jobs cuts, which is fine, but not exactly what I would call a vision for the future.

Nonetheless, in his new job as Time Warner CEO, Jeff Bewkes (pictured here) still has a lot of opportunity going forward. The ad network is a good idea, as I said, but AOL faces a lot of competition in the arena from companies like Google, Yahoo and now Facebook and MySpace. And no slackers here.

And it is encouraging when AOL invests in interesting subsidiaries like Truveo and UserPlane, as well as holding a piece of content sites like TMZ.com.

Why not more focus on drastically improving its email and communications tools? Why doesn’t AOL double down in the fast-growing mobile market? And it still has great assets in pieces it owns like ICQ.

Even more interesting would be a spinoff of AOL or even a sale to a Yahoo or Microsoft, creating a more powerful entity in which Time Warner could own a big stake.

Incredibly, after horses that have left the barn at AOL, there is a lot AOL can be going forward.

The question is: Does Bewkes have some fizz in him to do it?

Yahoo Buys Zimbra for $350 Million

Kara Swisher — Mon, 17 Sep 2007 18:09:56 +0000

Yahoo is set to make yet another acquisition–this time of white-label open-source email provider Zimbra. Sources close to the deal said that the Internet portal will pay $350 million, considerably upward of its most recent valuation, for the email and calendar provider.

Backed by Benchmark Partners, Redpoint Ventures and Accel Partners, San Mateo, Calif.-based Zimbra’s clients include Comcast, many ISPs and a number of colleges. The Wall Street Journal’s Robert A. Guth wrote about the company last year.

In a post by Om Malik on his GigaOm blog, he noted: “The Zimbra-built email client marries the email and calendaring applications with visual voicemail, and eventually will tie into other Comcast triple-play services.”

Yahoo’s been on a bit of an acquistion roll of late, grabbing behavioral ad network BlueLithium for $300 million earlier this month and news aggregator BuzzTracker last week for $5 million.

Yahoo CEO Jerry Yang continues on his 100-day march–and now seems to be making a number of interesting moves.

The acquisition was within Yahoo Senior Vice President Brad “Peanut Butter Manifesto” Garlinghouse’s unit.

Yahoo is briefing reporters today on the deal, but left BoomTown off the list. Big mistake, as it just makes us cranky and bored!

Day 50: Yahoo Takes a $300 Million Little Blue Pill That Could Make Consumers Even More Paranoid

Kara Swisher — Wed, 05 Sep 2007 09:29:26 +0000

Yahoo is watching you!

Now, as it turns out, more than ever after it forked over $300 million yesterday for an ad network that specializes in the hyper-trendy data analytics arena.

The savvy purchase marks the 50th day of Yahoo CEO Jerry Yang’s 100-day trek to finding nirvana for the troubled Web company. This day, it seems, by spending a pile of cash for an innovative ad network called BlueLithium.

It is clearly a score for its investors Walden Venture Capital and 3i. (And interestingly, its board includes Interactive Advertising Bureau co-founder Rich LeFurgy, now at Archer Advisors, and also former Time Warner and CompuServe exec Scott Kauffman).

Why Yahoo could not have created this kind of thing itself is a query for another day, but there is no question it will give it a nice push in its quest to service a range of other Web sites beyond Yahoo with a more sophisticated ad network.

The venture-backed BlueLithium, which has been around since early 2004, basically buys display ad banners from other Web sites and resells them to bigger advertisers using behavioral targeting as its silver bullet.

You know the drill: If I am searching on Rome, I must be interested in going there and, presto, I get an ad for plane flights or hotels or tours…blah, blah, blah.

Another pitch of outfits like BlueLithium, of course, is that consumers are happier because they get just the right ads served up to them.

“By combining behavioral, contextual and demographic click stream data with advanced analytics and sophisticated ad targeting, we’re able to deliver ads that people are actually interested in,” notes its Web site. “This leads to higher response rates and sales for marketers and more revenue for publishers. But it also leads to higher quality ads and less clutter for Internet users, which is just as important.”

Oh, yes, thanks for the favor!

In fact, such ad cyber-stalking–even when done with strict privacy rules–is surely getting creepier than ever, but is obviously inevitable.

And necessary, it seems for Yahoo, which saw a big falloff in its own graphical ad business on its sites recently and needs more variety to broker to ever-pickier advertisers. It follows its acquisition of the remaining part of Right Media, another online ad exchange.

Why the company is called BlueLithium is not entirely clear to me, although lithium salts are excellent mood stabilizers, which can work on both mania and depression.

Perfect for Yahoo these days!

Please see this disclosure related to me and Google.