This week in Las Vegas, the new management team running Yahoo — including CEO Marissa Mayer — is at International CES to schmooze with big advertisers and convince them that Yahoo is the place to put large chunks of their marketing budgets.

One of the longtime selling points of the company is the sheer size of its audience, especially for the key money-making parts of the site — the homepage, Yahoo Mail and search.

But private stats from comScore show that those three areas have continued their longtime decline over the last year, in some cases dropping significantly. In November and December, for example, compared to the same two months a year ago, U.S. search was down 28 percent and 24 percent respectively, while mail was down 16 percent and 12 percent.

This matters a great deal, since the troika of homepage, mail and search have been the critical driver of the Yahoo value ecosystem for advertisers.

The impact of those drops is felt all over Yahoo, whose music, movie, games and travel site have also seen massive drop-offs in traffic year over year in those same months.

Stopping the decline is critical for Yahoo, since Mayer herself has underscored the need for size in her pushing for new businesses at Yahoo that are 100 million users in size and/or have revenue prospects of at least $100 million.

While this is a lofty vision, the reality of traffic falloffs on key properties is a vexing issue, especially since they remain its main source of revenue and also an important element in launching future products Mayer is promising will turbocharge the company.

It’s not that Yahoo is not huge, especially compared to most sites on the Web.

As one of the top Internet brands, according to a recent Nielsen report, the average number of total monthly unique visitors for the longtime Silicon Valley Internet company in 2012 was 141.6 million, No. 3 behind Google and Facebook in the U.S. market. Similar rankings were reported by comScore, which placed Yahoo at the No. 2 spot after Google, with 171.4 million monthly visitors in November.

But, for many years, traffic to those important consumer destinations of Yahoo has been on a clear and unstopping decline, statistics (usually from comScore) that the company nonetheless always dutifully puts in its earnings slides — see below — for investors to get some idea of the major and vexing issues facing the company.

That was suddenly ended in the last quarter with the engagement slide removed from Yahoo’s public deck entirely. Not all companies include such stats, so when I inquired as to why the company had made the change, Yahoo PR never returned my phone call.

But it’s not hard to guess the reason for the shift — the numbers were not good and they called more attention to Yahoo’s glaring challenge, which is getting users reengaged with its products by creating what Mayer has dubbed several times “delightful” experiences.

According to numerous sources, that has also been the case within the company too, with the new regime restricting an internal transparency initiative pushed by former Chief Product Officer Blake Irving that shared product performance numbers with the top 100 leaders at Yahoo.

And while it’s an interesting strategic choice, several sources inside the company this week urged me to get ahold of increasingly worrisome numbers from comScore — available to its private clients — comparing November 2011 to November 2012 and also December 2011 to December 2012 at home and work in the U.S.

So I did, getting the same stats from numerous sources — numbers that a spokesman for comScore confirmed were correct.

And, as promised, they are worrisome indeed.

In November 2012, compared to November 2011, the monthly unique visitors to the homepage declined 17 percent to 91.8 million from 110.9 million; Yahoo Mail dropped 16 percent (from 92 million to 77.7 million); and Yahoo search dropped 28 percent (from 93.3 million to 66.9 million).

Also off significantly for all three areas, often by one-third, were a plethora of other stats: Percentage of reach, total minutes, total page views, total visits and more.

One of the only bright spots for Yahoo was the relatively small Flickr sites, which were up 37 percent — 26.7 million versus 19.4 million — in unique monthly visitors year over year. The photo-sharing site — which has been getting a much-needed refresh — was also up in all other stats.

But Flickr — which Mayer (pictured here) has laudably touted and supported after years of inexplicable neglect — is not a money-maker for Yahoo, even if its return does burnish the company’s tech and innovation cred.

In December 2011 to December 2012, the homepage was more stable, gaining four percent in monthly uniques from 109.4 million to 114.2 million, but with other key stats both rising and falling. Total visits were up 14 percent, for example, while average minutes per visit was down 13.6 percent.

But the trouble for mail or search continued, off 12 percent (89.9 million to 78.7 million) and 24 percent (88.7 million to 67.4 million) respectively in monthly uniques, with similarly major declines in all other stats.

Mail recently got a refresh too under Mayer, despite some recent security glitches, so new stats will show if that will help stem the declines. Search is another story all together, with Yahoo in what can only be described as a dysfunctional partnership with Microsoft that numerous sources tell me Mayer is seeking to end.

The homepage, too, is undergoing a redo, with a design that has a decidedly more mobile and social feel, and pushing an ethos of Yahoo becoming a hub for content discovery. It is hoped the new look will boost traffic relatively quickly from its current downward trajectory.

To be fair, there can be lots and lots of reasons for these declines, although most of Yahoo’s competitors are, at worse, seeing a flattening of growth and not outright declines.

And sometimes Internet sites complain that services like comScore undercount, although Yahoo had previously used the firm in its public documents. More to the point, as multiple sources within the company note, the stats are directionally correct in that they closely track with internal Yahoo numbers.

Which is to say, traffic is going down rather than growing. That is clearly why Mayer has loudly stressed mobile since arriving at Yahoo, an area not included in these numbers that many sources said has strong growth to about 70 million monthly unique visitors via its apps and mobile-enabled Web offerings.

But unlike the homepage, mail and search — which push and pull traffic all over Yahoo and are responsible for most of its current monetization — mobile also makes very little money now. And Yahoo — unlike Facebook, which recently did — does not break out mobile results.

So, it will be interesting to see if the company does so when it reports fourth-quarter earnings on January 28 and also if it says anything about continued traffic declines of its traditional Web business in the period and the impact on revenue.

Still, there are lots of ways to counter declining or flat revenues, even with declining traffic — via cost cuts, efficiencies, charging more and selling assets (as Yahoo did in the last quarter). And Yahoo has ably managed to keep its operating margins growing over the years, despite both the declines in traffic and moribund growth in its revenue.

But the real and only fix is the drastic fix to existing tentpoles Yahoo has and the creation or acquisition of products that excite consumers and, therefore, advertisers.

It’s not an easy thing, of course, as well-known venture capitalist Ben Horowitz recently wrote in his blog about the need to focus on products over building and improving culture — one of Mayer’s other big initiatives at Yahoo.

Wrote Horowitz in what I consider one of the clearest articulations of what it takes to win for startups, as well as big companies like Yahoo:

“The primary thing that any technology startup must do is build a product that’s at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter. The second thing that any technology startup must do is to take the market. If it’s possible to do something 10X better, it’s also possible that you won’t be the only company to figure that out. Therefore, you must take the market before somebody else does.”

If you want to take a gander, here are some more of those old Yahoo quarterly engagement slides, which were recently eliminated from its presentations:

(Note: I reached out to Yahoo’s outside PR firm — since they do respond to queries — and also some company execs to get a comment on this story, but so far there has been none.)

Here’s a Kickstarter project that you don’t see that often — an online video project based on Awesome Asian Bad Guys.

“When we were growing up in the ’80s and ’90’s, we’d always see hard-hitting Asian bad guys in flicks like ‘Die Hard,’ ‘Bloodsport,’ and ‘Karate Kid 2.’ These badasses were often cooler than the heroes they fought, but they’d usually have a two-minute lifespan before they were mortally wounded or beaten to a pulp. It really sucked that you barely saw them on screen and rarely got to know them. That got us thinking,” the creators — who have a YouTube channel called the National Film Society — explain. “How cool would it be to expand upon this largely ignored slice of pop culture history by following several Asian bad guys on their own action-packed adventures?”

The five-episode action comedy Web series will apparently be a “cross between ‘The Expendables’ and ‘Dumb & Dumber.’”

Yay. The movie project is about $20,000 short of budget, with three days to go.

Here’s the video:

Yahoo could announce in the coming week what it plans to do with the billions of dollars it recently garnered after closing the sale of a portion of its stake in China’s Alibaba, according to sources close to the situation.

As AllThingsD has previously reported, the company is most likely to do a share buyback with the $3.65 billion, a move that could boost its still-lackluster stock.

That’s what happened when AOL did one in late June after it got a pile of cash from hawking its patent assets. Its shares are up more than 25 percent for those last three months, while Yahoo’s have gone up less than one percent in the same time frame.

When it announced the completion of the deal in mid-September, Yahoo said that it would hand over 85 percent of the after-tax proceeds to shareholders. (The Silicon Valley Internet giant will keep about $650 million for its own use.)

At the time of the transaction, a Yahoo spokeswoman said that the company declined to give any specifics around the form of return. The company could also, for example, decide to give investors a dividend, too, although Yahoo has long explicitly favored stock buybacks.

“The form and timing of returning proceeds will be determined by the board and management, taking into consideration the best interests of the company and its shareholders,” said the Yahoo flack.

Speaking of flak, new CEO Marissa Mayer tried to give some to tech journalists, some of whom have been giving her a bit of a hard time of late for showing signs of potentially being too spendy.

In a memo to staff announcing the date of its employee holiday party — it’ll be on December 1 on Pier 48 in San Francisco — Mayer took issue with a particular report from Business Insider about how she tussled over costs with departing CFO Tim Morse, whom she ousted last week.

Business Insider claimed that included her taking the price of the holiday shindig from $100,000 to $3 million, due in part to a change in venue location.

Mayer begged to differ, noting in the internal memo that the event would not bust the bank and still be tons of fun:

“Building on the theme of tech reporters not being great with math or numbers, rumors of this year’s party budget have been greatly exaggerated.”

(Is there actual time for tech reporters being math-impaired to become a theme that’s being built upon at Yahoo? I thought Mayer said the company would be building innovative products.)

But since we in the media are apparently dunces, I suppose we’ll just have to rely on Yahoo’s own numbers from its last quarter — which I embedded below — to tell the tale of continuous troubling declines in search queries and page views, declines in minutes spent on its media properties, declines in growth of unique visitors and flat-as-a-sugar-cookie growth in revenue.

Or, as Mae West famously said in the most delightful math quote ever: “A man has one hundred dollars and you leave him with two dollars. That’s subtraction.”

So is this Q2 financial performance at Yahoo — which is certainly not Mayer’s fault since she just arrived, but will be her responsibility to fix going forward:

YHOO_Q212EarningsPresentation

The smartphone, which runs Google Android’s 4.0, Ice Cream Sandwich operating system, has both Starter and Standard modes. The Starter mode offers an oversimplified interface with a quick-dial option to make phone calls right from the home screen, while Standard mode looks more like what you’d expect from an Android OS, with customizable apps on the home screen.

Clearly falling into the category of budget phones, the Samsung Galaxy Stellar has a four-inch, 800 x 480 resolution display (low-res compared to the specs of some higher-end phones), a 3.2-megapixel rear-facing camera with auto focus and a 1.3-megapixel front camera, and runs on a 1.2GHz dual-core Snapdragon processor. One bonus: It’s compatible with Verizon’s high-speed 4G LTE wireless network.

It’s selling exclusively through Verizon Wireless starting Sept. 6; with a two-year contract and a data plan, the phone costs $50, though Verizon says it’s available for “free” with a mail-in rebate. It won’t be offered through prepaid plans.

The Galaxy Stellar will join the ranks of smartphones like the recently launched Pantech Marauder, which also offers Standard and Starter modes for consumers who are just making the jump to smartphones and may be intimidated by the user interfaces.

At the Consumer Electronics Show in January, LG Electronics also teased a dual-solution VMware smartphone that would run two Android operating systems on a single device — one for work and one geared toward personal use — though we haven’t seen that one hit the market yet.

But smartphone ownership dominates by just a slim margin, which means a lot of people are still using regular old cellphones. Some people may not feel the need to run lots of apps or to be connected to email all the time, while others may not be able to afford high-end smartphones, which can cost hundreds of dollars — not including the monthly data plans.

Stripped-down, inexpensive smartphones — known as “budget phones” — do a lot of the same things that fancier smartphones do, but make some sacrifices that impact performance.

I’ve been testing one such smartphone: T-Mobile’s new Prism, which is aimed at first-time smartphone buyers and costs just $20 for contract customers after a $50 mail-in rebate. The Prism is made by Huawei, and was introduced in early May. It’s currently available through T-Mobile’s retail stores and Web site, as well as through Walmart and Best Buy stores. It runs Android’s Gingerbread operating system, which isn’t the newest flavor of Android.

After five days of testing the Prism, I found it to be a pretty decent phone with good call quality, a device that first-time smartphone buyers would probably find easy to use. But it runs on T-Mobile’s slower 3G speeds, Web browsing was slow, and its build felt cheaper than some other budget phones. Also, it’s really not meant for heavy media consumption, so those with an inclination toward that will want to steer clear of this phone.

For two-year contract customers, T-Mobile has Value Plans and Classic Plans that offer up to 10 gigabytes of data service per month for around $65 dollars.

Month-to-month call and data plans are also available for this phone, ranging in price from $30 for 1,500 minutes or text messages using as much as 30 megabits of data, up to $70 for unlimited talk, text and Web, with the first 5GB of data at faster speeds.

Here’s where it gets confusing: Most of these month-to-month schemes, called Monthly4G plans, are designed for phones with faster 4G speeds, even though the T-Mobile Prism is a 3G phone. T-Mobile confirmed that with the Prism, users can get unlimited data — just at a much slower speed. After you surpass that data usage, you’ll be notified that you’ve reached your limit and the phone will switch to basic 2G service.

I ran speed tests in various locations around New York City, comparing the performance of the Prism, a competing Sprint budget phone, and a Verizon iPhone. The average download speed with the Prism was 0.71 megabits per second, and the average upload speed was 0.17 Mbps; the Sprint LTE ZTE Fury averaged download and upload speeds of 0.77 and 0.55 Mbps. The average download speed with the 3G Verizon iPhone was 0.88, and the average upload speed was .93 Mbps.

In terms of hardware, the Prism is about the same size as an iPhone, though with its curved plastic back it’s not as angular. It has a 3.5-inch touchscreen display. This 4.4-ounce featherweight phone felt much less solid than something like the Sprint ZTE Fury, another $20 budget phone of about the same size but with more substantial hardware.

People who are used to tactile “push” keys on a phone or fatter touchscreen keys will probably bristle at using the tiny touchscreen keys on the Prism. However, the keypad does have Swype, an input method that lets you drag your finger from letter to letter and formulates the words for you.

The 3.2-megapixel camera on this device isn’t great. I took side-by-side photos with this phone and an iPhone, which has a five-megapixel camera, and the Prism’s photos didn’t look as crisp as the iPhone’s.

But one thing this phone doesn’t sacrifice is call quality. I made and received several calls from it, and never had trouble hearing anyone; it really didn’t sound that different from an iPhone or a sleeker Android phone.

The Prism also works with T-Mobile’s built-in Wi-Fi calling app, which allows you to make phone calls over an Internet connection, provided you have access to Wi-Fi. This worked fine for me, but the person’s voice on the other end sounded much less clear than it did with non-W-Fi phone calls.

The Prism also has good battery life. I first charged it on a Sunday morning, and it lasted until early Tuesday, after I’d made several calls, checked email consistently, and used a couple of social-networking apps. T-Mobile says the Prism should get 6.5 hours of talk time.

A first-time smartphone user would likely find it easy to get the hang of email on this device, both through the native email app on the phone and via email apps that are available for download through Google Play, the new name for the Android app market.

In addition to checking email incessantly, as I do, I also downloaded Twitter and Instagram and tested those apps, along with Facebook. This experience wasn’t much different from using these apps on a high-end smartphone. T-Mobile has put its stamp on the phone by cluttering the interface with some carrier-branded apps, but those can be moved or deleted.

The biggest drawback of the Prism was its sluggish Web browsing. I found myself on a street corner one evening, looking for a nearby grocery store and a wine store, and cars whizzed by for a few minutes before I could pull up some pertinent results. The Prism has a processor that’s on the slow side, compared with both high-end phones and some other budget phones.

The Prism is a decent starter smartphone, but, as one might expect for the price, it’s not a genius phone. Some of these budget phones require an ounce of patience, and reasonable expectations about what they can and can’t do. Also, if this phone doesn’t float your budget-friendly boat, there are plenty of other budget smartphones on the market from Nokia, Samsung, Sony, LG and others that you might want to consider.

]]> http://allthingsd.com/20120528/t-mobiles-20-prism-sacrifices-speed-but-not-call-quality/feed/ 6 http://allthingsd.com/20110831/crowdsourcing-deficit-reduction/ http://allthingsd.com/20110831/crowdsourcing-deficit-reduction/#comments Thu, 01 Sep 2011 06:59:25 +0000 Amir Efrati http://allthingsd.com/?p=116016 Can the Internet help balance the budget?

Amid the conflict in Washington over how to reduce the deficit, two heavyweight computer scientists in the Bay Area have launched a website that aims to find politically palatable solutions, in part by giving ordinary citizens a voice on the matter.

The site, called Widescope, has some support among budget experts and policy wonks. It also has plenty of skeptics who feel the project is an example of “technological utopianism,” the belief that technology can solve difficult problems caused by humans, including political ones.

The site’s creators, Stanford University professor Ashish Goel and former Google Inc. executive Narayanan Shivakumar, believe public discourse about the budget is broken.

Read the rest of this post on the original post »

]]> http://allthingsd.com/20110831/crowdsourcing-deficit-reduction/feed/ 0 http://allthingsd.com/20110802/viral-video-our-nations-capital-in-real-time/ http://allthingsd.com/20110802/viral-video-our-nations-capital-in-real-time/#comments Tue, 02 Aug 2011 07:56:54 +0000 Kara Swisher http://allthingsd.com/?p=105205 Here is a terrific video by Drew Geraci, in which he uses a time-lapse camera to capture life in Washington, D.C.

Since the last week of ridonkulous budget wrangling has made us all feel that the nation’s capital is mired in nonmovement, this video makes you feel like the city is still alive.

Enjoy:

]]> http://allthingsd.com/20110802/viral-video-our-nations-capital-in-real-time/feed/ 0 http://allthingsd.com/20110731/wassup-whats-down-is-more-like-it-as-china-settlement-fails-to-stem-yahoos-stock-decline/ http://allthingsd.com/20110731/wassup-whats-down-is-more-like-it-as-china-settlement-fails-to-stem-yahoos-stock-decline/#comments Sun, 31 Jul 2011 19:48:06 +0000 Kara Swisher http://allthingsd.com/?p=104653

You would think the settlement of a major dispute would goose the stock of a company, but Yahoo’s deal with its Chinese partner Alibaba Group on Friday did exactly the opposite.

Despite the clearing of an obvious overhang to its shares, the stock of the Silicon Valley Internet giant dropped almost three percent Friday to close at $13.10. While the ongoing federal budget wrangling was partly to blame, it was only a very small part with an overall market decline of under one percent.

A tepid reaction to the deal — in which Yahoo, Alibaba and Japan’s SoftBank came to terms over the spinoff of Alibaba’s Alipay payments unit after much wrangling over the move — came quickly from Wall Street analysts.

A report titled “Yahoo Inc: Alipay Agreement: Better than Nothing, But Not That Great,” by J.P. Morgan’s Doug Anmuth, was typical. Pointing to no clarity on an IPO of the Chinese assets of Alibaba and that “prior to the divestiture, Alibaba Group owned 100% of Alipay and all of its income, which is now reduced to 37.5% ownership of Alipay and 49.9% share of the pre-tax income,” he noted that Wall Street “has recently assigned no value to Yahoo!’s share of the asset.”

Well, less than zero, if the stock decline is taken into account, which means Yahoo’s market cap is now just over $17 billion.

According to sources close to the situation, especially since Yahoo’s Asian assets make up more than $9 billion of that valuation, private equity investors and others are pulling out their spreadsheets once again about a possible takeover or privatizing of Yahoo.

Several months ago, for example, former News Corp. exec Peter Chernin had been contemplating a friendly bid with partners such as Providence Equity Partners and others. While there have been rumors recently that he has reengaged in that effort, that is unclear.

Sources also note that Yahoo’s top execs, especially CEO Carol Bartz, and also members of its board, are perplexed that the settlement in China — a positive development — had the opposite effect on the stock.

It’s part of a continuing decline. Yahoo shares are down almost 26 percent in the past three months. Most Web stocks — such as Google, Amazon and Microsoft — are strongly up in that period. The only other obvious laggard is AOL, which is down almost 16 percent in the past three months.

]]> http://allthingsd.com/20110731/wassup-whats-down-is-more-like-it-as-china-settlement-fails-to-stem-yahoos-stock-decline/feed/ 0 http://allthingsd.com/20110330/dont-rain-on-microsofts-ad-parade-except-its-raining-in-seattle-natch/ http://allthingsd.com/20110330/dont-rain-on-microsofts-ad-parade-except-its-raining-in-seattle-natch/#comments Wed, 30 Mar 2011 20:10:47 +0000 Kara Swisher http://kara.allthingsd.com/?p=42138

BoomTown scrambled the All Things Digital jet (aka, United Airlines, Seat 7A) late last night to get up to Microsoft’s big event for its online advertising clients today.

Called “Imagine 2011: Marketing Leadership Summit” and held at its Redmond, Wa. HQ, the two-day gathering is designed to wow peeps by trotting out a spate of strategery concepts those who buy advertising on Microsoft’s various digital offerings from its Bing search service to MSN to Xbox to Windows Phone 7.

Some program topics: “Elsewhere USA,” “Teens Hanging Out, Messing Around, and Geeking Out” and “Audience Buying Goes Real-Time: True or False?”

Presumably the goal of all this heavy-duty thinkery is to get these marketers to buy more ads from Microsoft by warning them about being left behind on the platform as the train chugs inevitably off to the digital future.

And just in case that doesn’t work, there will be a free concert tonight featuring the hipster band Train for the Imagine 2011 attendees at Microsoft Co-founder Paul Allen’s Experience Music Project venue to open those ad wallets.

Hey, Geek Mister: Stop sending all those digital marketing bucks to Google and Facebook and give them to us!

Before a panoply of various social, design and anthropology experts pontificated, Microsoft CEO Steve Ballmer kicked off the day with his patented loud and lovable Ed McMahon act, complete with the booming catchphrases.

Hey-Yo!

“You have to move forward or die!” (About the Web.)

“If you wanna get big, you have to think big!” (About the Windows 7 Phone smartphone deal with Nokia.)

I love the U.S. government, I don’t want to give it a hard time.” (About its crappy Web site, not the antitrust conviction thing.)

Ballmer outlined some key trends, which are not new to anyone paying attention over the last five years: Location; social; pervasive displays; ubiquitous connectivity; computers everywhere; cloud; data; and natural user interaction

He also joked about how there were 10 fake Steve Ballmers on Facebook, all using Steve Ballmer photos. Imagine that!

You’d think Microsoft’s badillion-dollar investment in the social networking site would get you a verified account!

Status: Monkey boy mad!

Actually, pissed off is more related to the fact that the person who conceived and organized the Imagine 2011 event was former global ad sales head Carolyn Everson.

But, she left the company in mid-February after only six months, for essentially the same job at Microsoft partner Facebook.

Since then Microsoft and Facebook have been wrangling over the talent raid, including Microsoft even considering legal action to block the move.

Nonetheless, the show must go on and it did in a pretty classy way.

But not without another road bump in today’s action–the news that Microsoft’s own marketing head, longtime company veteran Mich Mathews, was leaving the software giant later this year.

The departure had the halls buzzing about what happened and who will be taking over the big job with a $1 billion marketing budget.

Maybe some external CMO sitting right there in the audience or perhaps some internal Microsoft candidate such as Yusuf Mehdi or Capossela?

I suppose it’s time for some strategery stat!

Until it is all figured out, here is the music video for Train’s hit song, “Hey, Soul Sister”:

]]> http://allthingsd.com/20110330/dont-rain-on-microsofts-ad-parade-except-its-raining-in-seattle-natch/feed/ 0 http://allthingsd.com/20110330/awkward-as-microsoft-marketing-event-opens-its-longtime-marketing-head-announces-retirement/ http://allthingsd.com/20110330/awkward-as-microsoft-marketing-event-opens-its-longtime-marketing-head-announces-retirement/#comments Wed, 30 Mar 2011 16:43:56 +0000 Kara Swisher http://kara.allthingsd.com/?p=42153

Timing is everything and, sometimes, very awkward.

Today at its Redmond, Wash., campus, Microsoft is hosting a splashy online “marketing leadership summit” titled “Imagine 2011″–a gathering of top marketing execs from across the globe, most of whom are advertising clients of its online division.

Also today: Its longtime head of global marketing, Mich Mathews, announced her departure–to the surprise of many Microsoft execs here, in fact–via a report in Ad Age.

In the article, she said she had told execs at Microsoft just last night.

Mathews, who is probably Microsoft’s top woman executive, has been at the software giant for a dog’s age–22 years. (BoomTown met the sharp-witted and often pointed exec in the early 1990s, when she was in charge of the PR operations for the company.)

As SVP of Microsoft’s Central Marketing Group, Mathews oversees a $1 billion budget for Microsoft products such as Windows, Xbox , Window Phone 7 and its Bing search service.

While Microsoft will be conducting a global search for a replacement, several sources said the most obvious internal candidate for the job is Yusuf Mehdi, who is SVP for its Online Audience Business.

He leads global product management, strategic partnerships, business development and U.S. marketing execution for the unit.

Another strong internal possibility: Chris Capossela, who just left his job as SVP of the Microsoft Business division for unspecified duties around social initiatives. He had a similar job to Mehdi’s, with key marketing duties.

Attendees at the Imagine event were buzzing about the Mathews news, taking some focus off the program, which included an opening speech by CEO Steve Ballmer.

Ballmer did not mention Mathews onstage, which was a by-the-book overview of its online ad offerings.

Another sticky situation for Microsoft: The Imagine event was organized by another top woman exec at Microsoft, global ad sales head Carolyn Everson.

But, she left the company in mid-February after only six months, for essentially the same job at Microsoft partner Facebook.

Since then Microsoft and Facebook have been wrangling over the talent raid, including Microsoft even considering legal action to block the move.

(In yet another unrelated embarrassing situation–here’s an excerpt from a memoir by Microsoft co-founder Paul Allen, in which he alleges co-founder Bill Gates tried to shanghai him out of shares when he was sick with cancer.)

Like I said: Awkward!

]]> http://allthingsd.com/20110330/awkward-as-microsoft-marketing-event-opens-its-longtime-marketing-head-announces-retirement/feed/ 5 http://allthingsd.com/20110215/tk-4/ http://allthingsd.com/20110215/tk-4/#comments Tue, 15 Feb 2011 12:00:36 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=57801 Company-subsidized tablets may outnumber their employee-owned counterparts sooner than expected.

Morgan Stanley recently surveyed 50 enterprise CIOs about current and future tablet deployments and came back with some pretty astonishing findings: 21 percent of them are already purchasing tablets for employees and 51 percent expect to begin doing so in the coming year. In total, 67 percent of the CIOs surveyed said they’re either planning to deploy tablets or provide support for employee-owned ones this year. Now the scope of these deployments remains to be seen, but the fact that so many are being budgeted suggests the tablet is gaining meaningful traction in enterprise.

And if you’re dubious of that claim, consider this: Pads accounted for 29 percent of new enterprise activations of Good Technology software in December 2010, up from 25 percent the month prior. Clearly, there’s growing corporate interest in the tablet, which means there are growing opportunities for companies that provide enterprise software solutions for it–mobile security vendors like Check Point, desktop virtualization companies like VMware and cloud-based applications outfits like Salesforce.com.

]]> http://allthingsd.com/20110215/tk-4/feed/ 4 http://allthingsd.com/20110209/the-streak-7-bargain-tablet-from-dell-is-no-real-deal/ http://allthingsd.com/20110209/the-streak-7-bargain-tablet-from-dell-is-no-real-deal/#comments Thu, 10 Feb 2011 02:01:23 +0000 Walter S. Mossberg http://ptech.allthingsd.com/?p=1759 If you could get a tablet for the price of a smart phone, and if it also worked on one of the new, faster, 4G-class cellular networks, you’d jump at the chance, right? Dell and T-Mobile hope so, and that’s why they’ve brought out the Dell Streak 7, at just $200 with a two-year service contract.

The Streak 7, Dell’s second effort to compete with Apple’s $500 iPad, is the least expensive tablet I’ve seen from a major manufacturer, and claims to be the first capable of 4G cellular speeds (it also has Wi-Fi). Like many planned iPad competitors, it runs Google’s Android operating system. It’s also the first I’ve tested using a fast new processor from nVidia, the Tegra 2, which will power a number of new tablets this year.

Unfortunately, after a week of testing, I found the compromises Dell made to get to that low price make it impossible for me to recommend the Streak 7. Its screen, battery life, and software are all disappointing, and vastly inferior not only to the iPad’s, but also to those on the Samsung Galaxy Tab, a high-quality Android tablet about the size of the Streak 7 released late last year. In other words, you get what you pay for.

Like the Galaxy Tab, the Streak 7 has a 7-inch screen, measured diagonally, or less than half the size of the iPad’s. But it’s large enough to be properly called a tablet, unlike Dell’s first Streak, an odd tweener device with a 5-inch screen—more like a big phone—that was released last year to a tepid response.

Dell concedes it wasn’t trying to build “the Cadillac of tablets” with the Streak 7, but was aiming for budget-conscious families and home use. Dell notes it has plans for a range of tablets with different prices, screen sizes and specs.

The Streak 7′s screen, battery life, and software are all disappointing. In other words, you get what you pay for.

The Streak 7 has some strengths. Like the Tab, it’s smaller and lighter than the iPad, so easier to hold in one hand. It plays Flash videos, which the iPad can’t. And it has front and rear cameras, unlike the iPad. It can also be used, unlike the iPad, as a Wi-Fi hot spot.

Also, I found its cellular data speeds impressive. In tests I conducted in Silicon Valley, the Streak averaged 4.63 megabits per second in download speed on T-Mobile’s souped-up 3G network (which it calls 4G because it claims similar speeds). That was nearly twice as fast as the download speeds provided by my hotel’s Wi-Fi network. Cellular upload speeds were a bit slower than Wi-Fi, but still averaged about 1.2 mps.

But, in my view, the Streak 7′s minuses outweighed its pluses. Let’s start with battery life. In my tests, the Streak 7 conked out after a pathetic two hours and 10 minutes of watching movies. That compares with about 11.5 hours of continuous video playback for the iPad and just under seven hours for the Galaxy Tab, when I tested them. In a more mixed-use pattern, including Web surfing, game playing, music, email and social networking, with some short videos thrown in, the Streak 7 lasted between 5.5 and 6.5 hours, still underwhelming for a tablet.

Dell says its target audience will use the Streak 7 plugged into wall outlets and TVs through an extra-cost dock, but I wouldn’t buy a tablet with battery life this poor.

Screen resolution also was so low as to be fuzzy at times, especially in reading small type, and viewing the screen at an angle often reduced the image to a ghostly outline. The Streak 7′s screen has a resolution of 800×480, below the much smaller iPhone screen, and well below the resolution of the iPad or the Galaxy Tab. While the internal chips drove video fine—as long as the batteries lasted—it looked worse than on the other two, as did photos.

The software also is a problem. It’s an older version of Android, called 2.2, which was never intended for tablets, and whose core apps—such as email, contacts and calendar—were designed for the smaller phone screens. Months ago, Samsung used the same version of Android on the Tab, but compensated by rewriting key apps to take advantage of the tablet screen, with more PC-like designs. Dell has done none of this on the Streak 7. All it added was a thin user interface called Stage featuring big, blocky widgets that group things like contacts and social updates, an old concept. It preloaded some kid-friendly and family-friendly apps, but some are mere come-ons that require downloading the full app.

Worse, the Streak 7 appears shortly before the true tablet-optimized version of Android, called Honeycomb, and Dell can’t promise that Streak 7 buyers can upgrade to Honeycomb. The company says the device has been designed to accommodate an upgrade, and is hopeful that it’s possible. But there is no guarantee. Buyers might get stuck with the old version built for phones.

Even on a tight budget, the Streak 7′s deficiencies might not make it worth the price. You’ll pay T-Mobile $30 or $50 a month for a capped data plan for two years. By contrast, the base iPad requires no payments to a cellular carrier, as it’s Wi-Fi only. Even if you buy the iPad with cellular connectivity from AT&T, there is no contract. You pay $15 or $25 a month and end the cell service at will, with no penalty.

You can buy the Streak 7 without a contract, but then it costs $450, too much for a device with its drawbacks, and only $50 less than the far superior base iPad. Even the Streak 7′s subsidized price of $200 is only $50 less than what its carrier, T-Mobile, charges for the better Galaxy Tab with a two-year contract.

Dell is serious about competing in the tablet wars, and it may produce a winner yet. But its first efforts, in my view, missed the mark.

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

]]> http://allthingsd.com/20110209/the-streak-7-bargain-tablet-from-dell-is-no-real-deal/feed/ 0 http://allthingsd.com/20110112/kindle-or-ipad-for-reading-e-books/ http://allthingsd.com/20110112/kindle-or-ipad-for-reading-e-books/#comments Wed, 12 Jan 2011 22:27:56 +0000 Walter S. Mossberg http://mailbox.allthingsd.com/?p=817 Q:

I own an iPad and love it for surfing the Web, watching movies, etc. However, I have just started to get into the e-book scene, and have found the iPad to be too heavy for long usage. Would I find the Kindle a better e-reader than the iPad?

A:

The Kindle is much less versatile, but it’s specifically designed for reading books. To that end, it’s lighter, works better in sunlight and has longer battery life than an iPad. Plenty of iPad owners, including me, find it to be a fine e-book reader, and it has color and a touch screen, features the Kindle lacks. I also like that, between chapters, I can use the rich ecosystem of apps on the same device. But you are certainly not alone in finding it a bit heavy for long periods of reading. So, yes, I do suspect you’d prefer the Kindle for reading books. Depending on your budget you could own both, especially since the Kindle now starts at just $139.

You can find Mossberg’s Mailbox and my other columns online for free, at the new All Things Digital website, http://walt.allthingsd.com. Email mossberg@wsj.com.

]]> http://allthingsd.com/20110112/kindle-or-ipad-for-reading-e-books/feed/ 11 http://allthingsd.com/20101231/it-trends-in-2011-and-beyond-more-cloud-flash-and-virtualization/ http://allthingsd.com/20101231/it-trends-in-2011-and-beyond-more-cloud-flash-and-virtualization/#comments Fri, 31 Dec 2010 18:38:13 +0000 Arik Hesseldahl http://newenterprise.allthingsd.com/?p=1288 Gleacher analyst Brian Marshall is out with a short research note this morning summarizing a few trends he thinks will be important in IT in 2011. Companies he covers, which include VMware, NetApp, EMC, IBM, Dell, Hewlett-Packard and Apple collectively saw their shares grow by 40 percent this year, beating the S&P 500, which grew 13 percent. With enterprise IT companies roughly six quarters into a recovery period following the disaster that was 2009, he says 2010 is going to prove to be a difficult year to follow.

For 2011, he expects a continuation of a lot of trends you’ve already been hearing about. You probably already knew about the direction of the general trends, but Marshall has included some interesting figures around the size of various opportunities.

Cloud computing, he says, currently consumes only two percent of the global enterprise storage budget today, and he expects that to grow to between 15 and 20 percent within five years.

He says solid-state storage–which uses flash memory to enhance storage in servers by breaking up the bottlenecks that exist between processors that do the number crunching and hard drives that store the data–is “at a nascent stage,” and that solid-state use in enterprise applications will only get more important in 2011.

Finally, expect more virtualization in the data center. Currently, corporations virtualize about 30 percent of their servers and storage machines. Marshall thinks over five years, that will grow to about 70 percent, and if the conditions are right, 2011 could be a year where the growth rate could accelerate significantly.

]]> http://allthingsd.com/20101231/it-trends-in-2011-and-beyond-more-cloud-flash-and-virtualization/feed/ 0 http://allthingsd.com/20101203/apple-publishers-still-miles-apart-on-itunes-subscriptions/ http://allthingsd.com/20101203/apple-publishers-still-miles-apart-on-itunes-subscriptions/#comments Fri, 03 Dec 2010 17:38:49 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=26564 Magazine publishers used to salivate over the iPad. Now they’re a lot more reserved. They make hopeful noises about Google’s Android tablets instead.

That’s because Apple and the publishing industry haven’t been able to come to terms over magazine app subscriptions: Publishers want the ability to sell the subscriptions themselves, or at least the opportunity to hang on to subscribers’ personal data. And Steve Jobs won’t let them.

Here’s what Apple is offering publishers, according to publishing sources:

• The ability to sell app subscriptions through iTunes.
• 70 percent of the revenue from each sale.
• The ability to offer an opt-in form for subscribers that would ask them for a limited amount of information: Name, mailing address, email address.

That offer has been on the table for a “couple months,” I’m told, and so far none of the big publishers have gone for it. They don’t like the 30 percent cut that Apple wants to take, but their real hang-up is lack of access to credit card data: It’s valuable to them for marketing, and without it they can’t offer print/digital bundles, either.

So for now, they’re hoping to get what they want from Google and Android, and assume Apple will come around eventually.

That doesn’t mean you won’t see any magazine subscription offerings on iTunes in the meantime.

Newsweek has chosen to sell its iPad magazine as a standalone subscription without getting any data at all. And Time Warner has chosen to give away People magazine’s digital version to any print subscriber. You could see more of both those options in the near future, for different titles.

And for publishers who are launching digital-only products, like the “Daily” don’t-call-it-a-newspaper that News Corp. is working on, Apple’s restrictions are far less problematic: Publishers don’t need to worry about upsetting their valuable print subscribers, because they don’t have any. (News Corp. also owns this Web site. It’s free!)

Speaking at Business Insider’s Ignition conference, News Corp. digital head Jon Miller said today that the Daily wouldn’t launch until the first quarter of 2011.* When it does, News Corp. officials expect it to showcase a new “push”  feature from Apple, where a new issue will arrive at subscribers’ iPads without asking them to request it.

*For the record, Miller insisted that the Daily was a “rumor.” But it seems undignified to type that in the main body of this story, given that News Corp. has hired dozens of people and earmarked a budget of more than $20 million for the project.

]]> http://allthingsd.com/20101203/apple-publishers-still-miles-apart-on-itunes-subscriptions/feed/ 17 http://allthingsd.com/20101103/a-fall-guide-how-to-pick-your-next-computer/ http://allthingsd.com/20101103/a-fall-guide-how-to-pick-your-next-computer/#comments Thu, 04 Nov 2010 02:05:08 +0000 Walter S. Mossberg http://ptech.allthingsd.com/?p=1603 If you’re shopping for a new computer this fall, you won’t find big surprises. But you’ll still have to juggle a lot of technobabble terminology and watch your budget. Perhaps the biggest question for some buyers will be whether to get a tablet or a laptop, now that Apple’s iPad is a proven hit and a flood of competitors is on the way.

So, here is my annual fall computer buyers’ guide, a simplified road map to the key decisions shoppers must make. I’ve focused on laptops—the most common purchase—but much of this advice also applies to desktops. As always, these tips are for average users doing the most common tasks. This advice doesn’t apply to businesses, to hard-core gamers, or to serious media producers.

Tablets vs. Laptops: If you’re looking for a light-duty, highly portable computer, it’s worth considering the iPad, which starts at $499, instead of a small laptop. This is especially true if you’re in the market for a secondary computer, or one mainly for use on the go. Many owners of iPads, including me, are finding it handily replaces a laptop for numerous tasks, such as Web browsing, email, social-networking, photos, video and music. It has superior battery life, lighter weight, and it starts instantly. I don’t recommend it for people who are creating long documents, especially spreadsheets and presentations, even though it is capable of those tasks. And I don’t recommend it for users who require, or prefer, a physical keyboard.

If you don’t like the iPad, there will soon be alternatives. For instance, Samsung’s Galaxy Tab, which has a 7-inch screen versus the iPad’s 10-inch display, and runs Google’s Android operating system, will be available this month from major wireless carriers. Sprint, for example, will offer it at $400 with a two-year contract. But some tablet buyers may want to wait till the first half of next year, when many more models will be available, and Apple will likely roll out the second-generation iPad.

Netbooks: These low-cost, low-powered little Windows computers are losing popularity, but are still available, typically for about $350 to $500. They are being hurt by the rise of tablets and by light but larger laptops. Some buyers also find the screens and keyboards are too cramped. But these are evolving. Some now have bigger screens and roomier keyboards. And Dell will soon introduce a sort of hybrid netbook-tablet. Called the Inspiron Duo, this model, starting at $499, has both a regular keyboard and a touch screen that flips around when the lid is closed to act like a tablet.

Windows vs. Mac: Windows laptops can be much less costly—and come in many more styles and varieties—than Mac laptops. The Macs start at $999, versus as little as $500 for a decently equipped Windows portable. Windows laptops are still dominant. But Apple laptops are stylish and reliable, and usually boot much faster than Windows machines, in my tests. Also, Apple scores high on surveys of customer support. Its latest models, like the new, light MacBook Airs, have extraordinarily good battery life. Macs also aren’t affected by the vast majority of malicious software, have much better built-in multimedia software and, at extra cost, can run Windows programs in cases where Mac equivalents aren’t available.

The light but speedy 13-inch Toshiba R705 offers good battery life.

Cost: Most of the popular consumer Windows laptops cost $500 to $800. You can get full-size laptops for as little as $280, but their processors and graphics are weak and some lack webcams. If you can afford it, a light but speedy 13-inch machine like the Toshiba R705 offers very good battery life for just under $800. All-in-one desktops typically cost around $1,000 and some, like the HP TouchSmart, offer touch screens with special touch software. Apple’s popular all-in-one iMac starts at $1,199.

Processors: The most promoted chips are Intel’s i3, i5, and i7 Core models, the latter two of which can turn on and off some of their functions to boost power or save energy. But there is nothing wrong with buying a PC that uses chips from rival AMD, which usually cost less. For average users, Intel’s older Core 2 Duo still works just fine, even with the latest software. Intel’s weaker Atom processor line powers most netbooks.

Graphics: Integrated graphics, which share the computer’s main memory, are fine for most common tasks, but costlier discrete graphics, which have dedicated memory, can speed things up by taking some of the load off the main processor. They also are better for games. Some computers have both and can switch among them.

Wireless: More and more laptops are coming with optional cellular modem chips in addition to Wi-Fi. These can be handy while traveling, but be warned that they require a cellular data contract, which can be costly.

Connections: If you plan to connect your laptop to a TV, look for a connector called an HDMI port, which is used on most high-definition TVs. Some laptops also come with a feature called Wireless Display, or Wi-Di, which, with an extra-cost adapter, can beam your laptop screen to a TV without a cable. There is a new, much faster USB port, called USB 3.0, but, so far, it’s on very few machines.

Memory: Aim for 4 gigabytes of memory, or RAM, on a new computer, and never settle for less than 2 gigabytes.

Hard disks: A 320 gigabyte hard disk should be the minimum on most PCs, though 250 gigabytes is OK if price is key, or if it’s your secondary machine. Solid-state disks, which lack moving parts and use flash memory like smartphones do, are faster and use less battery power. They cost much more, but are coming down in price fast. However, they typically offer much less capacity.

64-bit: Many models now use a 64-bit architecture, which allows properly written software to use more memory and run faster. If possible, buy 64-bit, which will become more and more important.

Touch: Some Windows 7 computers have touch capability built into the screen, though Windows wasn’t designed with touch as a core element and the combination isn’t ideal. Computer makers try to resolve this with special touch software, which you should try in a store. Apple laptops use huge touch pads as the multitouch surface, instead of the screen.

As always, don’t buy more machine than you need.

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

]]> http://allthingsd.com/20101103/a-fall-guide-how-to-pick-your-next-computer/feed/ 0 http://allthingsd.com/20101103/microsofts-kinect-is-under-pressure-to-connect/ http://allthingsd.com/20101103/microsofts-kinect-is-under-pressure-to-connect/#comments Wed, 03 Nov 2010 12:00:39 +0000 Nick Wingfield http://voices.allthingsd.com/?p=31990 Microsoft Corp. is betting a new product called Kinect will deliver a bigger audience for its Xbox 360 videogame console by letting people play games without a traditional controller.

But Kinect, when it goes on sale Thursday, will also be the most visible test in years of whether Microsoft can churn out breakout consumer products from its huge investment in research and development.

Microsoft faces increasing pressure from investors to show a payoff from those investments, which amounted to $8.7 billion for the fiscal year ended June 30–bigger than the R&D budget for any other tech company. Microsoft has poured a chunk of that money into improving existing products and services like its Bing search engine, as well as more traditional franchises like Windows and Office.

Kinect will be especially visible: an entirely new $150 device sold at retail outlets and aimed squarely at the consumer market, a field in which Microsoft has been more sluggish to respond to trends than Apple Inc. and other competitors.

Read the rest of this post on the original site

]]> http://allthingsd.com/20101103/microsofts-kinect-is-under-pressure-to-connect/feed/ 0 http://allthingsd.com/20100720/liveblogging-yahoos-second-quarter-earnings-call-how-do-you-solve-a-problem-like-flat-revenue/ http://allthingsd.com/20100720/liveblogging-yahoos-second-quarter-earnings-call-how-do-you-solve-a-problem-like-flat-revenue/#comments Tue, 20 Jul 2010 21:22:03 +0000 Kara Swisher http://kara.allthingsd.com/?p=30938

After announcing its second-quarter earnings this afternoon after the markets closed, Yahoo (YHOO) CEO Carol Bartz and CFO Tim Morse held the usual conference call.

The results: Net income and margins were up at the Silicon Valley Internet giant, while revenue was meh. Display advertising growth was up, while search ad revenue was down.

Revenue and worries about future direction turned out to be the questions of the day.

2:03 pm PT: While she touted the improved margins with a confident tone, a nice accomplishment, Bartz quickly pointed out the obvious on revenue weakness.

She blamed a combo of issues, such as not monetizing search-share improvements.

“How do we measure our business?” asked Bartz, in her financial soliloquy. Another laundry list of stuff, such as engagement, editorial expertise and scale.

Then it was off to the races with updates on Yahoo’s social, local, video and mobile improvements.

That would be things such as integration with social networking powerhouse Facebook and online gaming phenom Zynga, more video all over the site and other initiatives to spur consumer engagement.

Bartz’s faves are the “Bikini 101″ videos, she said, which apparently get you ready for the summer season.

BoomTown last wore a bikini in 1974.

2:12 pm PT: Morse came on and started going over the numbers.

Yay on costs and margins. Not-so-yay on revenue growth.

You get the picture. Morse had some excuses, all of which seemed reasonable, including a pullback of advertisers in July.

More numbers on the savings from the Microsoft (MSFT) search and advertising alliance, tax issues, guidance, cash status and more.

I like listening to Morse, who always sounds super-competent. But he completely bores my assistant, Ed, just like other CFOs he is subjected to in earnings season, since I blast these calls on my computer’s speakers.

Sorry, Tim!

2:27 pm PT: Bartz was back and talking about display advertising and how Yahoo is working on all kinds of new schemes to improve advertiser experience, as well as to engage consumers more.

Onto search, which has long been Yahoo’s Achilles heel, no matter how Bartz spins it. Revenue per search is down and has been, which is a problem.

“As for search, we remain focused on growing our search business,” she said firmly. We’ll see about that after a year into the deal with Microsoft.

She touched on the controversy around contextual search being counted on comScore (SCOR) and dismissed it–although we will see how that turns out!

Then Bartz gave an update on the Microsoft alliance transition. Nothing new here, and the hope is that it will begin to take place by the end of the year, but only if it can be done with “quality.”

Bartz then touted Yahoo’s performance related to delivering information on the World Cup soccer, which she should as the company’s media arm did a bang-up job.

More on improvements in development and innovation, although it was a little light on deep examples.

Bartz summed up by again mentioning margin improvements, which was a good idea, and then moved onto Q&A.

2:38 pm PT: First question is about revenue lag, natch.

Bartz noted that customers’ marketing budgets are “easy to turn on and off.” The perils of the ad market! But, she said, she felt it was more of an overall market issues, rather than Yahoo-specific.

The next question was about page-view decline. Are these Wall Street analysts actually doing their job?

Morse answered that page views might not be all that anymore, since consumer use of Web technologies has changed.

“What we are trying to do is move toward a more holistic view,” he said.

But he admitted, “It is honestly a bit of a surprise.” Say what?!?

The next question was more on display advertising revenue drop-off and inquired about whether it impacted search.

Bartz said she thought it was because of those nagging on-off switches marketers can use!

The next question was about revenue pick-up on bucket tests of new system with Microsoft and, again, more on where the weakness in revenue is located.

“I will tell you we are pleased with it,” said Bartz coyly about the Microsoft test results.

As to revenue slowdown: No specific category and it was those big knob-turning customers.

More on cost-cutting and advertising revenue, which were essentially the same question over and over.

It is the right question, too.

At one point, Bartz talked about redefining advertiser expectations and how targeting was a better way to get to consumers.

Actually, it is pretty much about that old sales mantra of ABC: Always Be Closing!

More shuffling the papers about what was going on and what was coming next. Bartz noted that consumer confidence is “really weird now.”

Then there was a question about this “science, art and scale” motto that Yahoo has been using and calling SAS for short (internally, many move the letters around to make a naughty word).

The larger point, said Bartz, was that Yahoo is one of the new places that can deliver big results to advertisers in an unusual and engaging way.

True enough, which begs the question again: So what’s with these weak revenues? And, of course, what is Bartz going to do about it?

]]> http://allthingsd.com/20100720/liveblogging-yahoos-second-quarter-earnings-call-how-do-you-solve-a-problem-like-flat-revenue/feed/ 0 http://allthingsd.com/20100629/goalkeeping-gets-easier-at-mint-com/ http://allthingsd.com/20100629/goalkeeping-gets-easier-at-mint-com/#comments Tue, 29 Jun 2010 20:47:27 +0000 Katherine Boehret http://solution.allthingsd.com/?p=1265 When most people hear the word “budget,” they groan about all the numbers and spreadsheets involved in setting financial goals. Instead they procrastinate and continue spending without any specific savings goals. Case in point: I recently postponed a meeting with my financial planner because I didn’t have the energy after a long business trip to work through my finances.

Now Mint.com, a website that already offers user-friendly options for studying how one’s money is spent, has introduced an easy way to set budget objectives, link them to accounts and learn specific steps on how to reach those goals. The goals can even be personalized with digital photos, like an image of the car you’re saving up to buy. And this service, which launched Tuesday, doesn’t cost a cent.

I’ve been testing Intuit Inc.’s free, updated Mint.com service, specifically focusing on its new Mint Goals feature. The idea of adding goals that tie into real accounts has been a long time coming for the finance-management website. Mint previously offered a Planning section on its site, but it required too much manual input, including setting up personal budget categories, and guesswork about how much one should spend.

The Goals feature uses pop-up windows where users can quickly input data, like annual salary, to get estimates on how much they can afford to spend on things like a vacation, as well as how much they need to save for that vacation. Monthly savings estimates can be set to aggressive savings plans or conservative ones with just a mouse click.

Finances in One Place

Mint.com has been around for almost three years and is already used by millions of people. Its proprietary algorithms encrypt data so people will feel confident enough to input their usernames and passwords for their online financial accounts, allowing them to see all of their financial activity in one place. These accounts include those tied to credit cards, banks, retirement savings and others. Mint is known for displaying colorful visuals like pie charts and graphs, so it’s easy for people to see where they’re spending their money or how it’s being invested.

Mint.com’s new Goals tab (top right) offers users a choice of eight popular goals and one to customize. Colorful thermometers (top left) show how much progress was made toward a goal. Details of a particular goal (above) and a “Next Steps” checklist of tasks to complete.

Mint Goals is a new tab on the Mint.com site, and clicking on it directs users to a group of eight popular goals and one that can be customized (more will be added over time). The preset list includes goals to get out of debt, buy a home, buy a car, save for college, take a trip or save for retirement. A digital checklist in each goal called “Next Steps” gives people serious, doable tasks to complete, so they can actually make progress toward a goal in ways other than just putting money aside. This instant gratification saved me from doing a lot of calculating.

The Best Account

When you set up a goal for the first time, Mint suggests what type of account would work best for saving toward it. Examples include a 529 savings plan for people who are saving to put their kids through college or a Roth IRA for retirement savings. Mint will also tell you the provider with the best interest rate.

Unlike some other websites that encourage saving, like SmartyPig.com, Mint isn’t a bank, so you’ll have to leave the Mint site to create accounts and manage money transfers rather than starting them right on the site. Aaron Patzer, the company’s founder and CEO, expects the site will enable setting up savings accounts and money transfers by the end of this year.

Each goal includes the overall amount of money intended to be saved, today’s balance, planned and projected dates for reaching the goal and how much has been saved this month (like $200 of $750). I liked looking at Mint’s colorful thermometers, which quickly showed me how I was progressing in a particular goal.

For example, the Buy a Home goal checklist includes steps like finding a Realtor, getting homeowner’s insurance and getting prequalified for a loan. A panel beside each of these items also offers an educational explanation of what these steps really mean. Many explanations include links to a blog called MintLife, where blog posts from Mint employees and some freelancers offer deep explanations about financial questions.

Ads With Context

The Goals feature comes with contextual ads, which help it remain free. One checklist item suggests opening a high-yield savings account and also offers links to the Discover and American Express websites, which offer the accounts. If you’ve started a Mint Goal to save for a trip to Iceland, travel insurance is suggested, along with Web links to sites that sell trip insurance.

While these links might allow people to get started right away on a particular task, they also beg the question of whether these are the best options for users—or just the biggest advertisers on Mint. Mr. Patzer explained that companies for these ads are chosen according to what’s best for the user and are selected from a list of savings options ranked by the site’s editors.

Goals can be linked to several of your accounts on Mint so they’re updated with real-time data. A long-term retirement goal can link to a 401(k), brokerage account and retirement account. If the stock market takes a dive and money is lost in an account, that loss is automatically reflected in the overall goal’s balance. If you tie a savings account to a goal to save for a house, every dollar added to that account (on the bank’s end) is automatically reflected in the goal.

Mint already gave people a visually engaging way to know more about what their money is doing, but Mint Goals give people a real reason to come back to the site more often.

Edited by Walter S. Mossberg

Write to Katherine Boehret at mossbergsolution@wsj.com

]]> http://allthingsd.com/20100629/goalkeeping-gets-easier-at-mint-com/feed/ 0 http://allthingsd.com/20100317/palm-att-delay/ http://allthingsd.com/20100317/palm-att-delay/#comments Wed, 17 Mar 2010 14:39:12 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=36585 Palm’s fourth quarter may turn out to be no better than its third–an ugly period marked by a grotesque 30 percent revenue shortfall, poor sales and tepid interest in the company’s new line of smartphones.

In his latest note on the company, Canaccord Adams analyst Peter Misek says Palm’s (PALM) already substantial troubles are mounting. Palm’s latest problem: Delays in the long-rumored launch of its smartphones on AT&T (T). Originally expected this spring, sources now say the debut of new Pixi and Pre models has been pushed back until summer.

“Beyond generally lacklustre handset sales in the current quarter, which are already reflected in our previous estimates, we have recently learned that AT&T has delayed the planned launch of the Pre and Pixi on its network from April to June/July,” Misek writes.

“Moreover, we believe that this is more than just an ordinary delay,” the analyst adds, “as AT&T has cited a long list of technical issues with the Pre and Pixi. Furthermore, the carrier has decreased its initial order size and has decided to sharply reduce its marketing budget for the launch.”

So: A delayed launch on another major carrier, a smaller first order and a soft marketing budget. On top of these issues, Misek cites a mysterious “list of technical issues.” I’m not quite sure what he is hinting at; my sources tell me there are no problems with the devices on AT&T’s network–but perhaps Misek knows something they don’t.

Leaving the mystery list aside, this is bad news all around for Palm, which clearly needs the additional distribution it will get through AT&T sooner rather than later. Misek is slashing his February quarter unit shipment forecast to 670,000 from 720,000 and his 2011 forecast to 3.58 million units from four million.

Honestly, this getting difficult to watch.

Palm is scheduled to report third-quarter earnings after Thursday’s closing bell.

FURTHER READING:

• Could WebOS Licensing Be Palm’s Salvation?
• Palm’s Salvation? Less Push, More Pull.
• And if Palm’s Project JumpStart Doesn’t Work Out, There’s Always “Project Defibrillator”
• Double Face-Palm: Analysts React to Palm’s Lowered Guidance
• Time to Start Looking for a Buyer, Palm?
• 2010: Year of the Palm? Maybe Not…
• Analyst: Palm May Be Acquired in the Next Two Years

]]> http://allthingsd.com/20100317/palm-att-delay/feed/ 0 http://allthingsd.com/20100310/can-you-make-a-living-from-viral-videos-the-ok-go-gives-it-a-shot/ http://allthingsd.com/20100310/can-you-make-a-living-from-viral-videos-the-ok-go-gives-it-a-shot/#comments Wed, 10 Mar 2010 21:30:35 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=17250 Difficult week for EMI, at least in the business press. Yesterday, Pink Floyd sued the music label. This morning, the company’s chief executive left after an 18-month stint. Newest story: The OK Go, a digitally savvy act best known for its viral videos, is breaking up with the company.

My colleagues are lapping the last one up, with good reason: The OK Go are fun to write about, because they make cool videos and because lead singer Damian Kulash is very quotable when he talks about the state of the music business and his band’s relationship with EMI.

For instance, here’s a stinging part of his exit interview with New York Magazine today:

Q: What other problems were you having with EMI?
A: ?The issue is that they just don’t have any money. The reason a band signs with a label is because they can provide start-up capital, and their business model has sort of collapsed. There was lots of little bones of contention, like when there were chances for us to promote things and they just didn’t have the money to do so. It was a lot easier to be generating the budget ourselves or through corporate partners.

EMI has issued a boilerplate quote wishing the band success–it’s going to create its own label–and leaving it at that.

And EMI does have real money problems. In part because everyone who sells music right now has money problems and in part because private equity fund Terra Firma paid too much and took on too much debt when it bought the label three years ago.

But here’s the thing. If EMI’s executives allowed themselves to speak candidly, they would likely point out that while the OK Go made great videos, it didn’t seem to make music that many people wanted to buy.

Soundscan says the band has sold all of 500,000 albums in the U.S., both in physical and digital form, in its three-album tenure at EMI. That’s 488,608, to be exact. Plus another 25,000 single tracks.

That’s not awful. But it’s not the kind of sales that would inspire a big label to spend big money promoting an act. Even when the industry’s business model was still intact.

But the band really does make nice videos that people like watching on Google’s (GOOG) YouTube. If it can figure out how to turn these into dollars, it’s all set.

OK Go–This Too Shall Pass from OK Go on Vimeo.

]]> http://allthingsd.com/20100310/can-you-make-a-living-from-viral-videos-the-ok-go-gives-it-a-shot/feed/ 0 http://allthingsd.com/20100120/e-book-highlight-ie8-accelerators/ http://allthingsd.com/20100120/e-book-highlight-ie8-accelerators/#comments Wed, 20 Jan 2010 23:01:41 +0000 Walter S. Mossberg http://mailbox.allthingsd.com/?p=540 I’m waiting for e-book devices that allow the reader to highlight text. This is essential for students reading textbooks, and for nonfiction readers. Any chance of that happening?

A: Your wait is over. Major e-book readers I’ve tested, such as Amazon.com’s Kindle and Sony’s Reader Daily Edition, already allow highlighting. In other words, you can select any section of text in a book and give it a gray background so it stands out from the rest of the text, persistently. It’s not yellow or any other color, because the screens are grayscale and don’t display colors, but it is highlighting. You can also add notes on e-readers.

I have a Mac laptop that I use at home with Safari and Firefox installed. My office environment uses Windows and Microsoft’s Internet Explorer 8. One of the features of IE8 that I really like and often use are “Accelerators.” I would like to know if there are accelerators available for download for the most up-to-date versions of either Safari or Firefox.

A: Accelerators are a particular feature of IE8 that allows users to perform an action on a highlighted portion of a Web page—like mapping an address or translating a word—even using services provided by companies that compete with Microsoft. Microsoft has put a system in place for companies to write accelerators and users to download them.

Firefox, on both Windows and Mac, has a massive collection of add-ons, some of which work in a manner similar to Accelerators, but it doesn’t have a directly competing feature. Safari on your Mac also can accommodate added features from third-party companies, some of which can work like accelerators, but it also lacks a feature that specifically goes head to head with IE8′s Accelerators.

I am going to law school in the fall, and I was wondering which laptop you would suggest I get for this three- to four-year time period of my life?

A: It really depends on your priorities, resources and environment. If you’re on a tight budget, value lots of choice, and enjoy playing games during breaks from work, you might pick a modestly-priced Windows 7 laptop. However, I’d stay away from netbooks, which can be cramped for writing long documents. If you have more to spend, and value freedom from malware, great built-in software and the convenience of dedicated stores, you might buy an Apple MacBook or MacBook Pro. But I would also recommend asking the school and current students, since it can be advantageous, or even necessary, to be using a laptop that the school prefers or that runs any special software the school requires.

You can find Mossberg’s Mailbox, and my other columns, online for free at the All Things Digital Web site, http://walt.allthingsd.com.

]]> http://allthingsd.com/20100120/e-book-highlight-ie8-accelerators/feed/ 6 http://allthingsd.com/20091110/adobe-sacks-9-percent-of-workforce/ http://allthingsd.com/20091110/adobe-sacks-9-percent-of-workforce/#comments Tue, 10 Nov 2009 22:42:12 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=28654 Add Adobe to the fast-growing list of tech companies sacking employees in November. In an 8-K filing made today with the Securities and Exchange Commission, the company said it will cut nine percent of its workforce, approximately 680 jobs, to better cope with flaccid demand for its software.

Cuts at Adobe (ADBE) will occur worldwide and are intended to bring costs in line with its 2010 budget and “the realities of the business environment,” the company said in a statement. They follow a similar round of cuts made in 2008 that claimed the livelihoods of about 600 people.

]]> http://allthingsd.com/20091110/adobe-sacks-9-percent-of-workforce/feed/ 0 http://allthingsd.com/20091019/new-york-times-to-sack-100-staffers/ http://allthingsd.com/20091019/new-york-times-to-sack-100-staffers/#comments Mon, 19 Oct 2009 19:16:54 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=26881 If newspapers are suffering a death by 1000 cuts, the next 100 will be made at the New York Times.

The company today announced plans to reduce its newsroom staff by eight percent by the end of 2009. Cuts will be made by buyout, but the company will resort to layoffs should its hand be forced.

“As before, if we do not reach 100 positions through buyouts, we will be forced to go to layoffs,” New York Times Executive Editor Bill Keller wrote in a note to employees. I hope that won’t happen, but it might. I won’t pretend that these staff cuts will not add to the burdens of journalists whose responsibilities have grown faster than their compensation. Like you, I yearn for the day when we can do our jobs without looking over our shoulders for economic thunderstorms.”

Sad, sad news for a storied newspaper and an imperiled industry.

Keller’s memo in full, below:

Colleagues,

I had planned to invite you to the newsroom and break this news in person today, but I’ve been hit by something that seems to be the flu. Though I strongly believe in delivering bad news in person, I don’t want to add insult to injury by spreading infection.

Let me cut to the chase: We have been told to reduce the newsroom by 100 positions between now and the end of the year.

We hope to accomplish this by offering voluntary buyouts. On Thursday, the Company will be sending buyout offers to everyone in the newsroom. Getting a buyout package does NOT mean we want you to leave. It is simply easier to send the envelopes to everyone. If you think a buyout may be right for you, you have up to 45 days to decide whether you will accept it or not.

As before, if we do not reach 100 positions through buyouts, we will be forced to go to layoffs. I hope that won’t happen, but it might.

Our colleagues in editorial and op-ed, and on the business side, also face another round of budget cuts.

In recent years, we’ve managed to avoid the disabling cutbacks that have hit other newsrooms. The Company has chosen to protect the journalism by cutting production and other business-side costs, and the newsroom itself has managed its resources frugally. These latest cuts will still leave us with the largest, strongest and most ambitious editorial staff of any newsroom in the country, if not the world.

I won’t pretend that these staff cuts will not add to the burdens of journalists whose responsibilities have grown faster than their compensation. But we’ve been looking hard at ways to minimize the impact–in part, by re-engineering some of our copy flow. I won’t promise this will be easy or painless, but I believe we can weather these cuts without seriously compromising our commitment to coverage of the region, the country and the world. We will remain the single best news organization on earth.

I doubt that anyone is shocked by the fact of this, but it is happening sooner than anyone anticipated. When we took our 5 percent pay cuts, it was in the hope that this would fend off the need for more staff cuts this year. But I accept that if it’s going to happen, it should be done quickly. We will get through this and move on.

In my absence, Bill Schmidt and John and Jill have volunteered to take your questions this afternoon. Feel free to bring additional questions to me as soon as I’m back, or check with Bill Schmidt or John or Jill privately, or save them for the next Throw Stuff at Bill session, which is in a couple of weeks.

We often–and rightly–voice our gratitude that we work for a company and a family that prize quality journalism above all. I hope you know that the company and the family, and I, feel an equal debt of gratitude to all of you whose sacrifice and loyalty have kept us strong.

Like you, I yearn for the day when we can do our jobs without looking over our shoulders for economic thunderstorms.

Bill

]]> http://allthingsd.com/20091019/new-york-times-to-sack-100-staffers/feed/ 2 http://allthingsd.com/20091007/waiting-for-the-ad-recovery-you-may-need-to-be-patient/ http://allthingsd.com/20091007/waiting-for-the-ad-recovery-you-may-need-to-be-patient/#comments Wed, 07 Oct 2009 12:55:55 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=11801 I’ve been reporting a steady drip of cautiously optimistic forecasts for the ad business, but this one is less sunny: A JP Morgan survey of ad buyers says they’re unlikely to boost spending until next year.

Analyst Imran Khan says he talked to 20 ad buyers and planners, who control a collective $1.6 billion in ad spending, and they tell him that they’ll spend more in the second half of 2009 than they did in the first six months. But that’s not useful information, since ad spending is traditionally weighted that way.

More tellingly, Khan’s correspondents tell him they think spending will be “roughly flat to down” in the last six months of 2009, compared to 2008. And as we’ve discussed before, ad spending started plummeting in the second half of 2008. So if it isn’t improving now, that’s unpleasant news.

More pleasant: Things should get better next year:

2010 ad budgets are looking positive. 25% of respondents see upside of 5-9% in 2010 and an additional 25% see upside of 10-14% vs. 2009. Approximately 40% think that ad spend in 2010 will be roughly flat with 2009 levels.

Looking for more concrete data? Wait a week. Earnings season kicks into high gear Thursday, Oct. 15, when Google (GOOG) hands in its Q3 report card; in the following weeks we’ll also get updates from big media players, including Yahoo (YHOO) and Time Warner (TWX).

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