I always like to listen to the dulcet tones of Yahoo CFO Ken Goldman, especially when he talks about what’s next for Yahoo.

That’s because the last time he appeared at an investor conference, the Boston-accented exec zeroed into the need for the Silicon Valley Internet giant to aim at a younger demographic.

Soon enough, Yahoo had scooped up one of the Internet’s most obvious youth plays, Tumblr, for $1.1 billion in cash.

That’s why I tuned in tonight to listen to a replay of his appearance at a tech investor conference held by Bank of America/Merrill Lynch yesterday in San Francisco, where Goldman did not disappoint in delivering some interesting tea leaves to read.

And what struck me most were his words around the continued interest Yahoo has in mobile, including possible acquisitions.

While he again talked in general about how Yahoo was no longer the M&A anathema it had been before the arrival of CEO Marissa Mayer — “companies did not necessarily want to be acquired by Yahoo” — he firmly noted that “now when find something interesting, we actually go and address it and acquire it, rather than thinking about it.”

Goldman added that Yahoo would continue to do acquisitions, “to help basically accelerate our progress … and continue to see the velocity of products in the mobile space.”

Of most interest is “localization of the space,” especially in providing search and content to consumers.

Hey, Dennis Crowley of Foursquare, that sounds like you! Indeed, the famous local New York-based check-in service and its telegenic founder Crowley have always been a favorite of Mayer, including an interest in buying the company when she was an exec at Google, which never came to pass, for various reasons.

(In a coincidence, the founder of the famous local check-in company happened be in San Francisco yesterday, checking in last night at the Tempest Bar near Foursquare’s offices.)

As many worried about its prospects of late — its user base last year was only 30 million, although it powers location information for big sites like Instagram — Foursquare recently did a $41 million financing with help from the powerful Silver Lake private equity firm, which valued the company at $600 million. Other current investors who also participated in the transaction, which also included convertible debt, were Andreessen Horowitz, Union Square Ventures, O’Reilly AlphaTech Ventures and Spark Capital.

While that seems to have staved off sales talk around Foursquare, it’s certainly within the realm of possibility that Yahoo would be contemplating a company just like it, as it continues to actively survey the landscape. That’s especially true given that Foursquare’s laudable but exhausting efforts to monetize need some serious turbocharging that Yahoo could certainly provide.

Much like Tumblr, Foursquare has struggled to realize its business aims — in its case, to make money from selling mobile advertising using its rich local search and robust user location information. (The company had about $2 million of revenue last year, according to a number of reports.)

Foursquare has certainly been inventive in its efforts, including a terrific “Game of Cones” campaign that somehow mashed up HBO’s hit cable show with ice cream (Winter is coming in summer, perhaps?).

While it’s just my humble opinion for now, advertising, search and content combined, of course, is directly in Yahoo’s wheelhouse, as well as Mayer’s.

Back to Goldman: “We’re not afraid to make any decisions,” he said, noting that Yahoo has a regular routine of reviewing a number of deals. “It comes back to what’s our strategy and focus and what do we need to accelerate our progress … we have to see a fit.”

In other tidbits, Goldman noted that Yahoo was working more “collaboratively” with its Chinese bank — oops, investment — Alibaba Group, which is preparing to go public at the end of this year, or early next year.

The huge pile of money Yahoo has made off its initial $1 billion investment by co-founder Jerry Yang has been what has given current management its comfy cushion to remake the company, and has also goosed its stock.

Regarding Alibaba’s IPO, after which Yahoo will be getting another multibillion-dollar slug of dough, Goldman added that “there are mechanisms in place to ensure it is a fair process to all parties.”

He noted, too, that he had joined the board of Yahoo’s other Asian investment, in Yahoo Japan, and would be at its next meeting. Yahoo has previously contemplated selling that asset, too, but has seemed to have tabled that effort under Goldman and Mayer.

You can listen to Goldman’s talk at the investor conference in its entirety here.

Bloomberg is launching Bloomberg Beta, a new $75 million venture capital tech fund that will be headed by former IGN head Roy Bahat.

The newly minted VC is charged with investing in and also creating early-stage startups for the media and financial news giant.

“Set up as a true fund, Bloomberg Beta will invest for financial return, selecting companies independently of their current or future business relationship with Bloomberg L.P.,” said the company in a press release.

The independent fund — with Bloomberg as the only limited partner — will initially focus on data, technology platforms, content discovery, media distribution, as well as networks and communities, human-computer interaction and “radically new organizational models.”

I am not sure exactly what that is, but the longtime tech exec Bahat — he is also chairman of Ouya, along with his stint running the News Corp.-owned gaming network — has already invested in a range of companies, including Newsle, MkII, Nodejitsu, Codecademy, Errplane and ProsperWorks.

Other Bloomberg Beta partners include Karin Klein, who was an exec at Bloomberg; and James Cham, who comes to the fund from Trinity Ventures.

Bloomberg has had some experience in investing, having backed an internal effort, Bloomberg Ventures, which is no longer in operation.

According to numerous sources close to the situation, Yahoo has bid from $600 million to $800 million for the premium video site Hulu.

The reason for the wide range is due to the fact that the Silicon Valley Internet giant — similar to most bidders in the new effort to acquire Hulu — has proposed several different prices based on a variety of circumstances. That includes the length of the licensing rights for content and how much control the programming companies selling Hulu have over their media.

At the same time and separately, according to sources inside the company, Yahoo is also contemplating at least two other significant purchases — in the $150 million to $200 million range — each for a mobile and a communications company.

It’s certainly an ambitious and busy M&A agenda for Yahoo’s CEO Marissa Mayer, who just forked over $1.1 billion in cash to purchase youth-skewing blogging site Tumblr last week.

Presumably, she is interested in upping Yahoo’s longtime lackluster video efforts — it famously lost out at the last minute on the acquisition of YouTube many years ago to Google — as the arena becomes more critical to advertisers.

But, said sources, while allowing the bid to proceed, Mayer is more focused on the integration of Tumblr, as well as other acquisitions that will bolster other key product areas.

Thus, sources said that the Hulu effort is being led at Yahoo by Los Angeles-based Ian Weingarten, VP of corporate development, who works for M&A head Jackie Reses.

AllThingsD.com first broke the news of that deal, as well as Yahoo’s initial interest and subsequent bid for Hulu, which is owned by a trio of media giants: News Corp., Disney and Comcast.

The site, which has both a subscription and an advertising business, was on the market in 2011, with the hope for a bid of $2 billion that came with several years of programming rights. The sale was pulled after those higher bids did not materialize.

But Hulu is on the market again in the most advanced effort to sell it so far, with bids coming in from a range of suitors over the last week.

Yahoo’s Mayer and COO Henrique De Castro had met with Hulu’s team earlier this month for a get-to-know-you, just after an effort to buy a large stake in French video site Dailymotion was blocked by the government there.

Besides Yahoo, others interested in acquiring Hulu include: Separate bids from private equity firms KKR, Guggenheim Digital and Silver Lake (in conjunction with Hollywood talent agency William Morris Endeavor); Time Warner Cable; DirecTV; and the Chernin Group.

There could still be others, of course, though a deadline for initial bids has passed. Interestingly, so far, neither Google nor Amazon have made official efforts, perhaps because the pair already have robust video platforms.

Chernin’s bid, as had been widely reported, started in the $500 million range, which is interesting since the longtime media executive was once the COO of News Corp. and was critical to Hulu’s creation. Translation: He’d know just what the video platform is worth and how the place works.

Of course, low bids at the start are part of the normal process; sources close to the owners said that any bids under $1 billion are unlikely to be accepted.

One thing is certain: Now comes what will look a lot like a very noisy game of musical chairs, in which the various groups will vie for one-upmanship, even as they talk to each other about possible joint efforts. Who the most attractive candidate is, of course, will be much debated.

In addition, there is much disagreement over who and how Hulu should be sold by two of its owners, Disney and News Corp., which have squabbled over its direction from the start. (Comcast gave up its management rights as a concession to federal regulators a few years ago, so is sitting on the sideline twiddling its giant cable thumbs and doubtlessly wishing it could be a bidder, too.)

No matter the ceaseless bickering among giants, the trio of media conglomerates are providing Hulu’s most valuable programming, largely television shows from their broadcast networks. And that is the real point of the negotiating, according to many involved.

“Hulu is a very nice brand and technology, but the entire negotiation will be about the control and price of the content,” said one person close to the situation. “It’s the only thing that matters.”

I sent an email for comment to Yahoo, but expect no response.

(Full disclosure: News Corp. owns Dow Jones, which owns this site.)

Media giant Hearst has hired two senior execs — Demand Media’s Joanne Bradford and former Los Angeles Times CEO Jeffrey Johnson — in a significant move to digitally turbocharge and jumpstart its flagship but long-suffering newspaper, the San Francisco Chronicle and its SFGate.com website.

“They have deep publishing and new media experience and believe in the power of great content with a valued brand,” said Heart CEO Frank Bennack in a statement. “We are excited to work with them to redefine the choices for how and where readers can experience the trusted Chronicle content they depend on.”

In the new leadership, Johnson will be the publisher of the Chronicle, while Bradford will be its president. Both will report to Hearst Newspapers President Mark Aldam. Current publisher Frank Vega — an old-style publisher who has had a controversial tenure at the Chronicle — will retire, though Hearst said he will continue as chairman through the transition.

“The San Francisco Chronicle should be a shining star and use case of how to build a community and cover local news,” said Bradford in a text to me today.

Indeed. While the Chronicle and its website is the largest for local news in the Bay area, it has lagged a lot in aggressively covering key trends — such as tech — and the fast growth of the region. While the area has blossomed, the Chronicle, like many big-city newspapers, has suffered, as digital businesses of all kinds have made incursions on its business.

Its daily print circulation is now 265,000, and combined with its website it reaches close to two million people.

Getting all that a whole lot higher — and, perhaps more importantly, a lot more relevant — will be a tough job and will likely require a major reinvention of the Chronicle brand.

That is especially true since the San Francisco area, including Silicon Valley, is the world’s key digital hub, as well as a leader in a number of areas — from top-notch sports teams to having one of the most innovative food and indie cultures. After a few years of rough economic times, the city is on a bit of a roll, including being the location of some upcoming major events such as the Super Bowl and America’s Cup.

Bradford has a lot of experience in both old and new media and is well known in the online media advertising space, having had top sales and media jobs at BusinessWeek magazine, Microsoft, Yahoo and, now, Demand.

She has been at that content site, where she has been its chief revenue and marketing officer, since 2010. At Yahoo, previous to Demand, she was an SVP in charge of North American revenue and also worked on branded entertainment partnerships. At Microsoft, she was a corporate VP and chief media officer of MSN Media Network.

And, although I have known her well over many years — full disclosure: We are very good friends — I had no idea she had an undergraduate degree in journalism from San Diego State University.

Johnson is also a longtime media exec. He has recently been an operating partner at the Yucaipa Companies — owned by kingpin Ron Burkle — focusing on media investments since 2007. Previous to that, he was president, publisher and CEO of the Los Angeles Times for just a year, but had been its SVP and GM since 2000. At the Times, he was responsible for the newspaper’s digital and print operations including editorial, advertising, circulation, consumer sales and marketing, finance and technology. Johnson has also worked at the Chicago Tribune and Orlando Sentinel and has an undergraduate degree in accounting from the University of Illinois and an MBA from the University of Chicago.

The Chronicle is the largest newspaper in Northern California, founded in 1865 by Charles and Michael de Young. Its owner, the privately-held Hearst, is one of the nation’s largest media companies, with dozens of daily and weekly newspapers; has a huge group of television stations and cable network stakes, such as Lifetime, A&E and ESPN; hundreds of magazines, such as Good Housekeeping, Cosmopolitan and Elle; and many other varied holdings.

Bradford will be replaced at Demand Media by Jeff Dossett.

According to numerous sources close to the situation, the Tumblr brand will continue on in the wake of its $1.1 billion acquisition by Yahoo.

That includes definitive promises by Yahoo CEO Marissa Mayer to once-sale-shy Tumblr CEO David Karp to allow him to shepherd the fast-growing blogging product, with no forced integration with Yahoo’s many other content properties.

That said, sources added, there will be more back-end changes to marry infrastructure, such as undergirding Tumblr’s nascent advertising business and giving it more distribution opportunities.

“At the beginning, at least, it’ll be hands-off,” said one person close to the situation. “It has to be.”

While that is probably no surprise, it’s still good news for Tumblr employees as well as its very opinionated user base, which is not likely to greet a takeover by a corporate giant of the social, iconoclastic user-generated content service.

That said, Yahoo execs discussed and are aware of issues around porn published on the site, although they believe it to be fixable over time.

As Peter Kafka noted:

To spell that out: Tumblr’s advertisers don’t have to worry about their stuff showing up on blogs like We Want Porn. At worst, it’s possible that they’ll end up advertising to a user whose dashboard includes posts from We Want Porn. But in general, they ought to be pretty well insulated from that stuff.

By the same token, if Yahoo wanted to, it could end up scrubbing Tumblr of porn, and losing a lot of users and views — but it probably wouldn’t lose much in the way of monetizable users. Unless it turns out that the majority of Tumblr’s core users have signed on exclusively to use porn.

Or, as a Tumblr investor also told Kafka: “Non-story. Tumblr is the Internet. It’s a dashboard-follower model, opt-in.”

Moving on from porn, sources close to the situation — okay, pretty much everyone is chit-chatting away now — said that Mayer spent a lot of time with Karp (who was in Silicon Valley last week, in fact, visiting her) about the transition, and about how the new ownership would impact him and the service.

One source called them “kindred spirits” on the issue, and that Mayer has been given great purview by the Yahoo board to foster Tumblr to prevent it from turning out like Flickr, Delicious and many other big acquisitions dating back to GeoCities. (I was there covering that deal way back when, and what a mess that was!)

Mayer is well-liked by product and engineering entrepreneurs, and has often focused on them at Yahoo, over the perhaps more important demands of business and advertising execs.

That would appeal to Karp, who once famously said that online advertising made him physically sick. Still, he has recently begun to embrace ad sales at Tumblr.

Within the last year or so, Tumblr has started selling modestly sized “native ads” promoting brands’ Tumblr pages on users’ dashboards, which has shown promise. Tumblr has said it had $13 million in revenue last year, and sources said it could get to up to $100 million this year.

“We’re going to be very careful here,” said a source with knowledge of the acquisition.

A source at Tumblr agreed: “This will be a very delicate dance, since so much could go wrong if done without care.”

Still, some at Yahoo are worried that the company might be chasing the youthful demographic at Tumblr too assiduously. “This is a very fickle audience,” said another high-ranking Yahoo exec. “Chasing a young one is a very tricky thing.”

Yes, indeed, but Mayer thinks she is the one to be able to pull it off and make Yahoo relevant with an even wider consumer base.

AllThingsD broke news of the deal in the offing last week, which has since been approved by Yahoo’s board.

The Yahoo board has approved a massive $1.1 billion all-cash deal to buy Tumblr.

It’s not clear when the official vote was taken, but sources close to the board said the acquisition was a foregone conclusion and was unanimously approved by the directors of Silicon Valley Internet giant.

The deal will likely be announced Monday morning, said numerous sources.

AllThingsD.com initially broke the story of the acquisition efforts and later followed up with details of the exact price and the board meeting to approve the transaction.

There were no other competing bids, despite reports, to snap up the New York-based social blogging service. That said, Tumblr had held some very preliminary discussions about various deals with Facebook, Google, Microsoft and also Twitter earlier this year.

As part of the Yahoo deal, Tumblr CEO David Karp — who will get a windfall of cash from the acquisition — will stay at Yahoo for four years at least and retain a lot of control over the service, much in the same way Instagram CEO Kevin Systrom does at Facebook. But, as there, Yahoo will undergird Tumblr’s nascent advertising business with its large and established infrastructure, said sources.

Yahoo had been mulling some kind of deal with Tumblr, from a strategic investment to an outright acquisition, for about six weeks. Sources said that Yahoo CEO Marissa Mayer had decided that buying the company was going to be “the stake in the ground of what her strategy is going forward for Yahoo.”

And that is to attract younger audiences with just the kind of user-generated content Tumblr has pioneered to impressive growth.

According to numerous sources, Mayer determined quickly in her research that the site was just the kind of property that Yahoo needed to make it both “cool” and relevant to new consumers.

Yahoo is looking to bolster its strong set of existing media offerings to appeal to a different demographic and also get into the social space via consumer-based software solutions that are both elegant and easy to use.

Tumblr’s mobile usage has also been strong, which also interested Mayer. While Tumblr started as a desktop-based service, its mobile offering has ramped up quickly in the last few years. ComScore says that a quarter of the service’s U.S. visitors now come from mobile devices.

At this price, it will be Mayer’s biggest acquisition so far. Since she became CEO last summer, Mayer has made only a series of small acquisitions of mobile startups at a low cost.

According to sources, the Tumblr brand will continue.

The deal, if consummated, will be a big win for investors. In a series of fundings since 2007, Tumblr has raised $125 million so far and is now at a reported valuation of $800 million. Investors include Spark Capital, Union Square Ventures, Sequoia Capital, Greylock Partners, Insight Venture Partners and the Chernin Group.

While Tumblr’s Karp has resisted various offers for the company over the years, Mayer spent a lot of time with him reassuring him that Yahoo could turbocharge his business. He has also been searching for a COO to help him build out the infrastructure of its business, especially its advertising one.

And as Peter Kafka and I previously wrote, Tumblr could certainly bring Yahoo a big, young audience. Its worldwide traffic was at 117 million visitors in April, according to comScore. On its home page, Tumblr claims it has 107.8 million blogs and 50.6 billion posts. U.S. desktop traffic to Tumblr was 37 million in April, close to LinkedIn and Twitter, although Twitter obviously has much more via mobile.

But figuring out how to make money from that is a task that the company has only recently started to tackle.

Like other recent Web startups that have seen rocketship growth — see: Twitter, Facebook — Tumblr resisted advertising for its formative years, and its user base seems particularly unwilling to accept standard banner ads. In addition, many industry observers think that Tumblr’s pages are packed with porn or other questionable content that would scare off advertisers.

But within the last year or so, Tumblr has started selling modestly sized “native ads” promoting brands’ Tumblr pages, on users’ “dashboards,” which has shown promise. Tumblr has said it had $13 million in revenue last year and sources said it could get up to $100 million this year.

Tumblr has been represented by Qatalyst Partners’ Frank Quattrone, while Yahoo’s Mayer, as well as M&A head Jackie Reses and CFO Ken Goldman, have been on the company’s side.

Interestingly, what got me first focused on Tumblr last week were Goldman’s comments at JP Morgan’s Global Technology conference last week, where he underscored the need for the aging Yahoo to attract more users from the coveted 18-to-24-years-old age bracket. Along with more marketing, he explicitly said Yahoo needed to be “cool again.”

“One of our challenges is we have had an aging demographic,” said Goldman at the Boston event. “Part of it is going to be just visibility again in making ourselves cool, which we got away from for a couple of years.”

Tumblr, apparently, fits the very expensive bill.

Changes at AOL’s local content site, Patch: CEO Jon Brod will step down and is being replaced by COO and President Steve Kalin, according to an internal memo the New York Internet company sent to the division’s employees today.

As part of the move, Brod will be going back to run AOL Ventures, in a job where he began at the company.

In addition, sources said a little less than three percent of the 1,400-employee Patch staff will be laid off. The memo notes that downsizing, without giving the numbers, which includes consolidation of several parts of Patch by streamlining its regional structure from 20 to nine teams.

According to the memo, the layoffs are to “make Patch profitable in 2013 and a commitment to continue to improve our business model.”

AOL confirmed the contents of the memo, saying in a statement, “Patch is streamlining its regional editorial structure across the country by moving from 20 to nine teams. We are implementing this team approach based on the success of our field tests earlier this year. The team approach allows for flexibility based on the unique needs of each community and the strengths of our editors. We are not reducing our number of sites or our coverage area as a result of this change. Making these important changes came with the difficult decision to eliminate some positions. We recognize these changes are painful for individuals and for our organization — and we are committed to handling the people impacted with care and sensitivity.”

Patch is growing, according to comScore. In April, traffic was up 26 percent since last year to 13 million unique monthly visitors, who are consuming about 1.3 million pieces of content that are now being served up per month.

Still, Patch has attracted a level of investor pressure and criticism, even as AOL CEO Tim Armstrong has stuck strongly with the hyperlocal content effort and invested heavily in growing out a network of sites across the country aimed at neighborhood news and events.

But Armstrong signaled changes when he was queried about Patch during AOL’s recent quarterly call: “What you’re going to see as we approach Q4 is us trying to get to the finish line of profitability, and we will use all means possible to get there.”

Apparently, Armstrong means what he says and says what he means.

Here’s the memo:

Patchers,

Since the day Jon, Warren, and I founded Patch, we have had one mission in mind — improve the lives of people in local communities by 25 percent. Patch has become an important brand in the hundreds of towns we serve, and it is a staple of our communities. With the average Patch just over two years old, we are well on the way toward our goal of improving peoples’ lives and building a sustainable business in the process.

Over the past year, Patch has made an enormous impact in our communities. The coverage of the Boston Marathon bombings, the lifeline that Patch provided residents during the Sandy Hook school shootings and Superstorm Sandy, and the exclusive Sanford-Colbert Busch debate in South Carolina stand out as powerful examples. The new Patch platform that is rolling out now will only increase Patch’s ability to instantly improve communities.

As we have made a commitment to improve our Patch towns and communities, we made a similar commitment to make Patch profitable in 2013 and a commitment to continue to improve our business model. Just as we have rolled out new products and services to Patch, we are announcing today the rollout of the recently tested town structures, which will help us serve communities in a more local way and move Patch meaningfully toward profitability.

The changes have two main goals:

1. Improve and increase our hyper-local programming and deepen our user engagement through the Patch 2.0 platform; and
2. Implement a structure that unlocks the path to profitability.

To accomplish these goals we are taking the following steps, effective immediately:

We are combining the East, Central and West editorial zones to create a simpler structure that will enable faster decision-making and a more coordinated editorial effort across Patch. Anthony Duignan-Cabrera has been promoted to VP, Editorial Director, overseeing day-to-day editorial field operations, and will continue to report into Rachel in her role as Chief Content Officer.

We are streamlining our regional editorial structure across the country by moving from 20 to nine teams. We are not reducing our number of sites or our coverage area as a result of this change.

We are promoting Katie O’Connor to Director of Editorial Operations and Content Strategy. In this role, she will work with our editorial teams to help create new content and programming.

We are implementing a “team approach” for our sites, based on the success of our field tests earlier this year. This approach allows for flexibility based on the unique needs of each community and the strengths of editors.

Jon and I have decided to elevate Steve Kalin to the CEO position at Patch. Steve has done a fantastic job since he began at Patch in December as President and COO. Jon and I hired Steve with the thought that his extensive background in scaled, local platforms would eventually allow him to run Patch on a day-to-day basis.

Jon has led Patch since it was just an idea and helped scale it into one of the most significant brands in local communities in the U.S. Under his guidance, Patch has gained tens of millions of users and more than ten thousand advertisers; and it has covered millions of local stories. Going forward, Jon will return to AOL Ventures full-time and lead our push into several areas we have identified as significant future growth opportunities for AOL.

The changes we are making at Patch, however, come with the difficult decision to eliminate some positions. These employees have contributed greatly to Patch’s business with passion and dedication. We sincerely thank them for all they have done to make Patch what it is today. Their impact will always be felt here. We wish all affected employees continued success. They are truly Patchers for life.

This is an important time for Patch. We have many great opportunities in front of us, and we continue to make decisions to ensure Patch’s success. AOL’s Board of Directors and I remain firmly supportive of Patch and our mission. Together we are building a company for the long term, one that can grow and thrive — now and far into the future.

We will be having team calls today and a Patch All-Company call this afternoon at 6pm ET, to discuss these changes in more detail. I encourage you to join these calls. Keep an eye out for invitations to follow.

I want to thank you for your continued commitment to Patch and to serving your communities, and for staying focused on our goals. Patch is one of the fastest growing sites and brands on the Internet. We have the right plan, we have a great team, and I’m confident we can win together.

Keep going — TA

Because I get bored on Sunday nights, I opened up Yahoo’s recent regulatory filings for some light reading and, as usual, found some tasty information that the company had kindly dropped in for my erudition, but declined to call my attention to.

Namely, that the Silicon Valley Internet giant is paying not so very much for its mobile acquisitions, according to several documents the company has filed.

In fact, Yahoo’s average price paid for each of five of the 10 startups it has purchased since last fall is a tiny $3.2 million in cash.

For example, here’s last week’s 10-Q referring to three of CEO Marissa Mayer’s first acquisitions — content curation app Snip.it, which Yahoo bought in January (funding amount unknown, but the $10 million acquisition price reported by some sites is clearly wrong, as you will see from the filing); recommendation app Alike (funding amount unknown), which was on February’s menu; and recommendation app Jybe (funding amount unknown), which the company picked up in mid-March:

The Company did not make any acquisitions during the three months ended March 31, 2012. However, during the three months ended March 31, 2013, the Company acquired three companies, all of which were accounted for as business combinations. The total purchase price for these acquisitions was $10 million and consisted entirely of cash consideration, primarily allocated to goodwill. Goodwill represents the excess of the purchase price over the fair value of the net tangible and intangible assets acquired and is not deductible for tax purposes.

The Company’s business combinations completed during the three months ended March 31, 2013 did not have a material impact on the Company’s condensed consolidated financial statements.

Going back further, Yahoo’s purchase of recommendation app Stamped last October (it had $3 million in funding) and video-chat app OnTheAir ($880,000 in funding) in December were also on the cheap — a bargain at $6 million total — according to its 10-K filed a few months ago:

During the year ended December 31, 2012, the Company acquired two companies, which were accounted for as business combinations. The total purchase price for these acquisitions was $7 million. The total cash consideration of $7 million less cash acquired of $1 million resulted in a net cash outlay of $6 million. Of the total purchase price, $6 million was allocated to goodwill and $1 million to cash acquired. Goodwill represents the excess of the purchase price over the fair value of the net tangible and intangible assets acquired and is not deductible for tax purposes.

The Company’s business combinations completed in 2012 did not have a material impact on the Company’s consolidated financial statements, and therefore pro forma disclosures have not been presented.

It will be interesting to see what Yahoo reveals as to the price, and how it will account for the late March acquisition of Britain’s news reader Summly, which AllThingsD reported was a loftier $30 million.

The Summly deal did not appear to have closed by the end of the quarter, so no purchase information has been released, although it will be soon enough, along with that of the more recent string of mobile buys by Yahoo: To-do app Astrid, social polling app GoPollGo, travel rewards app MileWise and mobile gaming studio Loki.

For those four tiny companies, which were doubtlessly also bought for very little, Yahoo did tout what it’s really after in a festive tweet on Friday.

Warm entrepreneurial bodies:

We recently added 22 entrepreneurs to our growing mobile team. Welcome to Yahoo! @astrid @gopollgo @milewise @lokistudios!

— Yahoo! Inc.(@YahooInc) May 10, 2013

According to numerous sources close to the situation, Yahoo CEO Marissa Mayer recently met with top execs at Hulu, the premium video service whose big media company owners have been considering selling it for some months.

Sources said Yahoo is “in the process,” although the Silicon Valley Internet giant has not made any kind of formal bid. Other players whom sources said are considering purchasing all or parts of Hulu include: Former News Corp. COO Peter Chernin, who now has a successful and well-funded multimedia and investment company called the Chernin Group; Guggenheim Partners digital arm, which is led by former Yahoo interim CEO Ross Levinsohn; and Amazon.

Sources said Mayer also had an extensive getting-to-know-you meeting, which was apparently not held at Hulu’s offices in Santa Monica, Calif., along with COO Henrique De Castro. The discussion is taking place in the wake of Yahoo’s failed bid — largely engineered by De Castro — to purchase a majority stake in France Télécom’s Dailymotion video service, after a top French government official said Yahoo could not own 75 percent of the company.

Had the deal — which was reportedly valued at $300 million — gone through, it would have been the most significant by Mayer since she took over at the company last July. Thus far, she has limited her purchases to small mobile startup.

While the meetings with Hulu are only preliminary, Yahoo has been to this video rodeo before, having seriously considering buying Hulu when it was previously being shopped by its owners, News Corp., Disney and Comcast. (News Corp. also owns this site.)

Of course, if Yahoo’s interest becomes more serious, Mayer will have to make important visits to top execs at those media giants, since they control the rights to critical content, and thus Hulu’s value.

As Peter Kafka noted in a previous post about Hulu’s possible sale, “much hinges on the licensing rights News Corp., Disney and Comcast would provide for the money-losing site, as well as what happens to the $300 million debt its owners have taken on in the last year.”

Without those rights, Hulu by itself is a very pretty Web site and video platform, but not worth the billions it would be with very long-term television rights, content that attracts users. Currently, sources said its media owners are offering two to three years of rights, with a lot of flexibility over removing content from the site, which is not quite as attractive a deal (to say the least).

But video is a key component of Yahoo’s strategy going forward. Along with mobile efforts, Mayer has explicitly told investors that video was a key to company under her tenure.

Coincidentally, today in an onstage interview at a Wired conference in New York, Mayer broadly addressed the video issue when asked a question about the topic, noting it was important across all of Yahoo’s properties.

“I think video is really important … video is something that we’re all innately designed and born to experience, everyone is born being able to watch and to hear,” she said. “Video is just this amazing format.”

Mayer would know that well, having been at Google when the search giant bought YouTube, ironically snatching it at the last minute from a competing bid by Yahoo, which was then led by Terry Semel. Since then, YouTube has become the most important and powerful player in the space by far.

Yahoo, despite being one of the largest video players on the Web, has mostly been a lackluster competitor in the arena, pinging over the years from creating original content to doing branded deals with media companies, but never establishing a major beachhead with consumers as Hulu did from scratch.

Short of a full acquisition, there may be a way for Yahoo to partner and invest in Hulu, instead of buying it outright that works for all sides — owners get a new owner to foot part of the bill and also increase distribution, and Yahoo can claim that it’s providing users with exponentially more content that would help Yahoo’s long-declining engagement problem.

Sources said News Corp. and Disney have mulled scenarios where one or both companies hang on to the site, while Comcast has no control over Hulu’s fate, having given up its management rights to the site as a concession to federal regulators.

But the strength of the Hulu brand is clear and it has had some success in building a more significant business. While a lot of its video offerings are free, about four million people are paying for a Hulu Plus subscription.

Still, Hulu’s strength might be lagging, especially given after talented founding leader Jason Kilar recently left. Last year, Hulu was a top 10 video site, according to comScore. No longer — in a report in March, it had dropped out of the top 10.

While this likely has more to do with methodology than real decline in Hulu ratings, it does show that while it’s the biggest thing Yahoo could buy or invest in, Yahoo itself has plenty of video views, many more than Hulu.

The question for Mayer then is how much of Yahoo’s multi-billon-dollar cash kitty she wants to bet on a big video play. She might also be considering buying several smaller ones, said sources, with Yahoo having also looked at some smaller video sites, including Blip and Grab Media.

A spokeswoman for Hulu declined to comment and Yahoo PR has not responded to a query for comment (if ever).

Demand Media, the online content company, said it had earned nine cents on an adjusted basis in the first quarter, on revenues of $100.6 million, topping Wall Street estimates of eight cents on $99.6 million in sales. On a fully diluted basis, earnings were one cent a share, or $700,000, compared to a loss of two cents, or $1.8 million, in the three months compared to a year ago.

“Strong growth from our owned & operated content and media properties drove our Q1 results, highlighting the unique capabilities of our content discovery, creation and distribution platform. Further, we accelerated our paid content strategy with the acquisition of Creativebug, a premier online destination for arts and crafts instruction, which will provide our large eHow crafts audience with an expanded learning experience. In addition, we signed up over 400 resellers to our new gTLD tools and received more than two million expressions of interest for domains to be registered with new gTLDs,” said Richard Rosenblatt, chairman and CEO of Demand Media in a statement. “We are excited about the distinct long-term growth opportunities for both of our businesses.”

Demand’s eHow site seems to have driven a lot of the gains in the content area.

Demand shares rose in trading yesterday by close to two percent, to close at $8.58, also its stock is down 7.6 percent for the year.

The company did not mention the planned split of its registar and content business that it announced in the last quarter in the current results, which might be covered on the conference call the Santa Monica, Calif. company will have with analysts at 2 pm PT.

In its last earnings release for the fourth quarter, Demand said it was spinning off its domain registrar business from its media one in a bid to better clarify the company to investors.

Since it went public several years ago, there has been some level of difficulty for each part of Demand to easily explain itself to Wall Street, given the very different natures of its key — but very different — revenue units. In a statement at the time, Demand said that it was “our intent to spin off our registrar business and separate into two independent, publicly traded companies.”

The company noted that the two units “divergent strategic priorities and opportunities” would be better in the new configuration with a pure-play media company and domain services company. At the time, the company said the transaction was expected to take place in the next nine to 12 months, although it required a number of company and regulatory approvals to do the tax-free spin-off to create two different stocks.

In a different kind of transaction, Demand had talked a little more than a year ago to a private equity company about taking the company private. The effort was abandoned, in which Boston-based Thomas H. Lee Partners would have purchased Demand for a price of up to $1.2 billion, due to a number of challenges. Its current market valuation is now about $744 million.

Until we hear more about the spin-off plans from Demand execs, here’s the full release from Q1 to peruse:

1Q 13 FINAL RELEASE

Joyus, the video shopping platform startup led by former top Google exec Sukhinder Singh Cassidy, said it had raised $11.5 million in a second round of funding, led by InterWest Partners and Time Warner Investments. Existing investors Accel Partners and Harrison Metal also participated.

In related news, Joyus said that Ido Leffler, co-founder of natural beauty brand Yes To, would join its board.

The San Francisco-based Joyus has now raised total capital of $19 million to push its efforts to combine video with retailing online. Along with the funding news, the company underscored the efficacy of its approach in a study it also released that it says shows “fashion, beauty and lifestyle brands can directly monetize video through direct response product sales.”

Using premium video content to flack its wares, Joyus said that it converts at 5.15 times the rate of visitors who only browse product listings on the site and that its viewers buy 4.9 times more than those who don’t watch the product videos.

“Every time someone watches a video, Joyus can measure the resulting sales revenue, creating the first ever metrics for return on investment (ROI) using online video to drive product sales,” said Joyus, which noted that on a half-dozen product areas that the average revenue per video (RPV) view ranges from 47 cents to 93 cents, meaning every thousand views of video on Joyus produces between $470 and $930 in direct sales revenue. Joyus shares a cut of the sales on its site with its merchants and provides the purchasing tools.

While others might dispute this performance and many online retailers have added video to their sales processes, Joyus CEO and founder Cassidy said in an interview that online retail has to shift from a focus on engagement statistics and monetization via brand advertising to direct product sales results.

“The data on video shopping needs to be aimed at a return on the investment rather than on just brand recognition,” she said. “We think by providing an informative and entertaining experience, where you can make purchases right away, consumers buy and that this is the direction online commerce is moving.”

As I noted in a previous post about Joyus when it launched in mid-2011: “If you think about a link-laden infomercial, you’ll get a general idea of what is being created by Joyus.”

While Cassidy did note that a comparison could be made to television shopping networks like HSN, which shows elaborate demos of its products, Joyus has its own tech stack and video platform that allows shoppers to watch in a non-linear way that is preferable online and also on mobile.

“We are aimed at those customers who are bred and born on digital, so the merchandising formula is different,” said Cassidy. “This is a shopper from 30 to 50 who wants entertainment and commerce together in a format that is convenient.”

But traders didn’t like everything they saw. LinkedIn lowered its second-quarter guidance below analyst’ consensus, expecting revenue of $342 million to $347 million and adjusted EBITDA of $77 million to $79 million versus a consensus of $360 million and $85.5 million, respectively. As a result, shares plunged more than 10 percent in the aftermarket on Thursday to about $180, around where it remains as of day trading on Friday.

Here’s the thing: LinkedIn has always provided fairly lowered expectations for its coming quarters, and has always seemed to well exceed those expectations upon reporting earnings. Some analysts who have followed the stock closely know this, and aren’t wavering.

“We think management tends to be conservative and believe there is meaningful upside to guidance,” Stern Agee analyst Arvind Bhatia said in a research note on Friday. “Our revenue/EBITDA estimates remain above guidance.”

It’s not crazy optimism. All of LinkedIn’s key metrics were up significantly year-on-year; LinkedIn’s three revenue streams — talent solutions, marketing and subscriptions — were up 80 percent, 56 percent and 73 percent, respectively, compared to the year-ago quarter.

As are page views, which are beefing up big-time as LinkedIn shifts from being a static site to upload your resume and perhaps visit only when you’re looking for a new job, into a site where content is front and center, where users actually want to return to the site on a daily basis to see something new. That’s why the team under executive editor Dan Roth has introduced items like LinkedIn influencers who pen posts for the network, and more consumer-friendly status and commenting areas inside the stream. Not to mention redesigns galore.

Here’s a thought: LinkedIn could be trying to temper analysts’ wild expectations because of the company’s consistent ability to outperform. No company beats the Street every single time. And remember, LinkedIn made a few ad deals last year that boosted its marketing solutions revenue for a time, but won’t be re-upped for Q2, and therefore won’t buoy the numbers in the same way. So perhaps a bit of temperance will be a good thing for those frothing at the mouth at the company’s crazy price-to-earnings ratio.

We’ll see, though. Right now, analysts seem to think that LinkedIn is just being cautious, as always.

“I think the takeaway from yesterday is that they guide pretty conservatively,” Wedbush Securities’ Michael Pachter told Bloomberg West on Thursday. “The stock is actually off in the aftermarket because they keep doing the same thing — setting the bar super low.”

“They just keep telling us ‘We’re gonna strike out next time,” Pachter said. “But they just keep performing and hitting everything out of the park.”

Justin Kitch — the founder and CEO of Web 1.0’s Homestead small-business site that was sold to Intuit in 2007 — is returning with Curious, a lifelong learning startup aimed at connecting teachers and students on “subjects as varied as salsa dancing, integral solving, pipe soldering, jewelry making and knife sharpening.”

A little eclectic, perhaps, but the new company has raised $7.5 million from Redpoint Ventures, as well as prominent individual investors such as Bill Campbell.

That amount is a lot, but is part of a new rush to fund a range of educational startups of all kinds. Most recently, Lynda.com raised $103 million in January for its popular software, creative and business video courses. Other high-profile and well-funded MOOC — massive online open course — providers include Udacity and Coursera.

Curious will offer short-format video-based interactive lessons, noting that it currently has about 500 of them collected from a private beta phase, with 100 teachers and 10,000 learners in 140 countries.

In a post on the new effort, Kitch wrote: “To be clear, the earth would still be rotating on its axis without our launch today. But it would be without one little new idea that just might turn into something big.”

Here’s the official press release:

CURIOUS LAUNCHES NEW MARKETPLACE TO TEACH OR LEARN ANYTHING ONLINE

Platform Designed for Lifelong Learning Gives Teachers Tools to Easily Build, Market and Monetize Content

Already More than 500 Interactive Video-Based Lessons on Everything from Brewing Beer and Creating Excel Spreadsheets to Learning Conversational French

May 1, 2013 — Menlo Park, CA – Curious.com, Inc., today unveiled a new marketplace for lifelong learning where students and teachers can connect around subjects as varied as salsa dancing, integral solving, pipe soldering, jewelry making and knife sharpening. The company debuts as the home to hundreds of short, engaging video-based lessons for consumers interested in learning about anything, anytime. Founded by former Homestead CEO and founder and Intuit executive, Justin Kitch, Curious also provides teachers with the tools to market, share and monetize their lessons as well as interact with their students. The company has received $7.5 million in funding from Redpoint Ventures, individual investors Bill Campbell and Jessie Rogers, and a personal investment from Mr. Kitch.

“No matter what you want to learn, there is a great teacher somewhere in the world who could teach you. However, those teachers often don’t have the tools or the marketing expertise to teach online. The internet hasn’t caught up to them yet, which means that people trying to learn on the web are too often stuck wading through piles of low quality content and are then underwhelmed with the static way content is delivered,” said Mr. Kitch. “We believe online learning needs to be more fun and digestible for the lifelong learner in all of us, and easier and more lucrative for the world’s best teachers. Curious was designed from the ground up with those two objectives in mind.”

Curious Turns Passionate Teachers into Entrepreneurs with Free, Easy-to-Use Tools

With Curious, teachers don’t have to take out loans, deplete their savings or put their professional lives on hold trying to start a web business from scratch. At no cost, Curious offers teachers the Curious Lesson Builder which allows them to build, publish and market informative, entertaining lessons to attract followers and turn their passion into profits by earning supplemental income. Curious also links related lessons, tracks how many views a lesson has received and enables learners to submit projects and create “Curious Cards” to share their achievements and interact with teachers. Teachers can work with students on a highly personal level to answer questions, review projects and provide feedback.

“With Curious, we’re able to reach a whole new audience — and on a much bigger scale,” said Curious teacher Jennifer and Kitty O’Neil. “The Curious Lesson Builder makes presenting our videos easy. Curious takes care of everything else, and we can focus on what we do best, teaching. Now that we’ve connected with Curious, we’re taking our business to a whole new level.”

“I was once asked at a job interview what inspired me as a teacher and I said it was helping people to achieve something they previously thought beyond their ability,” added Curious teacher Guy Badger. “Curious helps show people that they really can accomplish more than they realize and, with the right teacher, learning can not only be fun, but can develop confidence and might just assist someone in landing that dream job.”

Bite-Size Lessons Optimizes Anytime, Anywhere Learning

Through the Curious Lesson Player, Curious allows learners to engage on their own time. Whether they have 10 minutes or several hours, they can watch short-format videos and interact with teachers and the Curious community through a host of multimedia features to discover something new, improve a skill, or follow a passion. No scheduling means students can take lessons at their convenience, stop lessons whenever they want, post questions as they arise, and share projects in-process or upon completion. Curious currently houses more than 500 lessons, adding more each day. Thanks to overwhelming interest during its private beta phase, the Curious community is already comprised of more than 100 professional teachers and over 10,000 learners from 140 countries who share perspectives, knowledge, and experiences at launch.

Curious includes free lessons as well as lessons that cost a few dollars. The company has introduced its micropayment system, Curious Coins, to make it easy for learners to securely purchase premium lessons whenever they want without repeatedly using their credit cards for nominal transactions. To celebrate its launch, Curious will offer new learners $20 of free Coins. Because most premium lessons cost only a dollar or two, learners have ample opportunity to explore all that Curious has to offer.

Founders Reunite and Secure Funding, This Time to Transform Online Learning

Curious rejoins the leaders of Homestead, which became the world’s largest small business website platform before being acquired by Intuit. Mr. Kitch, Thai Bui, (Homestead co-founder and CTO; Curious CTO), and John Tokash (Homestead Director of software development; Curious co-founder and Head of Engineering) applied their key learnings from growing Homestead, helping businesses quickly and easily build excellent, user-friendly websites, to Curious. The Curious founders have since directed their vision, energy and talents to develop an unparalleled interface and learning community that teachers and students will embrace. Similar to Homestead, Curious revolves around empowering the “little guy” with all the tools and marketplace presence of larger competitors to bring the best content to the largest audience.

“Justin, Thai and John wanted to create a home for learning where consumers make every second matter,” said Redpoint Ventures general partner and lead investor, Tim Haley. “As industry veterans, these guys know how to build compelling consumer products and services. Curious already offers a wide-range of outstanding content, an array of expert teachers from around the world, and a highly engaged user community — all from its beta period. The result is that anyone who comes to Curious on Day One will find compelling lessons on the topics they want and they’ll fall in love.”

To start teaching and learning now, please visit www.curious.com.

News of the layoffs leaked on Friday afternoon, as staffers who were in attendance live-tweeted their own dismissals.

AOL joins the ranks of the major portals offloading their music divisions over the past six years. 2006 saw Microsoft’s shuttering of MSN Music, while Yahoo closed the doors on its Yahoo Music services in 2008, as well as shutting down its MusicMatch service the year prior (just three years after acquiring it in 2004 for $160 million).

AOL Music, in particular, has waned in popularity with the rise of other streaming music services like Spotify, Pandora and the like, along with a series of executive departures.

That, coupled with the entrance of AOL’s new brand group CEO Susan Lyne, makes the move not an entirely surprising one. Lyne has noted in previous interviews upon first taking the job that she’d be looking hard at AOL’s existing content properties, pointing out under-performers and deciding what to do — or not do — with them.

“If we were doing everything really well already, then I wouldn’t be here,” Lyne told AllThingsD in a previous interview.

AOL did not respond to a request for comment.

While it may be the end of AOL Music proper, I’d doubt it’s the end of entertainment for AOL. Lyne comes from a background in media, running ABC’s entertainment division in the past as well as Martha Stewart Living Omnimedia. I figure this is a culling of slouching properties that’ll sting existing employees, while perhaps rethinking the way the brands approach content properties in the future.

A consolidation of sorts, methinks. (TBD on how that sort of approach will work for the company.)

So while that all makes sense, I’m sure it doesn’t do much for the employees being let go. Dan Reilly, one of the employees tweeting his layoff, summed it up quite nicely in a parting tweet:

Well, at least I found a good reason to finish off the whiskey at my desk.

— Dan Reilly (@danreilly11) April 26, 2013

While the tale of a print magazine embedded in a troubled media company makes for much better reading, everyone loves a listicle. So, Time has once again put out its annual countdown of the 100 “most influential people in the world, from artists and leaders to pioneers, titans and icons.”

And, as usual, global techies represent big-time on the list, including:

* Tesla and SpaceX’s Elon Musk — about whom Virgin Group’s Richard Branson wrote, “It’s a paradox that Elon is working to improve our planet at the same time he’s building spacecraft to help us leave it.”

* Instagram co-founder and CEO Kevin Systrom, who gets inexplicably feted by entertainment bon vivant Ryan Seacrest (we are down with this anyway).

* Netflix content chief Ted Sarandos (yay for Ted, who is Mr. Nice Guy, especially for Hollywood).

* Ren Zhengfei, CEO of China’s telecom giant Huawei.

* Oh-Hyun Kwon, Samsung CEO, about whom former Apple CEO John Sculley wrote, “As Samsung builds a campus in Silicon Valley, all eyes will be on Kwon to see if the CEO with a PhD from Stanford can be as successful with software as he has been with hardware.”

* Music manager and Internet talent discoverer Scooter Braun.

* Minecraft developers, Markus Persson and Jens Bergensten, whom my sons revere (and therefore are deserving of kudos!).

* OkCupid founder Sam Yagan, who is now CEO of Match.com.

* Microsoft and Apple irritant David Einhorn, who is the only hedge fund investor dude I like.

* Deservedly ubiquitous Facebook COO Sheryl Sandberg, whose “Lean In” is a bestseller.

* Apple design guru Jony Ive, about whom Bono noted, “Jony Ive is himself classic Apple. Brushed steel, polished glass hardware, complicated software honed to simplicity.”

* Coursera co-founders Andrew Ng and Daphne Koller, who are among many in tech trying to change education.

* Chinese tech investor Kai-Fu Lee.

* Google Ideas guy Jared Cohen.

* Afghanistan entrepreneur Roya Mahboob, who gets praise from Sandberg.

* Kickstarter CEO Perry Chen, about whom “Veronica Mars” star (and user of the fundraising tool) Kristen Bell said, “There’s something so smart and magical about that idea — connecting consumers with creators and letting them vote with their own money.”

* And listicle Olympian and Yahoo CEO Marissa Mayer, garnering a major feting from Google’s Eric Schmidt, who wrote: “Google was lucky to have her help us grow into what we became, and Yahoo is lucky to have her taking them someplace new.”

(Cover photo by Mark Seliger for Time)

Facebook kicked off the first of three developer events on Thursday, continuing its push to court mobile coders to build applications atop the Facebook platform.

Aside from continuing to boast high stats on download rates for apps built atop the platform, the company launched a series of new features and tools for its platform at the Manhattan event, aiming to make it as easy as possible for mobile developers to integrate their apps into the very fabric of Facebook.

I won’t get into the nitty-gritty, as it’s pretty nerdy stuff. But, in a nutshell, the new tools make it somewhat easier for developers to share user activity from their apps to Facebook, with features like native sharing code, a faster mobile login, and a new version of the Facebook software developer kit for iOS. Basically, more tools for mobile devs.

That matters, Facebook reminds us, because small-time developers face a constant uphill battle in pushing out and promoting their applications amid the crowded typical markets like Google Play and Apple’s App Store.

“Your app is a pale blue dot — to paraphrase Carl Sagan — in the app cosmos,” said Doug Purdy, director of platform products, at the event. “So how do you get found in that cosmos?”

Better sharing features, the pitch goes, make your app more surface-able within the Facebook network, which in turn will drive more people to the respective app markets to install your app. In addition to Thursday’s launches, Facebook has pushed updates to Timeline, the launch of Graph Search and ongoing tweaks to News Feed over the past year, all in the name of giving better placement to outside app activity.

Benevolent of Facebook? More like a sense of enlightened self-interest. Facebook needs third-party app activity to populate its News Feed in order to keep the public inside the Facebook app, scrolling through the feed and engaged on a regular basis.

Turns out that folks like messing around with app activity and photos much more than just text-based status updates. Facebook scratches your back with better sharing tools, and you’ll scratch Facebook’s back by keeping eyeballs on the feed.

The social giant isn’t the only company trying to court developers. Facebook’s New York conference falls just two weeks after Twitter’s recent mobile developer conference. There, the microblogging service unveiled improved and expanded versions of Twitter Cards, Twitter’s developer-centric technology that better integrates outside stuff like video, pictures and stories into Twitter’s platform.

Again, the philosophy here is simple: The more content-rich a company’s stream is, the more you’ll see people stick around the product in the long run.

Now the onus is on developers to choose which platforms — if any — they’ll decide to build atop of, and how much work they’ll put into it.

It’s a big buy for LinkedIn, costing a cool $90 million, according to the company.

The app, which collects news articles from a range of topics chosen by users and presents them in a clean, stylish format, rose to the top of Apple’s App Store ranks just a few years ago, quickly becoming a favorite among the many newsreaders currently available. Pulse currently claims more than 30 million users globally who read more than ten million stories daily using the app.

But more than that, it’s yet another move by LinkedIn to expand beyond being just a static resume service for recruiters and professionals. Spearheaded by executive editor (and former Fortune and Wired journalist) Dan Roth, LinkedIn has made major strides in pushing original and partner content through the site, aiming to keep users returning and engaged on a regular basis.

“We believe LinkedIn can be the definitive professional publishing platform — where all professionals come to consume content and where publishers come to share their content,” LinkedIn SVP of product and user experience Deep Nishar said in a company blog post. “Pulse is a perfect complement to this vision.”

In that vein, the company launched its “Influencer” program late last year, essentially asking big names in business, entertainment and politics to write original think pieces that users can read on the site. And, in Twitter-esque fashion, users are able to “follow” those influencers across the site, so that only the content users want will appear inside their respective feeds. (Not surprisingly, the move came only months after Twitter cut off LinkedIn tweet syndication, which provided LinkedIn with most of the content flowing through the system up until that point.)

And of course, let’s not forget LinkedIn Today, the company’s news aggregation service which also brings users tons of fresh stories on the regular.

Engagement, after all, is pretty much LinkedIn’s key theme for 2013. As the site undergoes multiple design revamps across user pages and the company’s massively profitable recruiting products, LinkedIn is trying to escape its image as a one-off, sparingly used online resume service. It wants to be the home page for professionals, including the place where those pros go to catch up on the biz news they care about.

So a service like Pulse, which lets a company know exactly what sort of stuff its users want to read and care about, is likely pretty valuable to what LinkedIn is trying to do.

Yes, engagement is good for the overall health of the site, and for keeping recruiters abreast of the latest movements and activity for the 200 million people who use LinkedIn. But it has another side effect: The more page views and user activity coming in, the more potential to bolster LinkedIn’s ad business, one of the company’s three revenue streams.

LinkedIn wasn’t the only one who saw Pulse’s value. As we reported previously, sources said Pulse was in discussions with Yahoo, Microsoft, Gannett and even Amazon at points.

Ultimately, LinkedIn emerged the victor. Now we get to wait and see just exactly how the company wants to make Pulse work for it.

The company pulled back the cover on its Android initiative at an event at its Menlo Park campus on Thursday, showing off “Home,” Facebook’s vision for how the hundreds of millions of Facebook users will interact with their mobile devices.

Yes, it’s essentially Facebook-izing your phone, a different interface to access your apps and personal connections.

“What would it look like if our phones were designed around people, not apps?” CEO Mark Zuckerberg said at the event.

But it’s way more than that. Facebook wants to blur the lines between individual applications and the way you interact with your device, interweaving different Facebook services — and, ultimately, Facebook content — throughout all parts of the Android phone. The two most significant ways of doing that are with “Chat Heads” and “Cover Feed,” two entirely new conceits that come with the installation of Facebook Home.

The real gem here, however, is Cover Feed — basically a non-stop flow of photos, status updates and Facebook content flowing through your phone, whether you’re using it or not. The lock screen and home screen no longer exist as static repositories for applications. Power on your phone, and you’ll be subject to a never-ending cascade of everything flowing through your News Feed.

Think of the possibilities here. Instead of having to access your Facebook app directly on your mobile device to view the News Feed, Facebook will always have its content stuck front and center, right in your face. It’s the answer to our massive shift to accessing the Web via our mobile devices over the desktop.

That, my friends, is where the money comes in. As Zuckerberg said (very quickly) at the event, “there are no ads in [Cover Feed] yet.” But — and this is a big but! — “I’m sure at some point there will be,” he followed up.

Think about that for a second. How valuable would it be for you, as an advertiser, to have your ad cycled in front of tens of thousands of faces staring at their phone’s home screen? What about small-time app developers who want Facebook’s mobile app install ad suggestions in front of potential customers? This is huge.

And I imagine at some point, when ads do show up on the device, Facebook could subsidize the phones to make them cheap, if not entirely free. (Not today, though. Still costs a hundred bucks to get an out-of-the-box Facebook phone.)

Messaging, too, carries with it a great deal of potential. Chat Heads essentially makes mobile messaging on the phone a persistent service; instead of a notification that goes away at the top of your screen, a small bauble icon featuring your friend’s head will pop up to the right-hand side, overlaid on top of the screen regardless of whether you’re in an app or the home screen.

Now look at how other major messaging competitors like WhatsApp, Line and KakaoTalk are using their messaging services. You’re able to insert photos, videos and in some cases small mobile games into the messaging application. Zynga, too, is rumored to be in talks with some companies to promote its games inside of some of these messaging apps.

So think of this future. A Facebook phone in every hand, with content circulating throughout its messaging capabilities, its lock screen, its home screen. It is non-stop Facebook — in your face — all the time. It is Facebook escaping being relegated to a mere app, invading every facet of your mobile experience. It is a potential boon for ad dollars, for partnerships, for additional outside content.

Now, all Facebook needs is for you — and all of your Android-loving friends — to install Home on your phones, and to get Home capable of running on more and more Android devices.

Time to get to work.

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According to sources, Twitter co-founder Biz Stone is close to launching a new startup called Jelly, which one person called a “native mobile” effort.

While it’s not clear exactly what that means, sources said the well-known entrepreneur has already hired four or five employees to form a team on the mystery product that will likely be aimed at smartphones and tablets.

It’s an interesting move, since Stone is also running a small incubator called Obvious with one of his Twitter co-founders, Ev Williams. They left their daily roles at the high-profile microblogging service to create Obvious, which has startups such as Lift, Branch and Medium in its portfolio.

There has been low-level chatter in Silicon Valley about Stone’s startup, which some have taken to mean he is no longer working as much with Williams at Obvious. But sources said that is not the case and both are involved in helping their small group of startups.

That said, Williams has been focusing more on Medium, an effort to rejigger blogging and content platforms. Meanwhile, another Obvious principal, Jason Goldman, has been focused on Branch, an online conversation-focused site.

Presumably, Obvious will invest in Jelly, but that’s not clear.

There’s no doubt that the highly-valued Flipboard has been at the forefront of social publishing.

With its popular app for the Apple iPhone and iPads, the Silicon Valley startup now has 50 million readers, who use it to elegantly consume content from Facebook, Twitter and a myriad of sources from all over the Web.

Now, in its new second version, the company is moving from a show-me paradigm to a make-something one, allowing users to “create magazines,” according to Flipboard.

In fact, that’s a bit of a broad definition of create — Flipboard 2.0 is more about allowing regular people or professional publishers to curate any kind of magazine in any niche.

For example, in testing the app, I made a magazine about Pop-Tarts. (Does anyone have a problem with that?)

Using a new “plus” button and a pretty easy interface, it is meant to take self-expression to new levels using video, images, text and even music. To help grow audiences for these quasi-creators, as well as find stuff to use, Flipboard has also launched a new content search feature.

There should be some fun stuff created to keep users flipping on the service, but it’s clear the offering is also a lot about finding more revenue for the startup. Using specialized magazines, for example, publishers can instantly create one-offs of previously published content — from Vanity Fair’s “Royal Weddings” to Martha Stewart Living’s “Home How-Tos” — and presumably sell advertising against it.

Flipboard has also partnered with crafts retailer Etsy to make what is essentially a prettified catalog, complete with an integrated shopping cart, for which there are all kinds of lead fees.

Since it has remained independent so far despite some big acquisition interest, figuring out a solid business plan is important, especially since Flipboard did a massive $50 million fundraising round that valued it at $200 million two years ago.

Its investors include Insight Venture Partners, Comcast Ventures, Kleiner Perkins Caufield & Byers, Index Ventures and a spate of well known angels, such as Jack Dorsey of Twitter and Square, Facebook co-founder and Asana co-founder Dustin Moskovitz, investor Ron Conway, actor Ashton Kutcher and the investment company run by former News Corp. exec Peter Chernin.

There are a lot of other new features in the latest Flipboard, but you can read Walt Mossberg’s review of it here, as well as watch my video interview below of Flipboard CEO and co-founder Mike McCue about it all, as well as its business outlook:

And here are some pretty screenshots to give you an idea of the magazine-mania possible:

]]> http://allthingsd.com/20130326/everybodys-a-curator-flipboards-mike-mccue-talks-about-new-version-of-social-magazine-video/feed/ 0 http://allthingsd.com/20130325/wsjs-worthen-joins-sequoia-as-head-of-content/ http://allthingsd.com/20130325/wsjs-worthen-joins-sequoia-as-head-of-content/#comments Mon, 25 Mar 2013 23:48:03 +0000 Kara Swisher http://allthingsd.com/?p=306621 Longtime Wall Street Journal reporter Ben Worthen is joining Sequoia Capital as head of content to work with its startups, including on improving its blogs, social media and video. The Silicon Valley venture firm confirmed the move by Worthen, who has covered tech for 13 years, most recently focused on enterprise software.

]]> http://allthingsd.com/20130325/wsjs-worthen-joins-sequoia-as-head-of-content/feed/ 0 http://allthingsd.com/20130325/yahoo-acquires-hipster-mobile-news-reader-summly-like-we-said-it-might/ http://allthingsd.com/20130325/yahoo-acquires-hipster-mobile-news-reader-summly-like-we-said-it-might/#comments Mon, 25 Mar 2013 13:13:58 +0000 Kara Swisher http://allthingsd.com/?p=306305

Yahoo has bought Summly, the mobile news reader app founded by a young British entrepreneur.

In a statement, the London-based company said it had bought the tiny outfit, which will close its app. The price was not disclosed (although I will try to find out soon enough). But the company had been seeking additional funding recently at a big valuation, in stark contrast to its small size (less than one million downloads), staff (five) and business model (zero revenue).

(Update: Sources tell me Yahoo paid just about $30 million for Summly, mostly in cash, with 10 percent in stock, for three employees.)

AllThingsD.com reported in December that Yahoo was looking closely at the startup, with CEO Marissa Mayer meeting with its founder Nick D’Aloisio. As we noted then, Yahoo was aiming at trendy mobile “acq-hires” to give the sleepy Silicon Valley Internet giant some sizzle and improve its moribund mobile offerings.

Mayer has been buying up a range of similar small mobile startups, largely for their teams of talented and innovative engineers. And, at a recent employee meeting, its M&A head Jackie Reses said the Silicon Valley company was looking at two significant purchases and a half-dozen smaller ones.

Said Yahoo: “Founder Nick D’Aloisio and the Summly team are joining Yahoo! in the coming weeks. While the Summly app will close, we will acquire the technology and you’ll see it come to life throughout Yahoo!’s mobile experiences soon. We’re not disclosing purchase price or other terms of the deal.”

Yahoo mobile head Adam Cahan wrote a blog post about the deal, as did D’Aloisio, who also tweeted news of it:

@summly has signed an agreement to be acquired by Yahoo!! Excited for the next chapter of Summly! Thanks to all who have supported me.

— Nick D’Aloisio (@nickdaloisio) March 25, 2013

News readers have been getting snapped up of late. CNN acquired Zite for $20 million in 2011, while we reported that LinkedIn was in the midst of buying Pulse for upwards of $50 million.

The 17-year-old D’Aloisio created the high-profile news reading app, which garnered much attention in the last year in the mobile space, which is probably what attracted Yahoo to it.

As I wrote:

D’Aloisio — who looks like he could easily be a member of One Direction if this tech thing did not work out — is perhaps a perfect storm for Yahoo, which is seeking to show that it can attract innovative, young entrepreneurs to the company, while also looking to strengthen its nearly bare mobile cupboard.

Summly is all that and a bag of (fish and) chips, with a very slick app for the Apple iPhone that has become one of the more popular in the App Store since it was re-launched last month. The company has said it has been downloaded 500,000 times.

It deserves the attention, as it is a pleasure to use — think an even hipper version of Flipboard with some more sass. The handsomely designed app summarizes news stories — all using a natural language processing algorithm — in only a few sentences and in under 400 characters. Users can then swipe through topics and stories quickly and click in to be directed to the full story on the original news site.

Summly originally started as a prototype app called Trimit, which soon garnered attention and seed funding from Hong Kong billionaire Li Ka-Shing’s investment firm. In no time, it had a range of other investors, ponying up about $1.5 million, including trendy ones like Ashton Kutcher and tech types like Zynga’s Mark Pincus, Automattic’s Matt Mullenweg and Airbnb’s Brian Chesky.

Since then, it has been striking content deals, including with News Corp. (which owns this site) and others, which seem to be attracted by its investor pedigree, its solid technology and — perhaps most of all — its media-darling founder.

To get an idea of the adorable hip factor involved, here’s a really clever video D’Aloisio did with actor Stephen Fry, who is also an investor in the startup:

Summly Launch from Summly on Vimeo.

]]> http://allthingsd.com/20130325/yahoo-acquires-hipster-mobile-news-reader-summly-like-we-said-it-might/feed/ 0 http://allthingsd.com/20130318/global-platform-head-carroll-departs-yahoo-for-go-daddy-while-yahoo-news-head-leaves-for-nbc/ http://allthingsd.com/20130318/global-platform-head-carroll-departs-yahoo-for-go-daddy-while-yahoo-news-head-leaves-for-nbc/#comments Mon, 18 Mar 2013 21:26:01 +0000 Kara Swisher http://allthingsd.com/?p=304413

As I noted in a piece last week about the departure of Yahoo Mail head Vivek Sharma for a new job at Disney, the Silicon Valley Internet giant is likely to see a lot more execs unhappy with the new regime of CEO Marissa Mayer take off after annual bonuses start being handed out in March.

Today, it’s James Carroll, SVP of the consumer and global platform group at Yahoo.

In the job, the former Microsoft exec has been in charge of the company’s global R&D centers in China, India and the Middle East and been “responsible for Yahoo’s content, social and membership platforms and the international delivery of all Yahoo! products and services worldwide.” That has included all its efforts at internationalization, international infrastructure development and localization.

Sources said he is leaving to head international at Go Daddy, one of the world’s biggest Web hosting and domain registration companies. Go Daddy is led by former Yahoo product head Blake Irving, who had hired Carroll at Yahoo in 2010.

And, as NBC announced earlier today, editor in chief of Yahoo News, Hillary Frey, has taken a job there as editorial director of news at NBCNews.com, which is undergoing a major refurbishment. She had been at Yahoo since late 2011.

Many more to come, I am told, as execs either decide to depart or Mayer continues to clean house. It’s still unclear who will be taking over these key jobs at Yahoo.

One thing for sure: I don’t expect a comment from Yahoo PR on the changes.

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