“Let’s go. Yes, let’s go.” [They do not move.]

– Samuel Beckett, “Waiting for Godot”

In Internet terms, the removal of Yahoo CEO Carol Bartz happened a dog’s age ago.

In fact, it was September 6.

Since then, it has felt like a slow slog, especially contrasting the situation with that of another troubled Silicon Valley giant, Hewlett-Packard, which fired its CEO Léo Apotheker and appointed a new one, Meg Whitman on September 22.

Since then, in comparison, the former eBay CEO has been like the Energizer Bunny, making a series of major and often difficult decisions, including: Holding onto its PC unit; reaffirming its controversial deal to buy Autonomy; promising a decision on the fate of its webOS unit within the next two weeks; appointing new execs; and even buying a company.

To be fair, Yahoo did acquire advertising start-up Interclick.

Otherwise, still no sale or investment deal. No new CEO. No Asia resolution. And, perhaps most importantly, no clearly articulated strategy going forward.

It’s not that Yahoo’s leadership isn’t working at it.

Some fervently insist to me that there is a “plan,” as if there is some clever game of Internet Stratego going on that I cannot possibly grok.

Mebbe — but of this I have no doubt: The Yahoo board has indeed been huffing and puffing away, weighing and measuring, considering and debating.

A lot.

Maybe I’m just too impatient. I am (ask my kids).

Or maybe Yahoo’s beleaguered employees are, one of whom just wrote me plaintively, “unreal how they can drag this out,” in what has become a common refrain up and down the ranks.

Or maybe it’s the Asian partners, Alibaba Group and SoftBank, who are antsy and have considered a variety of nuclear options in order to get back stakes Yahoo holds in them. Said one: “The strategy seems to be to frustrate and exhaust us into submission.”

Or, finally, maybe it’s the newly frustrated recent bidders for a partial stake in Yahoo, Silver Lake and TPG Capital. Declared one to me after I warned that Yahoo might, in fact, drag the proceedings out longer than you might expect: “I thought you were kidding.”

Nope, welcome to the Yahoo waiting game, PE guys!

So, to help us all get through it, here’s a quick update primer on what’s what on the various fronts:

Who’s in Charge Here?

Technically, it is the Yahoo board, which is aided by interim CEO Tim Morse.

First, a word about Morse: By all accounts, he is doing a very good job as temporary head honcho — calming the troubled company, making swift decisions about daily operating issues and being a generally nice dude to deal with.

“He’s Yahoo’s no-drama Obama, in comparison to what was happening before,” said one exec, in reference to the more volatile regime under Bartz.

Still, despite his very pleasant all-hands meetings, such as one earlier this week, Morse had previously been Yahoo’s CFO and not an Internet-savvy visionary to give the company inspiration. No insult intended, but he’s the accountant guy.

To be fair, he is not meant to be the visionary, but many at the company are yearning for exactly that.

A role that is now being taken up again by co-founder, former CEO and director Jerry Yang, who dozens of employees tell me is unusually involved in operational details these days for a board member.

I get reports of sightings of him all the livelong day: Jerry in demand-side advertising confab! Jerry chitchatting with entrepreneurs from a possible start-up acquisition! Jerry weighing in on a variety of products. Look, over in the cubicle, it’s Jerry!

This is seen by Yahoo employees as a good thing and also a bad thing, since it’s hard to be running your little divisional show at Yahoo with the dude who invented it all looking over your shoulder, even if he means well. People naturally defer to Yang, the 800-pound Web icon in the room.

But, given the overwhelming state of stasis at Yahoo now — “No one can do anything until we find out how the story ends,” said one staffer — and employees eying the exits, no power at Yahoo really matters but the board.

You know, the board that has gotten the company to this moment of crisis and profound ennui, which is its own particularly ironic irony.

To better understand the power dynamics on the board, above is a little chart for you to peruse to give you an idea of which independent board member is running what key committee.

The only truly important one is the Transactions and Strategic Planning committee, which is headed by Intuit President and CEO Brad Smith and includes former Akamai President (and former Yahoo CEO candidate) David Kenny, top HP exec Vyomesh Joshi and other guy Gary Wilson.

And, in completely visible shadow form, Yang. Multiple sources close to the situation said he has been a key force in the strategery around a possible sale or investment.

This has caused not more than a little tension among board members, but everyone seems to like the much described nicest-man-in-the-room, Smith, and hopes his cool head will prevail.

Another important part of the board is the Nominating and Corporate Governance committee run by Patti Hart, who is energetically and simultaneously — if pointlessly — in search of a capable new Yahoo CEO.

Or, as I like to call this mythical person: The Unicorn.

The Deal

As I and many others have previously reported, there are bids on the table for partial investments in Yahoo by two very powerful private equity firms, Silver Lake and TPG Capital.

It’s a PE rumble, with a side of Microsoft financial backing! (I think Silver Lake’s Egon Durban makes a very nice Riff, while Microsoft’s Steve Ballmer is the perfect Officer Krupke.)

My fervent wishes for some figurative and dance-accompanied knife-play aside, the bids are essentially the same in general and different in particular. Silver Lake is offering about $16.50 a share, while TPG is dangling a tiny bit more. Silver Lake has power entrepreneur and VC Marc Andreessen on its side, while TPG is trying to get Silicon Valley fave investor and start-up whisperer Reid Hoffman of Greylock Partners and LinkedIn on its team. Both have ideas on CEOs, strategy and what to do about the Asian assets.

This type of deal could happen suddenly and you’ll hear about it quick, since the losing side will immediately trash it to the media.

As you might expect, each director has their favorite PE firm, with some not liking Andreessen, some thinking the TPG bid is a little light, some for a whole-company deal and some wanting Yahoo to hire its own CEO and run the place itself.

Of course, the last one shows a disturbing level of denial and should be a nonstarter, given the board’s abysmal record on CEO choice and its riding of Yahoo to this sad point in its storied history.

Here’s what to expect on the PE front: A lot of wrangling behind the scenes with frequent leaks to the media about what each side wants and will not yield on.

CEO choice or no CEO choice, that is the question!

Also a big factor are Yahoo’s major shareholders, few of whom like the partial investment deal, which is known as a PIPE (Private Investment in Public Equity), because of the insiderness of it all and because they prefer a whole-company sale at a higher price.

There is also pressure from activist shareholders like Daniel Loeb of Third Point, who has attacked Yang and others on the board and is ready to pounce with a proxy fight if Yahoo tries to override shareholders too egregiously. And, of course, the inevitable lawsuits over any arrangement that seems to block a whole-company bid.

That said, such a mega-deal seems unlikely, since it is too pricey and despite a lot of noise that Yahoo’s Asian partners were ready to strike with a takeover in order to get back Yahoo’s big stakes in their companies.

That’s kind of like buying a store to get back the cool pair of shoes you sold, but bankers love to scheme up this stuff. While it certainly could happen, it would be a bear of a deal.

Perhaps more like Yogi Bear, hopelessly angling for a tasty pic-a-nik basket — but grrrr anyway.

But perhaps the biggest factor in all of this mishegas is time. There is none on a lot of levels, most especially the increasing level of brain drain and drift at Yahoo. After the New Year dawns, this is going to spin right out of control and amount to the biggest internal challenge Yahoo faces.

An Asian Solution

As I and others have reported, Yahoo is entertaining yet another proposal to sell all or part of its Asian assets back to the companies, which make up a bulk of its market valuation.

The relationship between Yahoo and its Asian partners has long been fraught, and today the difficulty of reaching an agreement remains a vexing issue. That’s because it is hard and complex and because no one wants to do what the other side wants.

I am no tax attorney, but it seems as if Yahoo will ultimately come to some deal with China’s Alibaba and Japan’s SoftBank, which could include big investors like Russia’s DST Global.

And, as I reported last week, the Asian partners want to strike a deal with the current board rather than lose leverage with a much cannier new owner.

It’s a tough decision in all aspects to strike, but would remove the focus on the fact that Yahoo’s most valuable asset is something it is not running and simply holds due to a good stock trade in years past.

Years past should be the operative thought here, since the Asian assets have nothing to do with what Yahoo needs to do with its core U.S. and global brand.

You know, the thing that allowed them to buy those lucrative Asian assets in the first place?

Strategery

And that’s the crux of all this, isn’t it? Yahoo needs a new strategy and fast.

Or it needs to clarify and hone its current strategies around advertising and media and define itself once and for all. While it often touts itself as a premier digital media company, it’s still not clear exactly what Yahoo is saying by that.

In fact, incredibly, sources told me that the board was still wrangling over the tired issue of what Yahoo is at its most recent meeting — essentially, is it a products company or a media company?

If I had to listen to that who-am-I-anyway debate again, I think I would scream, given how many important Web trends that Yahoo has whiffed in recent years, many of which were right in its own wheelhouse.

How much damage this has caused to Yahoo’s core business is a critical one to determine, with many feeling the situation is too far gone to revive it and others confident that this is simply an issue of poor execution.

I am in the middle on this one, but all the indicators of Yahoo’s business have long been heading in the wrong direction, and results in the next quarter are expected to underline this even more.

Thus, the board’s navel-gazing at this point is untoward, considering that it is presiding over the possibility of a sale that should not have had to happen in the first place. While it is not quite a fire sale, it’s no cause for celebration at all the attention, either.

In fact, it’s also pointless, since — if this all resolves as it should — the current Yahoo board will not be the one determining the company’s future any longer. Remember that: This group should and will be gone for the most part.

Yahoo shareholders and employees can hope, at least.

Then, it will be up to the next group of leaders to make the very hard choices — including what are likely to be massive layoffs and radical surgery on its offerings — for what’s to come next.

In the end, that is all that will matter. Until then, as usual, you’ll have to sit tight.

Despite mostly strong results recently, public tech stocks were not spared the red ink that spilled all over yesterday, as the Dow Jones Industrial Average slid 5.5 percent.

The result of Standard & Poor’s downgrading of the federal government’s credit rating late Friday, the markets were in turmoil, as investors fled from stocks and presumably were busy stuffing gold doubloons under their mattresses.

Most tech stocks took it especially hard, even those — such as Google and Apple — whose recent financial results were stellar. That’s because investors are waiting for the next quarter shoe to drop with the unwelcome influence of the current economic crisis.

Thus, the carnage, even worse than last week:

Apple, down 5.5 percent today and 11 percent in the last five days.

Google, down 5.7 percent today and 10 percent in the last five days.

Microsoft, down 4.7 percent today and 10.2 percent in the last five days.

EBay, down 8 percent today and 18.4 percent in the last five days.

Amazon, down 4.4 percent today and 12.9 percent in the last five days.

Yahoo, down 5.5 percent today and 15.3 percent in the last five days. (Special note: Yahoo’s shares dove below $11 a share in after-hours trading, closing in on its late-2008 low of $9.39 and making it even tastier takeover bait.)

AOL, down 6.5 percent today and 11 percent in the last five days. (These are also historic lows for the Internet company, which reports its second-quarter earnings tomorrow.)

Demand Media, down 9.7 percent and 17.6 percent in the last five days. (The online content company will also be reporting its Q2 results tomorrow — Demand’s stock is off 63.1 percent since its January IPO.)

Pandora, down 7.6 percent today and 17.2 percent in the last five days.

And, worst of all, LinkedIn, down 17.4 percent today and 27.5 percent in the last five days.

Tanked, in fact, does not nearly describe it.

Gauna cut his fiscal Q2 estimate–that’s the March quarter–from $23 billion to $22 billion, in line with Apple’s forecast, while the Street consensus is still at $23 billion. His EPS estimate drops from $5.49 to $5.10.

Read the rest of this post on the original site »

The good news is that Gartner has revised its outlook upward. Companies and governments will spend $3.6 trillion on IT this year, which is more than the prior $3.4 trillion forecast, amounting to growth of 5.1 percent. Sounds great, right?

Yes, but it’s complicated, especially from the U.S. point of view. The weak dollar makes the figures look a little better than they are. In 2010, Gartner says, IT spending grew 2.2 percent, but more than half of that–1.6 percent–can be attributed to the devaluation of the dollar against other currencies. Companies and governments spending other currencies can get more dollars for their money, and so this tends to inflate the appearance of growth, Gartner’s Richard Gordon told me.

A weak dollar is generally good news for U.S. companies that do a lot of global business. U.S. products and services look more attractive to non-U.S. buyers. But in cases like this, U.S. companies end up paying more for items that get imported and for raw materials.

That’s not to say there isn’t actual growth. Gartner says spending is picking up fastest on telecom equipment, with computing hardware and enterprise software following close behind.

Spending on discretionary items like IT services and consulting is coming back the slowest. When the economic crisis hit in late 2008 and early 2009 these were the first items on the chopping block, and spending on them is only now beginning to make a comeback.

BoomTown usually does not get all weepy over the departure of public relations folks at Internet companies, in that cynical I’ve-seen-’em-come-and-I’ve-seen-’em-go kind of way.

But the leaving of Brandee Barker (pictured here) from Facebook most certainly elicited a small single tear of sadness this morning, when she called into All Things Digital Global HQ to say she would no longer be tossing me her patented–and very endearing–hand-in-the-face “no comment” for the powerful social networking site.

After four long and tumultuous years, she leaves the company on Dec. 10.

(In a changing-of-the-guard theme, Barker follows longtime advertising sales exec Mike Murphy, who also recently resigned, out the door.)

In a statement, Facebook said:

“We can confirm Brandee is leaving Facebook to start a communications consulting business focused on early stage tech companies. We are grateful for her dedication and the company has benefited greatly from her contributions. We suspect Brandee’s future clients will also value her talents and experience and we wish her much success with her new venture.”

Indeed, although the geeks always get the credit, Facebook owes an awful lot to Barker, for helping its products and services stand out in a sea of competitors.

For certain, it was not as influential as it is today when Barker got there as its head of PR, just as the start-up was beginning to make itself known.

There were only seven million Facebook members when Barker joined, compared to 500 million today.

Still, the veteran communications exec was quickly aware of its power when 750,000 of those members protested against Facebook’s introduction of the initially controversial news feed.

“I had no idea when I took the job that it would be like that,” said Barker, who was employee No. 120 at Facebook, in an Interview with me this morning.

In fact, it has been like that ever since then, as she has navigated a series of triumphs and just as many mishaps for the company as it grew and grew.

One of her favorite moments, she told me, was the introduction of the Facebook platform at its inaugural F8 developers event several years ago.

“Mark [Zuckerberg] had a real vision and the craziness that followed it was an incredible experience,” said Barker, who was the one largely responsible for introducing the decidedly quirky co-founder and CEO of Facebook to the world.

For the most part, Barker shepherded him well, even as the fire hose of attention increased in media, consumer and regulatory pressure over issues ranging from the controversial founding of Facebook–Barker has a masters from Harvard University in Winklevii crisis management–to privacy snafus and more.

A lot of her ministrations were funny, though, as she remembered: “Another great moment was when I insisted Mark take a suitcase instead of a backpack to his first Davos in 2007, so I went out and bought him one.”

And let us not even get into the flip-flop controversies or when I snarkily called Zuckerberg “toddler CEO” to Lesley Stahl on “60 Minutes.”

Barker handled it all with grace and humor.

But as Facebook has grown to more than 1,500 employees and its business has boomed, Barker–who recently returned to the company after having a baby–decided that bigger was not better, at least for her.

“I had a pretty deep evaluation when I was away from the company that what I am good at and what I like is working with early-stage companies and their teams,” said Barker, who will start a communications consultancy. “At this point in my career, that’s what I want to do.”

Barker noted, in fact, that there were a lot of companies started by former early Facebook employees like her that might become clients, although she declined to be more specific.

In the end, another “no comment” for me from Barker!

I don’t mind, because here is my comment, on the record and for attribution: It’s a sad day for Facebook, and I’ll miss Brandee Barker very much.

Speaking of no comment, here is Barker in one of my favorite no comments, from behind a plant at a 2008 Silicon Valley luncheon for the German DLD conference:

]]> http://allthingsd.com/20101108/brandee-no-comment-barker-finally-comments-pr-honcho-leaving-facebook/feed/ 6 http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/ http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/#comments Thu, 28 Oct 2010 18:33:55 +0000 Daisuke Wakabayashi and Jung-Ah Lee http://voices.allthingsd.com/?p=31716 Sharp Corp. and LG Electronics Inc. warned that a glut of inventory for flat-panel display televisions will continue to pressure prices during the critical year-end holiday shopping period.

The inventory build-up of liquid crystal display televisions is the result of a surge in production by global TV makers this year following a period of reduced output in the aftermath of the financial crisis, when consumer spending plunged. The flood of new models has heaped additional pressure on TV prices, which routinely experience 20 to 30 percent price declines annually.

The build-up has filtered down the supply chain. The market for large-sized LCD panels, which was experiencing shortages several months ago, has now swung in the opposite direction, forcing panel makers to scale back output and slash prices to clear out inventory.

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]]> http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/feed/ 0 http://allthingsd.com/20101014/meet-the-yahoo-board-something-old-something-new-but-will-they-do-something/ http://allthingsd.com/20101014/meet-the-yahoo-board-something-old-something-new-but-will-they-do-something/#comments Thu, 14 Oct 2010 16:00:49 +0000 Kara Swisher http://kara.allthingsd.com/?p=35099

With all the noisy swirl around Yahoo of late–from its executive turmoil to its flat growth to its dashed partnerships in Asia to its brash CEO–its board has been unusually quiet of late.

Comatose, some might say.

In fact, many do say exactly that, pointing to the trauma of their disastrous performance when they fended off a hostile takeover attempt by Microsoft (MSFT) for above $30 a share as the cause.

Since then, the stock price of Yahoo (YHOO) has been mired in the low teens.

That is, until yesterday, when even more rumors of new plots emerged in the media, with private equity firms, media companies, Web rivals, big shareholders, Wall Street and others all machinating about trying to grab all or some of the Internet giant.

Now, it will be interesting to see if its directors will shake themselves out of their typical comfort zone of inactivity to actually do their job.

Which, as former GE (GE) star exec Jack Welch–in a recent smackdown of a spate of controversial moves by the Hewlett-Packard (HPQ) board–said in a recent interview, is to “pick the CEO, help them shape strategy, make them feel good about themselves, and, if the CEO isn’t doing a good job, to ‘get them the hell out of there.’”

According to sources close to the situation, the Yahoo directors are in a quandary, even as they are on the receiving end of a flood of suggestions and demands from big investors, ranging from merging with AOL (AOL) to aligning with News Corp. (NWS) to selling off the company’s lucrative Asian assets to replacing CEO Carol Bartz.

You get the idea.

But that might not happen as quickly as some want. Sources said that while the eight-person board has some strong personalities on it, there is no one who has emerged as a powerful leader, aside from Bartz.

Yahoo has recently tried to attract two execs who might be able to go toe-to-toe with her–OpenTable (OPEN) CEO Jeff Jordan and Akamai (AKAM) President David Kenny–but was turned down by both.

Neither apparently wanted the headache of dealing with Yahoo’s struggles.

The same goes for some on Yahoo’s board.

Said one person who had spoken to a few board members recently: “Each of them tells me, ‘I’m only one person and I can’t act alone.’”

Indeed not, which is why you have a board. Stone soup, people!

In any case, it is high time to put the spotlight on the Yahoo directors, which I have done in the past in other crisis moments.

Here’s a rundown, with their photos from Yahoo’s shareholder Web site, along with some BoomTown analysis:

Carol Bartz, CEO:

We all know her, the tough-talking longtime Silicon Valley software exec who was brought in to clean up Dodge in the wake of the rocky tenure of former CEO and co-founder Jerry Yang. She is under pressure here for not doing that well enough, of course, despite a very, very big compensation package.

Still, with an aggressive personality and a wimpish board, she might be able to stave off any challenges to her power.

Roy Bostock, Chairman:

The longtime airline board member and advertising exec has been at the top of the Yahoo board since 2008 and on it since 2003.

Which is why I called for his resignation after Yang and former Yahoo President Sue Decker gracefully stepped down, after their management was called into question.

Bostock was right there with them, making all those decisions, which turned out to be disastrous in hindsight. Still, he does not seem to be much for the honorably-falling-on-your-sword thing.

In fact, sources said he has been making the rounds of investors recently trying to gauge the mood. Memo to Roy: It’s bad.

Eric Hippeau

Now the CEO of the Huffington Post, the longtime Web investor and publisher has a lot of online experience and should be one of the leaders on the Yahoo board. Hippeau has certainly been a director long enough to be one–since 1996, as an early investor in the company.

He’s also known as a super-nice guy in Internet circles, which means he is no head-smacker. Too bad.

One idea floated to me by an investor: Yahoo could buy the upstart online media darling and install him as CEO. Pretty please, because the entrance of the fab stylings of Arianna Huffington into this mess would send me into the stratosphere of reporting nirvana.

Vyomesh Joshi

Also a very endearing dude, the top HP exec was one of those on the short list for CEO of the tech giant recently. He runs its gigantically profitable printing and imaging business.

He’s been a Yahoo director since 2005 and should be a key decision maker, since he is an experienced operator. He’s not been, unfortunately.

Arthur Kern

Also a lifer, also having been on the Yahoo board since 1996, the investor and radio exec has also worked in marketing at Digitas.

Among the board members, he seems to be the quietest of the bunch, so I am not sure what to say about him except that he has very white teeth.

Gary Wilson

Another investor–in private equity, he has been on the board of airline companies (what is with this plane stuff on the Yahoo board?), as well as a top financial exec at Disney (DIS) and Marriott (MAR).

Again, a nice résumé, and he should be a leader. He was definitely more involved in the Microsoft situation than others.

Since then? Meh.

Sue James

The accountant. Retired from Ernst & Young. Used to work for Bartz, as lead partner for audit work for Autodesk (ADSK). Joined the Yahoo board early this year.

Probably just figuring out that this whole thing might not be adding up.

Patti Hart

Also new, since June. Worked in the digital video business, and is now the CEO of a “global provider of electronic game equipment and systems products.”

Say what?

Okay, I will go with it, as I am liking that Bartz has brought on two women to the board, which has mostly been stacked full with men.

Brad Smith

The president and CEO of Intuit (INTU), the financial management software powerhouse, also joined in June. This guy should be able to shake the trees, right?

But he is probably still trying to learn everyone’s name. Brad, not to put too much pressure, but everyone is counting on you.

Jerry Yang

Last, but certainly not least, the man who is ultimately the power player here.

The Internet pioneer and industry legend checked out of Yahoo for a bit after he stepped down in early 2009–time to tee off!

But many sources said he has been back at Yahoo for a while–glad-handing advertisers, meeting with entrepreneurs, sussing out trends, piping up in strategy meetings and doing the behind-the-scenes thing that he does so well.

Reports vary on how much he likes Bartz–he expresses support for her to some, but seems to have soured on her to others.

Who knows with the endearingly prickly Yang, whom I have been covering for a dog’s age and who should return my emails once in a while, like in old times when I stalked him.

Dinner is optional, but I will pay this time (see video below of our last semi-enjoyable meal).

Still, here is what I know for sure: Yahoo is Yang’s creation and legacy, and he’s the one who has to make sure that it survives and thrives.

For all the uncertainty surrounding Yahoo once again, that much is true.

]]> http://allthingsd.com/20101014/meet-the-yahoo-board-something-old-something-new-but-will-they-do-something/feed/ 4 http://allthingsd.com/20100930/here-comes-the-yahoo-spin-cycle-so-try-boomtowns-soap-free-guide-to-whats-actually-happening/ http://allthingsd.com/20100930/here-comes-the-yahoo-spin-cycle-so-try-boomtowns-soap-free-guide-to-whats-actually-happening/#comments Thu, 30 Sep 2010 07:53:01 +0000 Kara Swisher http://kara.allthingsd.com/?p=34475

Here’s how Yahoo’s top brass and board–with the help of its newly re-engaged crisis-management PR firm, Abernathy MacGregor–are already trying to spin the latest executive turmoil to hit the company:

Trashing those on the way out, to take focus off those remaining who have been just as responsible for driving the Internet icon and claiming that this is all part of yet another well-planned reorganization at Yahoo (YHOO).

Don’t believe most of it for a second. Some of it is corporate politics as usual, some of it rejiggering of events, some just not true at all.

After BoomTown’s scoop earlier today that Yahoo’s U.S. head Hilary Schneider, as well as Audience head David Ko and VP of Media Jimmy Pitaro, would be departing the company–all of which Yahoo is still planning to announce after the markets close on Friday–here comes this gem in a follow-up story in The Wall Street Journal:

“[Yahoo CEO Carol] Bartz, who joined Yahoo in January 2009, is in the midst of a turnaround effort. People familiar with the matter said she is removing the company’s old guard to assemble a new team.”

Let’s parse this ridonkulous spin-addled blame game, shall we?

Bartz is, in fact, the very person who picked all those execs for prime responsibility in her last reorg.

If they were so incompetent, why not dump them much quicker? After all, it’s not like the problems have not been mounting for months and months, with more and more talent taking off.

In addition, the exec exodus at Yahoo over the last year has been unrelenting and broad, encompassing way too many employees for her to act as if it were all planned and okay.

As to the “midst of a turnaround effort” canard that Bartz keeps insisting on, even comparing herself to Apple (AAPL) CEO Steve Job’s epic journey to return that legendary company to health?

Um, we are deep in the second year of the Bartz regime, and there appears to be no iPod-like save in sight, and it’s a little long in the tooth to keep using the turnaround excuse for all that has not yet happened under her command.

Which is to say, stock with a pulse and real growth across all metrics, as Facebook and Google (GOOG), to name a few, are showing.

In addition, it was Bartz herself who handed over a lot of the responsibility for the revival of Yahoo to Schneider.

Which meant Schneider had to be thrown under the wheels of the bus in the Journal by dragging out a very old–and tangential to the much larger flat revenue crisis at Yahoo–newspaper deal as pretty wet cannon fodder:

“Ms. Schneider is leaving because officials haven’t been satisfied with her performance, according to people familiar with the matter. Ms. Schneider was responsible for a 2006 deal with industry group Newspaper Consortium, in which Yahoo sold ads for newspaper websites and print editions. The effort continues but has not met Yahoo’s expectations, according to a person close to the company.”

Memo to readers: “People familiar with the matter,” I am guessing, would be current Yahoo execs.

The fact of the matter is that there have been both critics and admirers of Schneider at Yahoo, which comes as no surprise for one of its top execs. Some consider her smart and canny, while others complain of indecisiveness and slowness to act.

And, she has definitely had some very big whiffs, including the newspaper consortium, but most especially not finding an ad sales chief to replace Joanne Bradford, who left in March, about which I gave her a hard time when a very squishy structure was announced.

And, right now, sources tell me, Yahoo’s upcoming quarterly report could be an even tougher one.

And that falls to Schneider, of course, who has been in charge of its many partnerships, as well as advertising sales across the key Americas region.

Perhaps good reason for an ouster, except I have been tracking Schneider’s status for many months now, since hearing from many sources–not her, ever, in case you wanted to know–that she had told Bartz she wanted out.

Maybe that is what began to sour the boss on Schneider. But to now suddenly call her performance poor seems unusual, especially when you can just as easily point to Yahoo’s disastrous and pricey marketing campaigns–it is definitely not You!–helmed by CMO Elisa Steele, which has failed to move the needle on key user metrics.

But she has a tight relationship with Bartz, so she’s all right, jack? I am dizzy from all the spinning.

In other words, execs make mistakes and there is a lot of blame to go around and–as the old saying goes–the buck really does stop with Bartz.

But, guess what? Perhaps it should be noted that Bartz has also misstepped badly of late by making a series of wild remarks that have seriously angered many partners and other companies in Silicon Valley.

And I have heard from countless and very significant investors, all of whom are deeply concerned about her tone and recent public comments.

Just ask Yahoo Japan’s Masayoshi Son. Or Alibaba’s Jack Ma in China. Or the fine folks over at Apple in Cupertino, Calif.

And, I can also report that several execs at Yahoo’s new search technology partner, Microsoft, are also increasingly alarmed. Said one to me yesterday: “It is becoming a little unsettling.”

I can say for certain that Ko, who will doubtlessly be the next to get dinged, left on his own motor, telling Bartz himself recently.

He was quickly followed by Pitaro, who, as I reported earlier this week, is headed to another big company. No matter what the spin, his departure is a big loss, as he is well-liked inside and outside the company.

Then Schneider rounded out the latest trio of execs to go.

Thus, sources said, Yahoo is about to go on the offense, which is the expected thing to do, ready to announce a plan to move most of the product organization under Chief Product Officer Blake Irving.

The former Microsoft (MSFT) online exec is as sharp as a tack, in my experience, and clearly an even sharper corporate player, recently bringing in a series of his old cohorts from the software giant to take over big jobs at Yahoo.

He’s obviously now won some version of a corporate power play, and is now in favor with Bartz. But that means he’s being handed the entire thing.

Apparently, Irving has told numerous people that he plans to “rip it all down” and streamline the whole organization.

More rearranging at the company that has moved around the corporate living room umpteenth times over the past several years? Except it is still essentially the same room and same house.

Okay, Irving should probably have his choice of where the sofa goes, but as one exec wisely told me tonight: “Yahoo needs to build great products, not have another reorg….It needs a win.”

Indeed, just as board member Eric Hippeau apparently said at a recent meeting to deal with the latest executive kerfuffle.

Yahoo Chairman Roy Bostock–who has presided over so many stumbles over the years that I have lost count–said to the room: “We need crisis management.”

Countered Hippeau, a longtime Internet exec who is now CEO of the Huffington Post: “What we need is revenue.”

Indeed. And innovation. And a vision. And, most of all, spin-free leadership.

]]> http://allthingsd.com/20100930/here-comes-the-yahoo-spin-cycle-so-try-boomtowns-soap-free-guide-to-whats-actually-happening/feed/ 12 http://allthingsd.com/20100511/googles-secret-plan-to-save-newspapers-sell-more-expensive-ads/ http://allthingsd.com/20100511/googles-secret-plan-to-save-newspapers-sell-more-expensive-ads/#comments Tue, 11 May 2010 11:00:37 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=19287 Google isn’t killing newspapers, says The Atlantic’s James Fallows. In fact, it’s trying to save them.

I’m with Fallows on the first point. Not convinced at all about the second one, but Fallows is, and he spends many pages explaining Google’s reasoning and plans.

Short version: Google thinks newspapers are good for Google, because they generate information people want to search for. And when newspapers stop printing actual newspapers and start selling online ads for as much money as print ads, everything should work out fine.

In the longer version, Fallows walks readers through the basics of the newspaper crisis (disappearing classifieds, disappearing display ads, disappearing subscribers). And he touches on some tinkering Google (GOOG) is doing that might be useful for publishers and news organizations (Living Stories, Fast Flip, YouTube Direct, help build pay walls).

That stuff won’t matter, though, unless newspapers can cut a lot of costs and make a lot more money from online ads.

Part of the cost-cutting is kind of easy, because it will happen whether papers like it or not. Their print product will eventually wither away, and they’ll save a lot of money on paper, ink, delivery trucks, etc. And part of Google’s growth strategy hinges on more money flowing into online display ads. If Google is right, some of those dollars will flow to publishers, so that’s good.

But assuming that online ads will be as valuable, per eyeball, as offline ads have been is a very big leap of faith. And unless they’re close, there’s no way a news organization can have anything like the workforce it employs now–even if the entire operation is digital.

This line of thought leads us to a dark place that we’ll probably be visiting anyway, so let’s not leave on that note. Let’s try Fallows’s tempered optimism instead and hope he’s right and I’m wrong:

The problem Google is aware of involves the disruption still ahead. Ten years from now, a robust and better-funded news business will be thriving. What next year means is harder to say….If the prospect is continued transition rather than mass extinction of news organizations, that is better than many had assumed. It requires an openness to the constant experimentation that Google preaches and that is journalism’s real heritage.

]]> http://allthingsd.com/20100511/googles-secret-plan-to-save-newspapers-sell-more-expensive-ads/feed/ 0 http://allthingsd.com/20091015/dueling-skype-sides-hire-big-communications-guns/ http://allthingsd.com/20091015/dueling-skype-sides-hire-big-communications-guns/#comments Thu, 15 Oct 2009 17:56:28 +0000 Kara Swisher http://kara.allthingsd.com/?p=19444

Perhaps the sides in the ever-escalating war over the Skype deal will work out their differences and settle–which is what should and probably will eventually happen after everyone realizes how stupid all this noisy legal wrangling over the Internet telephony giant is.

But that day is decidedly not today, given a pair of recent PR hires by parties involved.

The founders of Skype, via the two tech companies they control, Joost and Joltid, have hired Sitrick & Company, headquartered in Los Angeles, while Index Ventures has tapped Joele Frank, Wilkinson Brimmer Katcher, based in New York.

Both strategic communications and public relations firms are well known for employing some very sharp elbows and extremely tough talk when it is time for some creative corporate crisis management.

And both are familiar with tech issues, having worked on contentious issues related to companies such as Microsoft (MSFT), Yahoo (YHOO), CBS (CBS) online unit CNET, and others.

And there is plenty of bad blood to work with here.

Yesterday, in yet another legal volley, Joost and Joltid filed a motion for preliminary injunction against former Joost CEO Michelangelo Volpi and Index Ventures, where Volpi now works as a partner.

They are asking that he not use knowledge or confidential information he got at the video start-up in current dealings with Skype.

Legal attacks have become the negotiating tool of choice from the founders of Skype, Niklas Zennström and Janus Friis, who were on the losing side of the $2 billion deal to buy the Internet telephony giant from eBay (EBAY).

Volpi is now a partner at London-based Index, which was one of the smaller players on the winning side of the bid, putting up $75 million.

To complicate things further, the innovative and entrepreneurial pair also own a company called Joltid, which has licensed key technology for Skype to eBay.

Joltid and eBay have already been fighting in court over that agreement, bickering back and forth about whether eBay violated the terms of that deal or not.

Via Joltid, Zennström and Friis also filed suit again against Skype and its owner, eBay, for copyright violations in the U.S.

For good measure, they added the winning buyout group, including Index, Silver Lake Partners, Andreessen Horowitz and the Canada Pension Plan Investment Board.

And both Joltid and Joost have also sued Volpi personally, as well as Index, making serious allegations about his behavior as Joost CEO.

This kind of mud-slinging could get even worse with the hiring of big PR firms.

Along with Frank and Sitrick, by the way, Silver Lake–which is the big player on the winning side–has hired Edelman’s crisis and issues management team.

Interestingly, several sources said, the various players have also been engaged in settlement talks, even as the lawsuits have piled up.

Coming to some agreement is clearly the best outcome, although it does not appear that the spate of lawsuits has yet derailed the eBay deal with the Silver Lake-led group, which could even close in the next several weeks.

“Everyone should be thinking ahead of the headlights,” said one source. “But right now, it seems to be all about emotions.”

]]> http://allthingsd.com/20091015/dueling-skype-sides-hire-big-communications-guns/feed/ 0 http://allthingsd.com/20091008/omfg-4-1-billion-text-messages-sent-every-day-in-us/ http://allthingsd.com/20091008/omfg-4-1-billion-text-messages-sent-every-day-in-us/#comments Thu, 08 Oct 2009 18:59:36 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=26281 Some 740 billion text messages were sent in the first half of 2009 in the U.S. This according to the CTIA’s semiannual wireless industry survey, which helpfully breaks down that astonishing figure to an even more astonishing 4.1 billion texts per day. That’s about double the number sent during the same period last year. And keep in mind, we’re only talking about the United States here, not the rest of the world.

According to the CTIA, there are more than 246 million wireless data-capable devices at large in the U.S. today. Of these, 40 million are smart phones or PDAs, and more than 10 million are laptops. Little wonder that wireless data service revenue rose 31 percent to more than $19.4 billion in the first six months of 2009.

Revenue will no doubt continue that trend in the months ahead as wireless devices become more ubiquitous. Wireless carriers, then, would be wise to put some of their windfall toward building out their networks to cope with future demand lest they end up the butt of a joke in a rival’s advertisement.

Consider these remarks from Federal Communications Commission Chairman Julius Genachowski, spoken Wednesday at the CTIA wireless industry convention in San Diego: “We are fast entering a world where mass-market mobile devices consume thousands of megabytes each month. So we must ask: what happens when every mobile user has an iPhone, a Palm Pre, a BlackBerry Tour, or whatever the next device is? What happens when we quadruple the number of subscribers with mobile broadband on their laptops or netbooks? The short answer: We will need a lot more spectrum. The biggest threat to the future of mobile in America is the looming spectrum crisis.”

]]> http://allthingsd.com/20091008/omfg-4-1-billion-text-messages-sent-every-day-in-us/feed/ 0 http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune/ http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune/#comments Tue, 28 Apr 2009 20:00:49 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=16557

]]> http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune/feed/ 0 http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune-2/ http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune-2/#comments Tue, 28 Apr 2009 20:00:49 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=16557

]]> http://allthingsd.com/20090428/verizon-microsoft-working-on-smart-phune-2/feed/ 0 http://allthingsd.com/20090428/microsoft-vine-the-zune-of-social-networks/ http://allthingsd.com/20090428/microsoft-vine-the-zune-of-social-networks/#comments Tue, 28 Apr 2009 16:09:03 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=16518 Think of it as Facebook for the people you actually know and like, those whose health and safety you’d worry about in a natural disaster. It’s called Microsoft Vine and it’s not so much a social network as it is a “societal” one–or at least, Redmond likes to bill it as such.

Announced today and scheduled for beta in May, Vine is a hyperlocal messaging and alert system intended to be used to share information during a crisis. Properly configured, it will gather local news and public safety announcements along with location information, reports and messages from friends–eventually even those posted to other services, like Facebook and Twitter–into a handy little dashboard. This being Microsoft (MSFT), that dashboard will be proprietary and require PCs running XP SP2 or Vista and 600 MB of hard disk space.

So really, Vine is not so much a societal network for people you care about, but for the PC users you care about. A proprietary disaster messaging system… sigh, only from Microsoft.

Anyway…. It’s an interesting idea–not so much as the “societal network” Microsoft touts it as but as a cunning end run around established services. Twitter and Facebook are fun, recreational, but Vine has gravitas. It’s the network you turn to when things fall apart–assuming you meet the proper system requirements–because it consolidates the Tweets and status updates you actually want to read with need-to-know public safety announcements. Of course, Microsoft won’t admit that. “We intend this to be a service of services–to not replace social networking tools that exist today, but embrace them,” Tammy Savage, Microsoft Vine general manager, told TechFlash.

Yeah, embrace and extend and… well, we all know what comes next.

]]> http://allthingsd.com/20090428/microsoft-vine-the-zune-of-social-networks/feed/ 4 http://allthingsd.com/20090311/ebay-options-not-drowning-waving/ http://allthingsd.com/20090311/ebay-options-not-drowning-waving/#comments Wed, 11 Mar 2009 19:00:32 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=14691 Apparently, fear of a deepening recession alone isn’t enough to maintain tech worker loyalty these days–mounting job losses be damned. This week, Google (GOOG) repriced millions of employee stock options that had gone underwater as the company’s share price declined. Now eBay (EBAY) hopes to do the same. The reason: employee retention.

In a regulatory filing today, the company said it has asked shareholders to approve a plan to offer employees the opportunity to swap underwater stock options for restricted stock. “Like many companies, we have experienced a significant decline in our stock price over the last year in light of the current global financial and economic crisis,” eBay explained in its argument for implementing the plan. “Because of the continued challenging economic environment and the uncertain impact of our efforts to change our business, we believe these underwater stock options are no longer effective as incentives to motivate and retain our employees.”

And this may well be the case. That said, you’d think that the widespread and fast-mounting job losses in the tech sector would be enough to keep most folks still collecting paychecks coming in to work. Nice gesture, though.

]]> http://allthingsd.com/20090311/ebay-options-not-drowning-waving/feed/ 1 http://allthingsd.com/20080929/google-meet-your-new-52-week-low/ http://allthingsd.com/20080929/google-meet-your-new-52-week-low/#comments Mon, 29 Sep 2008 17:30:45 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=5861 The financial turmoil beating the United States economy into submission has finally begun to beat Google (GOOG), the Great and Powerful, down as well. Which must come as something of a shock to CEO Eric Schmidt, who earlier this month claimed the financial meltdown was unlikely to affect Google. “My guess is the drama is in New York, not here,” he said at the company’s Zeitgeist conference. “It’s business as usual at Google. … This is the sixth or seventh cycle I’ve seen in Silicon Valley. I think we’re better positioned than ever. The company has a very large amount of cash in very, very boring and secure investments. That was the right decision then and especially the right decision now. As a company, we’re fine.”

Allow me to be the first to say: Bull Schmidt.

Google’s share price slipped deep into the mud in trading Monday falling below their 52-week low of $406.38 and then below $400 to $398.50. That’s a price not seen since September 2006, and it’s furlongs away from the company’s 52-week high of $747.24. If $398.50-a-share is “business as usual,” then Steve Ballmer is Sergey Brin’s father. Larry Page’s too.

Yeah, the drama is all in New York. … It’s probably just psychological thing, right?

One last point, here: Yahoo shares are also in the mud at $17.51, as are Apple’s which have fallen more than 17 percent to $105.24 as of this writing.

My guess is that the drama is in New York and not here. Pffft.

PREVIOUSLY:

• WaMu: Epic Bail
• Ballmer: Better Safe Than Lehman Bros.
• Lehman Brothers: $2.5 Billion for a Bankruptcy Well Done
• Here’s $39 Billion in Recognition for Your Hard Work on the Forthcoming Financial Crisis
• Weekend at Bernanke’s II
• Weekend at Bernankes

]]> http://allthingsd.com/20080929/google-meet-your-new-52-week-low/feed/ 0 http://allthingsd.com/20080929/google-meet-your-new-52-week-low-2/ http://allthingsd.com/20080929/google-meet-your-new-52-week-low-2/#comments Mon, 29 Sep 2008 17:30:45 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=5861 The financial turmoil beating the United States economy into submission has finally begun to beat Google (GOOG), the Great and Powerful, down as well. Which must come as something of a shock to CEO Eric Schmidt, who earlier this month claimed the financial meltdown was unlikely to affect Google. “My guess is the drama is in New York, not here,” he said at the company’s Zeitgeist conference. “It’s business as usual at Google. … This is the sixth or seventh cycle I’ve seen in Silicon Valley. I think we’re better positioned than ever. The company has a very large amount of cash in very, very boring and secure investments. That was the right decision then and especially the right decision now. As a company, we’re fine.”

Allow me to be the first to say: Bull Schmidt.

Google’s share price slipped deep into the mud in trading Monday falling below their 52-week low of $406.38 and then below $400 to $398.50. That’s a price not seen since September 2006, and it’s furlongs away from the company’s 52-week high of $747.24. If $398.50-a-share is “business as usual,” then Steve Ballmer is Sergey Brin’s father. Larry Page’s too.

Yeah, the drama is all in New York. … It’s probably just psychological thing, right?

One last point, here: Yahoo shares are also in the mud at $17.51, as are Apple’s which have fallen more than 17 percent to $105.24 as of this writing.

My guess is that the drama is in New York and not here. Pffft.

PREVIOUSLY:

• WaMu: Epic Bail
• Ballmer: Better Safe Than Lehman Bros.
• Lehman Brothers: $2.5 Billion for a Bankruptcy Well Done
• Here’s $39 Billion in Recognition for Your Hard Work on the Forthcoming Financial Crisis
• Weekend at Bernanke’s II
• Weekend at Bernankes

]]> http://allthingsd.com/20080929/google-meet-your-new-52-week-low-2/feed/ 0 http://allthingsd.com/20080923/heck-of-a-job-lehman-brothers/ http://allthingsd.com/20080923/heck-of-a-job-lehman-brothers/#comments Wed, 24 Sep 2008 00:10:18 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=5558 Finally, some reassuring news amid all this economic woe. The United States financial system is suffering the worst financial crisis since the Great Depression. The Treasury is planning to buy up to $700 billion in bad debt. But things are looking up for the long-suffering employees of investment bank Lehman Brothers.

But wait. Wasn’t it Lehman that filed for bankruptcy just last week?

Yes, it was.

But as luck would have it, that sorry, sorry turn of events apparently had no effect on the $2.5 billion the bank set aside for staff bonuses. So, according to The Independent, Barclays, which is buying Lehman Brothers for $1.75 billion, plans to make good on those bonuses, though it has no obligation to do so.

Two-and-a-half billion. Plus whatever portion of that $39 billion they were given last year. And then there are the pay and severance packages. Lehman Brothers Chairman and CEO Richard Fuld Jr. made $34 million in 2007. He also banked $490 million from selling Lehman stock.

Such is the price of failure.

PREVIOUSLY:

• Here’s $39 Billion in Recognition for Your Hard Work on the Forthcoming Financial Crisis
• Weekend at Bernanke’s II
• Weekend at Bernankes

]]> http://allthingsd.com/20080923/heck-of-a-job-lehman-brothers/feed/ 0 http://allthingsd.com/20080410/ddv20080410/ http://allthingsd.com/20080410/ddv20080410/#comments Thu, 10 Apr 2008 18:00:03 +0000 John Paczkowski http://digitaldaily.allthingsd.com/20080410/ddv20080410/

[ See post to watch video ]

]]> http://allthingsd.com/20080410/ddv20080410/feed/ 0 http://allthingsd.com/20080410/sms-alert/ http://allthingsd.com/20080410/sms-alert/#comments Thu, 10 Apr 2008 11:30:17 +0000 John Paczkowski http://digitaldaily.allthingsd.com/20080410/sms-alert/ Well, it’s about time. With 48 billion text messages sent every month in the United States and one of every eight American households using only mobile phones for communications, it’s finally occurred to the federal government that a nationwide cellphone alert system might be a good idea.

And so yesterday the Federal Communications Commission announced plans to develop an emergency-alert system that would broadcast SMS messages to cellphones and other mobile devices wherever a crisis occurs. The Commercial Mobile Alert System, as it’s been dubbed, will deliver three different types of text alerts to mobile phone subscribers: presidential alerts concerning terrorist attacks and whatnot; imminent threat alerts warning of natural disasters; and Amber Alert child abduction warnings.

Sounds like a nice comprehensive program. Too bad you won’t see it for another two years, at least. Unless you happen to live in a region like Contra Costa County in Northern California, where a tech-savvy local government is already hard at work on its own geographically targeted emergency alert system.

]]> http://allthingsd.com/20080410/sms-alert/feed/ 1 http://allthingsd.com/20080220/sharperimage/ http://allthingsd.com/20080220/sharperimage/#comments Wed, 20 Feb 2008 20:07:44 +0000 John Paczkowski http://digitaldaily.allthingsd.com/20080220/sharperimage/ Well, the champagne bottles must be popping over at SkyMall today. The gadget vendor’s rival, The Sharper Image (SHRP), filed for Chapter 11 bankruptcy protection late yesterday and announced plans to shutter 90 of its 184 stores as soon as it’s able to sell off their inventories.

Seems increased competition and diminishing margins–not to mention that infamous air purifier class-action suit–have taken their toll on the company. Its sales fell 26% during its last fiscal year, which ended Jan. 31. And it’s amassed $199 million in debt. With just $251.5 million in assets, the company (which just last week replaced its CEO with a crisis-management expert) is in dire straits. Said CFO Rebecca Roedell, “Sharper Image is in a severe liquidity crisis.”

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