VeriFone CEO Douglas Bergeron told Bloomberg that his company anticipates acquiring one company a year at roughly $500 million to $700 million, along with several smaller transactions. In all, its purchases could add up to as much as $1 billion annually.

The San Jose, Calif.-based company is eyeing emerging markets. such as Turkey and Brazil, and is seeing investment opportunities by teaming up with Google and other players. Google Wallet enables Android phone users to link their bank accounts to their phones and use them to pay for items in a store, using near field communications.

The move to mobile payments may still be in its infancy, but as a major maker of credit card terminals, VeriFone must consider new entrants — such as Google –very disruptive. Earlier today, I wrote about how Apple products are becoming fairly mainstream at retail locations, and may increasingly reduce the need for registers.

In March, VeriFone lashed out against Square, the San Francisco start-up that has been getting a lot of press for offering a mobile-phone-based payments solution to small merchants. VeriFone claimed that the devices Square was handing out to anyone looking to accept credit card payments were not secure, but many considered the attack a sign of VeriFone’s insecurity in the market.

Since then, Square has started adding an additional level of encryption, and VeriFone has unveiled its own copycat product, which will allow retailers to use an iPad or Android tablet for in-store checkout. It also has other handheld devices for sale, along with iPhone-based swiping solutions.

VeriFone did not provide any hints as to what it may be interested in acquiring. However, Bloomberg suggested that VeriFone could be looking into adding distribution in Asia through an acquisition of a major terminal maker. Likewise, it could also be interested in a payment processor in countries where credit card penetration remains low but is growing. A payment processor would get VeriFone closer to merchants in those markets, and could enable it to offer additional services, such as coupons, daily deals and other loyalty programs.

Reuters claims Apple’s manufacturing partners are ramping up production of a cheaper version of the iPhone 4. The device is said to have an eight gigabyte flash drive and is expected to hit the market this fall; Reuters says September.

Not that this should come as a surprise to anyone. Apple typically drops the storage on older model iPhones to 8 GB as it prepares to release a new version of the handset.

“As a matter of practice, Apple drops their old model iPhones down to the $99 price range when new models launch and extends the life of the older product by a year or more,” Wedge Partners analyst Brian Blair told AllThingsD. “We saw this with the 3GS and the 3G, and the iPhone 4 will see the same thing in the weeks to come. As the price of the iPhone components in older models drops, Apple can take the capacity of the older model down to 8 GB and sell the handset to carriers at a discounted price, putting it into the hands of more consumers.”

Particularly those in emerging markets. As we’ve noted before, a lower-tier version of the iPhone could be a real bonanza for the company in regions it views as prime targets for a more affordable iPhone.

“[A more affordable iPhone would allow] Apple and carriers to ease back on the device and service pricing and extend Apple’s reach into new and lower consumer segments with only minimal cannibalization to the iPhone’s high-end position,” Oppenheimer analyst Ittai Kidron wrote earlier this year. “Clearly, there is a large untapped market available to Apple once it lowers price, and it makes sense to approach these markets in the same way that the iPod found its way to lower price tiers.”

What gives? The research firms don’t have access to the same kinds of sales-channel data that Intel does, especially when it comes to emerging markets. Namely Brazil, Turkey, Russia and other rapidly developing revenue streams.

Intel CEO Paul Otellini called this “channel revenue” during the conference call with analysts. Channel is industry lingo for the business Intel does that’s not with major PC manufacturers like Apple or Hewlett-Packard or Dell, but instead goes through indirect sales channels to smaller companies that make PCs with lesser-known brands geared toward specific markets.

This channel revenue grew 17 percent during the quarter, Otellini said, because demand for PCs remains healthy in these countries. Turkey and Indonesia were both up 70 percent over last year. India was up 17 percent. Russia, 15 percent. China, 14 percent. Latin America as a whole was up 12 percent.

But then there’s Brazil. Otellini said it’s growing like crazy and is on track to become the world’s third-largest PC market next year, after the U.S. and China.

This channel business in emerging markets helps explain at least part of the dichotomy between the results that Gartner and IDC report in their quarterly market surveys — both of which show a market that grew by less than three percent — and Intel, which saw sales in its PC division grow 11 percent.

Later, Otellini and Chief Financial Officer Stacy Smith addressed this issue in response to a question from Evercore analyst Patrick Wang. You can hear their exchange, which runs less than three minutes, below.

Intel-q2-2011-call by ahess247

Lenovo’s net profit in its fiscal third quarter, which ended Dec. 31, was up 25% to $99.65 million, on $5.81 billion in revenue, thanks in part to lower component costs. Executives say they will focus on new products such as the Lepad tablet PC, due for release in China this quarter and overseas in June, and on expanding the company’s mobile-Internet business.

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“As I think about Google’s strategic initiatives in 2011, I realize they’re all about mobile,” he wrote. “We are at the point where, between the geolocation capability of the phone and the power of the phone’s browser platform, it is possible to deliver personalized information about where you are, what you could do there right now, and so forth — and to deliver such a service at scale.”

However, Schmidt says Googe needs to do three things–help spur faster networks (he sites LTE in particular), support mobile payment initiatives and increase the availability of inexpensive smartphones. Those latter two initiatives he says, are particularly important in the developing world.

“Phones, as we know, are used as banks in many poorer parts of the world—and modern technology means that their use as financial tools can go much further than that,” Schmidt said. As for getting smartphones out there, Schmidt argues Google can have a pretty big impact.

“We envision literally a billion people getting inexpensive, browser-based touchscreen phones over the next few years,” he wrote. “Can you imagine how this will change their awareness of local and global information and their notion of education? And that will be just the start.”

It’s hard to argue with what he wrote. There’s probably only one part that needs updating–his contributor information lists him as Google’s Chairman and CEO.

Whatever his title, Schmidt is slated to be deliver a keynote speech at next month’s Mobile World Congress in Barcelona.

Digicel is the first recipient from a $10 million fund set up by the Bill and Melinda Gates Foundation and the U.S. Agency for International Development (USAID), and the project is designed to speed up the arrival of cellphone banking in Haiti. The effort follows other mobile banking projects such as the M-PESA program in Kenya.

For now, the Haiti Tcho Tcho service, as the banking program is known, allows customers to make deposits and withdrawals at retail outlets, as well as transfer money between Tcho Tcho accounts. Over time, the service is designed to expand to bill payment and international transfers, as well as the ability to pay for government services.

Bill Gates has been a big advocate of establishing banking and savings in emerging markets as a means of breaking the cycle of poverty in developing countries, and cellphones have shown particular promise as a means to provide authentication as well as to deal with the fact that many of the poor live in remote rural areas, making traditional branch-based banking not economically feasible. He touted the Kenyan program during a tour of U.S. colleges last year.

The grant comes at just about the one-year anniversary of the devastating earthquake on that island nation. Even before the quake, only one in 10 Haitians had access to a traditional bank. Digicel got the grant for being the first company to set up a mobile banking service in the country. A further $1.5 million will go to the next operator to launch service there, while the remaining $6 million will be handed out proportionally to the companies that handle the first five million transactions.

U.S. Ambassador to Haiti Kenneth Merten said that the move is part of America’s effort to provide long-term assistance “to help the Haitian people build back better.”

“The role of innovative companies like Digicel will be critical to ensuring the sustainability of our investments here,” Merten said in a statement.

The world’s fourth-largest personal-computer company by volume is tailoring its approach in emerging markets to first-time buyers, who account for a larger chunk of sales in such areas than they do in more-developed markets, Chen Shaopeng, senior vice president of Lenovo’s emerging-markets business, said in an interview.

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Mr. Kleisterlee, 63 years old, has pushed the company to get growth from developing markets, especially China and Latin America, where health care, lighting and consumer products are gaining momentum.

Philips’s emerging-market sales rose 29 percent in the second quarter from a year earlier and make up 34 percent of the company’s total sales. The company aims to boost emerging-market sales from 30 percent to 50 percent by 2015 by focusing on China, which is spending $125 billion to build tens of thousands of hospitals and clinics during the next three years. Philips is also ramping up its staff and research divisions in China.

Elsewhere, Mr. Kleisterlee has pushed the company to shrink its work force and divest laggard businesses, such as its semiconductor unit in 2006.

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It’s familiar territory for her in more than one way, since she once helped Google (GOOG) manage the same geography.

Shields has had a busy couple of years: Two years ago, she arranged the sale Bebo to AOL (AOL) for $850 million. A year after that, she took off, and ended up in a content start-up backed by Elisabeth Murdoch’s Shine Group.

It’s unclear what happened to that now less-than-shiny project.

Blake Chandlee, who had been running the EMEA group at Facebook, is getting moved out of that job and will now run sales in emerging markets: Eastern Europe, Asia Pacific and Latin America.

This is the second high-profile hire–and of a former Googler–by the social networking site recently. Last week, Facebook hired top-ranking Google ad exec David Fischer as VP of Advertising and Global Operations.

With Fischer and former Googler COO Sheryl Sandberg, who has been eyeing Shields as a possible Facebook recruit since she left AOL, it seems an Ex-Googleplex is forming at Facebook’s new HQ in Palo Alto, Calif.

Some of the many former Googlers include Elliot Schrage, VP of Global Communications, Marketing and Public Policy; Grady Burnett, head of online and inside sales; Don Faul, director of global online operations; and Ethan Beard, director of the Facebook Developer Network.

News was actually committed during Yahoo’s fourth-quarter earnings conference call today when CEO Carol Bartz noted that the company would disable its irksome “hover interaction” on the homepage and that the Internet giant has restructured its international business.

Yahoo (YHOO) reported results earlier today that slightly exceeded expectations in the fourth quarter, but it was no blowout.

Said a Yahoo spokeswoman in an email to BoomTown about dumping the hover:

“We are in the process of making a change to the hover interaction and it should be live in all markets that have the new homepage by late tonight. To give people more control over their experience, we are adding the ability to select from either a ‘hover’ or ‘click’ interaction for activating previews of apps in the My Favorites section. The default setting will be a click interaction, but people can also use a hover interaction by selecting that option as their default preference. You should see this change on your own homepage very soon.”

The hover feature, while initially touted as giving users easy access to widgets on the homepage, has been widely decried by advertisers because it essentially covers other ads at the top of the page, which are Yahoo’s most lucrative inventory.

Also, simply put, the hover is super-annoying.

Back in July when Yahoo rolled out the new homepage design, though, the company was high on the hover. (You can see it in action below; click on the image to make it larger.)

This was the most striking change in the homepage overhaul, in fact, featuring a prominent My Favorites area on the left side with dozens of specially designed applications–email, stocks and third-party sites like Facebook, among others–that users could customize and view through quick hovering glimpses.

Advertising popped up when hovering over the apps, which was Yahoo’s solution to the alternative of sending users away from the site when they clicked the apps.

In addition, Bartz said in the call that Yahoo’s international operations would be rejiggered, after an ultimately fruitless search for a new head of the unit. Bartz said she had not been able to find a qualified exec to run international, so she decided to change the set-up.

International ops will be reduced from four regions to three–Americas; Europe, Middle East, Africa; and Asia Pacific–with Emerging Markets tucked into them.

They will report to Bartz directly–with current Emerging Markets head Keith Nilsson taking the job of Global Initiatives SVP, also reporting to her.

Wrote another Yahoo spokeswoman:

“Yahoo! has reorganized our regions to strengthen focus on emerging countries, and to align company-wide resources and expertise against the company’s vision to be the center of people’s online lives. Effective April 1, the structure will be made up of three regions: The Americas, EMEA and APAC. Our Emerging Markets region, formerly separate, will be absorbed into these new regions to better support our work in countries with large and growing Internet populations. Yahoo! is making a further commitment to its global customers with the creation of a Global Initiatives SVP, reporting directly to Carol Bartz, CEO, focused on supporting global relationships and alliances.”

Rose Tsou heads up APAC, Rich Riley runs EMEA and Hilary Schneider helms the Americas.

BoomTown, as usual, liveblogged Yahoo’s fourth quarter earnings call, which starred Yahoo CEO Carol Bartz. She was sick in the last quarter, with CFO Tim Morse filling in.

Tim tried, but could not channel Carol’s kinetic and sometimes caustic energy.

But she returned today, not with a bang, but not with a whimper either.

Yahoo (YHOO) reported results earlier today that slightly exceeded expectations in the fourth quarter, but it was no blowout.

Here we go:

2:01 pm PT: It begins! Bartz was on the horn, along with Morse, said the lady who always does all the legalese stuff at the start. I am oddly looking forward to this.

Bartz began by laying out the situation at the Silicon Valley icon, in an unusually sedate fashion for the normally ebullient exec.

“What a ride it’s been,” said Bartz about her first year at Yahoo, which she described as “bumpy.”

She talked about the phases she has been through: Improving products, improving advertising and improving “how we generate value.”

Bartz reminisced about all her accomplishments, sort of like a television highlights sports report. She has been busy!

Bartz noted that Yahoo revenue declines were not as bad as the decimation of traditional media. Not much of a comparison, really, since that’s like comparing the impact of a small storm to that of a major hurricane.

Plus: Other online companies are growing much faster than Yahoo.

2:09 pm: CFO Morse came on, noting that while search and display revenue was down (15 percent and one percent), it was up since the previous quarter. As I previously noted: Not-as-down is the new up!

It was all about “sequential” growth, said Morse, which appeared to be the buzzword of this call.

Morse had a jaunty tone of someone who feels a little better, but is smart enough not to crow too much.

Over the next year, though, he promised “we expect to grow revenue.”

Not from the Microsoft (MSFT) search and online advertising deal as yet in 2010, he noted, but it was coming.

Yahoo’s 2010 financial priorities: Investments in the business and simplification of the business (translation: sell off more dopey stuff and clean up the place more).

2:19 pm: Back to Bartz, who reminded folks that she predicted brand advertising would be back and it is now coming back!

She TOLDJA!

“We are now delivering relevant audiences at scale,” she said. Yahoo can indeed brag about display, and Bartz did, noting television was Yahoo’s true competition.

She mentioned the recent deal with Hollywood mogul Ben Silverman to make content for Yahoo, giving him props (which not everyone in the entertainment industry does).

But, said Bartz, Yahoo was not abandoning its search ad business. Once again, it’s up sequentially!

“Search is a top priority for us,” she said emphatically.

It better be.

Bartz also talked about mobile and what useless units Yahoo was selling.

“But 2010 is not about divestitures for Yahoo,” she promised, noting she was in a buying mood. Yahoo has about $4.5 billion in the kitty, so that’s good.

Nonetheless, there would be no big deals, said Bartz, who correctly noted they never work.

And, said Bartz firmly: “We’re done looking inward.”

No more Yahoo navel-gazing? Now, that would be sequentially exciting!

2:30 pm: Question time!

The first is about display ad growth and whether publishers will be pulling inventory away from ad networks.

Morse and Bartz noted that all was well, so not so much.

Next question: What about the decline in page views and the impact of the $100 million marketing campaign?

Bartz noted that people are increasingly looking at engagement over page views, as well as “good quality insights” to advertisers.

She also added that the “It’s Y!ou” ad campaign was going well, and would be moving to a product focus (as I reported in December).

Next question: On affiliate strength, and comScore search share numbers, which have not been so good.

Morse declined to comment. Search volume is up, he noted, “but clearly we want to do better and better.”

As I said, they better do better and better!

Next question: On costs and international efforts.

Morse noted Yahoo had been working on it, though it was going to reinvest.

On Yahoo’s global performance, Bartz liked Asia and not so much with Germany, where the company needs to macht schnell!

Next question: Another question on the impact of marketing.

News alert! Bartz said Yahoo is removing the hover feature from the top of the homepage, which has been driving advertisers and ME crazy!

Everyone hated the hover, which covered up everything, even though it sought to help users see stuff better.

I am so excited that I miss the next questions, which were dull anyway about traffic acquisition costs and analytics.

Finally, one on the Microsoft deal and how it will be implemented. It will be done well, said Bartz.

More on international.

More news: Bartz, who admitted she has not been able to get a decent international head, revealed more new by announcing she will have three regions report into her, restructuring the global set-up a bit.

Gone will be Emerging Markets head, who will become a Global Initiatives SVP, with those regions being sucked up by the other three.

A question about Alibaba, which criticized Yahoo’s backing of Google (GOOG) on the China battle recently, and how Yahoo and the Chinese Internet player are getting on. Yahoo owns a big piece of Alibaba.

Fine, said Bartz (though, I can tell you, it’s actually a very tense relationship, since well before the recent spat).

More on engagement and other even more boring question.

Last question comes about video usage and relationships with content providers.

Bartz loves content! “I think we have been a good content partner,” she said. “Trust me, we are doing a lot of thinking on this.”

Indeed, she should, because for all its challenges, Yahoo should be the king of content.

3:06 pm: The call ended with a cordial goodbye from Bartz.

There have been no fireworks at all, as has often been the case with her. Instead, think sequential and you have a good idea about Yahoo’s year ahead.

“Demand for converged mobile devices has remained strong all year,” said IDC analyst Ramon Llamas. Driving that demand: Nokia (NOK), which maintained its position as the overall leader in the converged mobile device market, Research In Motion (RIMM), whose BlackBerry made some significant share gains internationally, and Apple (AAPL) and the iPhone, whose share of the smart-phone market rose to 17.1 percent from 16.6 percent in the previous quarter (see table below; click to enlarge).

“Apple reached its highest volume yet in a single quarter,” Llamas said. “The nearly global availability of the iPhone 3GS sparked another round of annual replacements for Apple loyalists, while the lower price on the iPhone 3G put the device well within reach of customers wary of the price. Although the iPhone has struggled within emerging markets, its arrival at China Unicom this year could foreshadow greater shipment volumes.”

[Image credit: AMUSEMENT]

Revenue fell nine percent, year over year, to $2.5 billion, missing the consensus estimate of $2.67 billion. And at 39 cents, profit per share missed analysts’ 42-cent estimate.

Worse, SAP (SAP) reduced its forecast for the year. Where the once Teutonically solid company had foreseen a drop in revenue of four to six percent, it now sees a drop of six to eight percent. Clearly, sales of the software licenses necessary for building ongoing revenue continue to deteriorate.

Add to this Apothekar’s comments about “a particularly challenging environment in Japan and emerging markets” and his claim that “businesses are still very cautious in making major investments,” and you begin to see why SAP’s shares were so brutalized in early afternoon trading.

SAP’s earnings were “a clear miss” analysts at Commerzbank said in a report issued this afternoon. “The lowered software and software-related services guidance for 2009 indicates that the deal pipeline still suffers from a lack of larger deals and that clients remain reluctant to spend on SAP applications.”

Revenue fell nine percent, year over year, to $2.5 billion, missing the consensus estimate of $2.67 billion. And at 39 cents, profit per share missed analysts’ 42-cent estimate.

Worse, SAP (SAP) reduced its forecast for the year. Where the once Teutonically solid company had foreseen a drop in revenue of four to six percent, it now sees a drop of six to eight percent. Clearly, sales of the software licenses necessary for building ongoing revenue continue to deteriorate.

Add to this Apothekar’s comments about “a particularly challenging environment in Japan and emerging markets” and his claim that “businesses are still very cautious in making major investments,” and you begin to see why SAP’s shares were so brutalized in early afternoon trading.

SAP’s earnings were “a clear miss” analysts at Commerzbank said in a report issued this afternoon. “The lowered software and software-related services guidance for 2009 indicates that the deal pipeline still suffers from a lack of larger deals and that clients remain reluctant to spend on SAP applications.”

Mr. Courtois’s comments echo those of Microsoft Chief Executive Steve Ballmer, who told delegates at a Confederation of British Industry conference Monday that he expects the economy to stay weak and recover only slowly.

Still, Mr. Courtois was more optimistic on the outlook for emerging markets, which he said are doing well. Microsoft doesn’t separate out business performance geographically.

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Yahoo is closer to naming a new international head, according to sources, the last big slot left in the top management structure of CEO Carol Bartz.

While BoomTown is endeavoring to get the name of this international man of mystery, several sources said the company has come close to settling on a London-based media exec, who will move to and operate out of its Sunnyvale, Calif., HQ in Silicon Valley.

But it is unclear if or when a final appointment will be made.

That exec could be a lot of people, since Yahoo’s headhunter for the job–Heidrick & Struggles–has pretty much talked to the gamut of international Web muckety-mucks since the search started six months ago.

The many chatted up include: Former Bebo head Joanna Shields (nope, she has a noncompete from AOL); former Joost CEO Mike Volpi (nope, he just landed as a VC at Index Ventures), Microsoft (MSFT) consumer and online man in Britain Ashley Highfield (hmm, would he move so quickly after jumping from Project Kangaroo and the BBC?) and Gavin Patterson, head of the BT Retail unit.

But Yahoo could also opt for a more traditional media exec, said some sources.

In a memo to Yahoo staff after her reorganization in February, Bartz said that “international growth is critical for Yahoo!, which has become too reliant on its U.S. business over the years.”

Still, that key job remains unfilled, in an arena Yahoo has dropped the ball in recently, even as more nimble competitors like Google (GOOG) and Facebook thrive.

In the Yahoo (YHOO) management chart posted below, Bartz has filled the CFO role with Tim Morse and the customer advocacy slot with Jeff Russakow.

Without an international head, the three regional heads worldwide–Rose Tsou (Asia), Rich Riley (Europe) and Keith Nilsson (Emerging Markets)–have continued to report to Bartz. The U.S. region–Yahoo’s most significant market–is headed by Hilary Schneider.

Here is the Yahoo top management org chart, released back in February (click on it to make it larger):

Goodness gracious, make it stop!

You must know by now how much BoomTown loves internal Yahoo (YHOO) memos. But this is getting ridiculous.

It’s been like a flash flood after a long drought at Sunnyvale HQ today, as Yahoo CEO Carol Bartz turns on the fire hose of a whole lot of communicating.

A lot. A real lot.

“I know you guys have reorg fatigue,” wrote Bartz, in the latest email to employees about the management reorganization finally announced this morning.

Also memo fatigue at All Things Digital HQ, if you can believe it.

Okay, I give, Carol! Well, for now, until another juicy internal memo you aren’t handing out freely lands in my inbox, for example, such as one about a search deal with Microsoft (MSFT). I’d like one of those to go, please!

But, in a gesture of a leak-free peace (can the drop-kick bounty be suspended for just today?), I am posting this last memo about the management reorganization from Carol “Chatterbox” Bartz.

(Although, I wish she would stop insulting the press, as she does below again. We are just doing our job–and very accurately, as it turned out–yet the jibes continue. Which is odd, frankly, given that Bartz has had mostly glowing coverage in the media her entire career.)

But Bartz did seem to leave a little mystery in the email still, as if even more rearranging were to come.

Writes Bartz (my bolding):

“As soon as decisions were made, I wanted you to know about them–even if that means we don’t have all the details nailed down yet”.

Wait, are the deets all nailed by Bartz’s productive hammer or aren’t they?

At least, thankfully, the note is capitalized properly, unlike the quaint no-caps stylings of former CEO Jerry Yang.

In any case, if you just can’t get enough, here is Bartz’s reorg blog from this morning and her new management structure memo too.

And here is her entire email on the reorg to employees:

From: Carol Bartz
Reply-To: Carol Bartz
Date: Thu, 26 Feb 2009 09:02:49 -0800
To: “all-worldwide@yahoo-inc.com”
Subject: Our New Organization

Yahoos,

As I’ve gotten to know Yahoo! over the past several weeks, I’ve developed a point of view on how our organization should be structured to set us up for success.

Our goal is simple: to consistently deliver awesome consumer and advertiser experiences, everywhere in the world we do business. Delivering great customer experiences is everyone’s job at Yahoo!–and each part of our organization will have a clear role in making that happen every day.

The timing of this announcement is important. As soon as decisions were made, I wanted you to know about them–even if that means we don’t have all the details nailed down yet. Yes, there’s been a lot of speculation in the media over the past few days…that’s been a little frustrating, but I’m not willing to speak publicly about decisions before they’re final. Today, they are–so I’ll lay out our new organizational structure for you now.

I know you guys have reorg fatigue. Hang in there–our intention is to leave this structure in place for two to four years. We’ll continue to make adjustments as needed, but we expect this core structure to stay put.

The structure outlined below will enable us to make big improvements in our product quality and operational efficiency. Part of that is simplicity–I’m frankly amazed at how complicated some things are here! We’ll have much clearer decision making and accountability. Product and regional teams will share responsibility for revenue targets and expense management, but we’ll have one P&L, for which I’m accountable.

We will also be in a better position to really listen to and understand our customers–both consumers and advertisers. I think we’ve gotten into the habit of focusing internally too much and we sometimes forget who we’re here to serve. You’ll notice that our management structure puts a renewed focus on the customer, with stronger feedback loops across the company…and they all come through me.

Also, as you know, no organizational structure is a substitute for collaboration, communication and trust. We’ll all need to evolve our behavior a bit–as teams and as individuals – to make this structure work the way it’s designed.

So here’s the overview, with the roles that will report directly to me. As you’ll see, some of our leaders are still to be determined. I know you’ll
want more detail than what’s below–you can learn more on Backyard: http://backyard.yahoo.com/ourorg .

Products: We’ve combined Tech and Product groups under one roof, led by Ari Balogh as EVP Products & CTO. Ari’s charter is to deliver global products that enable extraordinary consumer and advertiser experiences. Ari’s direct reports now include one leader for each product group–we’ve taken care of the “two in a box” problem.

One important note: The Connected Life team has been integrated into various parts of the new organization. Our mobile strategy remains a key part of Yahoo!’s focus going forward and all of our product groups will own mobile innovations. After leading Connected Life for four years, Marco Boerries has resigned from the company to spend more time with his family in Europe. We thank Marco for his important contributions at Yahoo!.

Regions: There are now two: North America and International. As I’ve said before, international growth is critical for Yahoo!, which has become too reliant on its U.S. business over the years.

The regions deliver Yahoo!’s products, programming and services to consumers, partners and advertisers in local markets. They will partner closely with the newly formed Regional Solutions & Products group in Ari’s organization to help drive a significant shift in how Yahoo! develops products for different geographies. The goal is to have global platforms on which regional product offerings are based.

The North American region–comprised of the U.S. and Canada–is led by Hilary Schneider. The leader of our International region, to be hired soon, will be responsible for a cohesive Yahoo! global strategy and seizing our international growth opportunities. Until we determine who’ll lead the International region, Rose Tsou (Asia), Rich Riley (Europe) and Keith Nilsson (Emerging Markets) will continue to report to me.

Marketing: Elisa Steele will be joining Yahoo! as our Chief Marketing Officer (CMO), effective March 23. Elisa joins us from NetApp where she was SVP, Corporate Marketing. Previous to NetApp, she held executive positions in marketing at Sun Microsystems. Elisa will oversee our global marketing strategy and provide direction for our marketing function. She’ll bring together the various Yahoo! marketing teams that have been spread across the company. Reporting into Elisa will be Brand Marketing, Audience Marketing, Corporate Communications, Insights, Policy & Privacy, Community Affairs and related central teams. I’m delighted to have Elisa joining the team.

Customer Advocacy: As I said, we can do much better in hearing the voice of the customer across Yahoo!, and incorporating what we hear into all of our work day-to-day. We have opened a search for a leader, who will oversee Customer Care and Ad Operations globally with the goal of improving how we support Yahoo!’s users and advertisers. In the interim, these teams will continue to report to Hilary.

Service Engineering & Operations: This new team is responsible for delivering common technology services at scale, including application management and infrastructure. No matter how cool our products are, the customer’s experience won’t be great unless our applications consistently deliver. Note that we’re bringing Service Engineering together as one group because these engineers bring expertise that is best applied horizontally. Leading this organization is David Dibble, who joined Yahoo! in December. David’s team also will be accountable for delivering more effective corporate IT systems.

Corporate Functions: Blake Jorgensen will be leaving Yahoo! and I am searching for a new CFO. Blake will remain through a transition with his successor, and I want to thank Blake for all of his great contributions to Yahoo! over the past two years. Mike Callahan will continue to lead our Legal team, and David Windley leads our Human Resources function. Joel Jones joins the team as my Chief of Staff.

So that’s the high-level view. These changes are effective immediately, but we’ve got more work to do in filling out the structure of each group. In the short term, this transition will be challenging for many of our people. My executive staff will be working with their organizations as quickly as possible to create further clarity. For example, we’ll need to recast budgets and adjust work areas so we have the right people working side-by-side.

I want to thank all of you who’ve shared your ideas and views with me since I arrived. Several leaders across Yahoo! came together to design this new structure–I’ve been very impressed with their dedication to the right outcomes, particularly how they’ve embraced the need to eliminate the silos that have been a drag on this organization for so long.

I think this organizational structure has the potential to solve many of the issues you’ve helped me better understand. Of course, new issues will emerge. But I know we’ll be aligned and nimble in tackling them together.

This is a tremendous, proud company with a powerful brand, great products and a bright future. Now’s the time to get more focused than ever on delighting our users and advertisers. Let’s show them how great Yahoo! can be.

Carol

A story in Monday’s Boston Globe says Hewlett-Packard Co. is taking that strategy one step further: Its printers, writes Farah Stockman, “have become a top seller” in Iran–a country whose economy the U.S. government wants to prevent from emerging.

Since 1995, the U.S. government has had an on embargo on trade between U.S. companies and Iran due to the Iranian government’s “sponsorship of international terrorism and Iran’s active pursuit of weapons of mass destruction,” according to a U.S. Treasury Department fact sheet.

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Aaron Rakers, an analyst at Wachovia Capital Markets, does a weekly check on job listings for the companies he covers, and this week came across a “startling reduction in listings” by Cisco. In a research note this morning, he points out that the total number of listings has dropped 93 percent in the last week, from 1,830 openings a week ago to only 128 today. He notes that there were 2,678 jobs listed at the beginning of October. Listings for jobs in the U.S. and Canada fell to 52, from 675 a week ago. European listings dropped to 28, from 311. Asia/Pacific jobs fell to nine, from 162. Emerging markets openings fell to 36, from 643.

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“Our results demonstrate that the combination of a steady base of recurring revenue and profits, investments for growth in emerging markets, a range of products and services that deliver value to clients, and a strong and flexible financial foundation, give IBM a competitive edge in good times and tough times,” CEO Sam Palmisano said in a statement. “We remain confident in our full-year outlook.”

In spite of Q3 sales that missed analysts’ estimates by about $1 billion. Anyway …

An anomalous bit of good news in an otherwise ghastly financial landscape. Seems IBM somehow managed to avoid that “sudden and unexpected drop in business activity” that slaughtered SAP earlier this week. Shares in IBM (IBM), which have dropped 21 percent in the past month alone, rose a bit on the news.

IBM (IBM) held onto the top revenue spot, with 31.2 percent of revenue, up 11.5 percent from last year’s 29.6 percent. HP’s (HPQ) share of the dollars, yen and shekels fell to 27.6 percent from 28.4 percent on 3 percent revenue growth.

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