Sites like Gilt are supposedly exclusive discount fashion communities, but the reality is they will take anyone who will pay. Groupon, which just got Google to say it was worth as much as $6 billion and is on the verge of an investor valuation of $4.75 billion, is a glorified email list. Sure, users must swarm a deal to activate it, but that always happens. And users can share deals with their friends on Facebook and Twitter, earning referral rewards if they buy a deal.

Hitwise researcher Bill Tancer told me via email that only 8.3 percent of Groupon traffic comes from social media referrals. That’s compared to 24 percent of Groupon traffic coming from shopping and classifieds Web pages (as in, ads) and 13 percent from email sites.

Upstream traffic from social networks as a portion of total Groupon traffic declined 83 percent from Nov. 9 to Nov. 10. Tancer said the move from social networks to email reflects the shift of Groupon visitors from early adopters to mainstream users.

The thing is, as seen particularly in the gaming business, social may have the capacity to be an incredible multiplier for any industry. Facebook CEO Mark Zuckerberg has said more than once that he thinks e-commerce will be one of the next big sectors to be disrupted by companies that are built to be social from the ground up.

Linking social with commerce is tricky. Besides user reviews and accounts, which have been around forever, much of social commerce is very basic.

For example, Amazon recently launched the most minimal of minimal Facebook integrations, recommending products based on opted-in users’ public “Likes” and giving gift suggestions for friends with upcoming birthdays. The Web retailer could have gone much deeper, by, for instance, automatically connecting Amazon users to their Facebook accounts or helping users tell friends about new items they have bought.

But that would have raised privacy hackles, as with previous Facebook initiatives, such as the discontinued Facebook Beacon effort or the current Instant Personalization program.

Some retailers are trying to sell things directly on Facebook, such as Delta Air Lines tickets and JCPenney apparel. I see the point of trying to capture users on the sites where they spend all their time, but it seems a little awkward.

Not to say Facebook isn’t already developing a burgeoning business in virtual e-commerce through its gaming partners that could eventually extend to real-world goods (although the margins would be much worse).

And, yes, there are all sorts of real-world deals you can access by playing the “mayor game” on a local social service like Foursquare.

Also on the start-up front, the collage community Polyvore arranges deals and creates tools to help its two million users influence fashion designers, and indie retailer Moxsie asks its Twitter followers to help it choose what items to sell.

There are also start-ups, like Payvment and Milyoni, that provide tools for Facebook storefronts. And the purchase-sharing platforms Blippy and Swipely are social commerce taken to the extreme.

While none of those are Groupon-scale businesses, there are many playing around with the potentially explosive combination of social and commerce.

One cool example of social commerce I just saw today was in a post by E.B. Boyd at Fast Company.

Tea Collection, a boutique children’s clothing maker, used the Facebook Like button to decide which of its selection of discontinued girls’ dresses to deeply discount. When a $59 dress was chosen by user Likes, it was discounted to $10. It quickly sold out at a loss, but additional purchases by customers brought in by the sale gave the company one of its biggest overall sales days ever.

So what does that mean?

At this point, Plastic Logic, which has raised more than $200 million from investors, is well behind Amazon (AMZN), Sony (SNE) and even Barnes & Noble (BKS). So the company is trying to distinguish the Que by positioning it as a “business” device. Which also means expensive: Plastic Logic is asking consumers to pay up to $800 for the initial versions.

The big idea: Not only can you read your books and newspapers on the device, which features a touchscreen and e-ink display, but you can work on Microsoft (MSFT) Word, Excel, etc., documents. Plastic Logic also promises “interoperability” with Research In Motion’s (RIM) BlackBerry, though it is a little vague about how this will work.

That is, the company is positioning the Que as something akin to a netbook that happens not to have a keyboard (this sounds familiar).

In CEO Richard Archuleta’s words: “The e-readers that you see today are great reading devices. They’re great for reading ebooks. They’re great for casual reading. But what about folks who need to read”–that is, grownups who need to get some work done?

The device is neither thinner nor lighter than competing e-readers, which for Plastic Logic was a conscious choice. It is, however, much more expensive: A four-gigabyte version will go for $649 and an 8GB version will cost $799.

Amazon’s Kindle goes for $259, as does Barnes & Noble’s Nook; Amazon’s larger DX device costs $489. Sony’s “Daily Edition” reader sells for $399.

As previously announced, the Que will connect to an electronic bookstore run by Barnes and Noble. The more expensive version will feature a wireless connection provided by AT&T (T). Plastic Logic says the devices will ship in mid-April.

Notably absent from a long list of publications that have agreed to provide versions for the reader: The New York Times (NYT). Also missing, at least right now: Condé Nast and Time Warner’s (TWX) Time Inc. News Corp.’s (NWS) Dow Jones unit is offering both Barron’s and The Wall Street Journal (Dow Jones owns this Web site).

More on Plastic Logic here. Press release here and below:

Introducing the QUE™ proReader
More than an eReader, QUE is uniquely designed as an essential tool to lighten the workload of mobile professionals.

Sleek industrial design, intuitive user interface, powerful applications and QUE Store define a premium business reading experience. | 7 January 2010
CONSUMER ELECTRONICS SHOW, LAS VEGAS, NV – JANUARY 7, 2010 – Plastic Logic today unveiled QUE™ (pronounced “Q”), the world’s first proReader. More than an eReader, QUE is designed specifically to provide a premium reading experience and access to content anywhere anytime, while simplifying the multi-faceted lifestyle of business professionals–and to literally lighten their workload.

With its sleek 8.5 x 11 inch form factor, crisp large touchscreen display, intuitive user interface and powerful tools, QUE stands out in the crowd. QUE is currently on display at the Consumer Electronics Show in Las Vegas (Central Hall of Las Vegas Convention Center at Booth 11840 anchoring the e-Book Techzone).

“Today we are introducing two major advancements: the birth of a new market category, the proReader, and a milestone in the evolution of plastic electronics,” said Richard Archuleta, CEO of Plastic Logic. “The QUE proReader was built from the ground up for people who need to read. Starting today, mobile professionals can look forward to a paperless briefcase, a lighter load, and a better way to work.”

Like paper, only better?: The inspiration for QUE was an age-old but perfect business tool: a simple sheet of paper. QUE was designed to have the benefits of paper, but without the weight and clutter. Just like paper, QUE is easy to hold and feels good in your hands. But it’s easier to search and find exactly what you’re looking for.

The size of a pad of paper, about 1/3 inch thick, and weighing less than many periodicals (about a pound), QUE features a 10.7-inch shatterproof plastic display–the largest display in the market.

Exclusive plastic display technology: ?The patented plastic display technology in QUE has been 10 years in development, since Plastic Logic’s founding by researchers from the renowned University of Cambridge (UK) Cavendish Labs. The unique plastic displays are produced in Plastic Logic’s world-first commercial scale plastic electronics manufacturing facility in Dresden, Germany. Combined with E Ink Vizplex® technology, they produce an outstanding reading experience that looks and reads just like paper even in direct sunlight.

QUE Design: A celebration of black and white print. ?Designed through a unique collaboration between Plastic Logic and IDEO, the QUE design was inspired by black and white print—a communications standard that is both classic and timeless. In addition to being the easiest to read, black and white is often the most visually striking combination.

“We wanted to highlight the optical qualities of plastic,” said IDEO’s Caroline Fagiello, who serves as Plastic Logic’s acting creative director. “Think of pools of black ink captured in a glass ink well against a crisp sheet of white linen paper.”

Plastic Logic created QUE to feel as natural in your hand as a pad of paper, while conveying the level of premium quality craftsmanship of a fine pen. Its proprietary user interface is as intuitive and easy as paper and ink.

The simple, but powerful QUE user interface is uniquely designed for functionality in the day-to-day world of the business professional. Its signature home view provides your appointments for the day and all of the information you need, including a customized view of your content–your daily newspaper, magazines, and other essential materials–as well as immediate access to the QUE Store to get what you need whenever you need it.

All your content, all the time?Designed for more than good looks, QUE provides instant access to the content busy professionals need at their fingertips all day long–all their content anywhere any time: Read a newspaper over morning coffee. Review your appointments imported from Outlook. Have every document you need when you need it. And at the end of the day, relax with a good book.

In addition to highly valued business and professional newspapers, periodicals and eBooks, QUE supports reading and annotating document formats business users need (including PDF, Microsoft Office, ePub documents and more). With the QUE software, it’s easy to quickly convert and transfer content from your PC, Mac™ computer, or BlackBerry® smartphone to your QUE.

The standard 4GB QUE model can hold up to 35,000 documents or the equivalent of up to 35 filing cabinets worth of documents. If your paper-laden briefcase and file cabinets are bulging at the seams, the 8GB model holds up to 75,000 documents or the equivalent of the contents of up to 75 filing cabinets¹.

Powerful tools for interacting with your content?. Storage means nothing if you can’t easily access your documents. Thanks to its proprietary touchscreen interface, QUE makes it simple to find reports, spreadsheets and presentations with just a few taps of a finger. And QUE is always on when you need it: its battery can last days, instead of hours.

QUE has integrated reviewing tools and features that maximize efficiency. Add a note and use the virtual keyboard to include your comments, highlight text, scribble free form, and even add a stamp to emphasize a point. No stylus needed. And if that massive spreadsheet with the tiny font is too small, just zoom in for a close-up view. With QUE, it’s easy to instantly go back and forth between documents.

Wireless access to leading publications, professional content on the QUE Store?The QUE Store offers a rich collection of reading material especially geared to the business professional. QUE users will be able to connect to fresh content on-the-go, on the QUE Store: to search, purchase and download wirelessly via Wi-Fi and AT&T’s 3G network².

Powered by Barnes & Noble, the QUE Store offers instant access to the world’s largest eBookstore, in addition to many business and professional newspapers, books, and periodicals. Additionally, Plastic Logic is partnering with Olive Software and premier publishers to give QUE users a richer content and reading experience that is optimized for QUE.

Today, Plastic Logic is announcing new partnerships with some of the leading business publishers and publications, including the Down Jones company and the Wall Street Journal, Barron’s, and All Things Digital, as well as Forbes and Fast Company. Rounding out new partnerships are the Sporting News and major regional newspapers, including the Sacramento Bee, Miami Herald, and San Jose Mercury News.

These publications join previously announced strategic partnerships with Financial Times, USA Today, the Detroit Free Press and Detroit News, MIT Technology Review, Popular Science, and IDG publication titles including CIO, Network World, and Computerworld. A full list of content partners can be found at PlasticLogic.com.

Publications on the QUE Store are available ranging from one-time use to ongoing subscriptions.

EXCLUSIVE: QUE truVue–Setting the standard for eNewspapers?The QUE proReader enables newspapers, magazines, and other types of content to have a richer reading experience that is symbolic of their print editions, complete with photos and formatting. The QUE truVue standard, enabled by the Adobe Reader Mobile SDK, provides the familiar look and feel of print publications, and makes eReading easier and more enjoyable.

“Since our inception 27 years ago, USA TODAY has offered a reading experience that millions of people rely on and enjoy, so it’s really exciting that there is an eReader platform that delivers our content the way it’s supposed to look and feel,” said Dave Hunke, president and publisher of USA TODAY.

“Forbes has always been at the forefront of embracing and adopting new media and new platforms; eReaders represent that next generation platform to deliver our content,” said Nina La France, Vice President Consumer Marketing for Forbes. “The QUE proReader caters to our audience: people who are busy, active, mobile, time-starved, and consume content at a great clip. The proReader gives them the full content experience and new capabilities to stay ahead.”

The QUE starts here?Beginning today, preorders for the QUE proReader may be placed at the QUE Store. Beginning in mid-April 2010, QUE will be available for shipping. Later in 2010, QUE will be available through the Barnes & Noble stores nationwide and online at Barnes & Noble.com QUE.com.

The price for QUE will range from $649.00 for the 4GB QUE model with WiFi that holds up to 35,000 documents, to $799.00 for the 8GB QUE model with WiFi and 3G that holds up to 75,000 documents.

To complement its iconic look and profile, Plastic Logic has also designed an entire line of QUE premium accessories, including three carrying cases to match any busy lifestyle. In addition to their classic elegance, the cases protect your QUE from dust, scratches and everyday wear and tear. QUE accessories are available on the QUE store at QUE.com.

Additional information, including high resolution images, are available at PlasticLogic.com.

That means that instead of beating on editors at Denton’s dozen-plus blog properties, he’ll be overseeing Fastcompany.com, fastcompany.tv, and scobleizer.com; the company downsized that group just last month. He’ll report to editor/managing director Bob Safian.

The timing here is coincidental, Robischon says–he says Fast Company came to him two months ago. And he wants to make it clear that this is his move, not Denton’s. Noted.

But I’ll go ahead and draw at least one connection: On the same day that Denton calls on publishers to trim their headcount, he’s losing his highest-ranking editorial staffer. And he’s not replacing him. Going forward, all Gawker editors will report directly to Denton. Pause for shiver here.

Bonus tidbit: Robischon’s move means that he’ll be in charge of tireless videoblogger Robert Scoble, a frequent target of Denton’s Valleywag.

Is there a memo? Of course there is a memo. Two of them! It’s 2008. Excerpt from Denton’s email to his staff:

Noah’s presided over a tripling of traffic and the triumph of our tech sites such as Gizmodo and Kotaku over their competition. Obviously, the group managing editor job has sucked more recently–Noah’s been the one that’s had to deliver bad news and do much of the planning for cost cuts as the downturn has worsened. But he’s done a hard job with as much grace as one can. It’s an amicable departure.”

And here’s Safian’s introduction:

From: Robert Safian
To: Fast Company Editorial; Fast Company Ad Sales; Fast Company Marketing
Cc: John Koten; Terry McDevitt <tmcdevitt@mcdevittmedia.com>
Sent: Wed Nov 12 12:53:39 2008
Subject: New fastcompany.com executive editor

I am delighted to announce that Noah Robischon, formerly the managing editor of the Gawker Media network, will start as the new executive editor of fastcompany.com as of December 1. Noah will oversee all the digital activities of what we’re now informally calling Fast Company Media, including fastcompany.tv, scobleizer.com and our other specialty properties. He will report directly to me.

Noah is a terrific talent with significant depth of experience. He started at Gawker as editor of gadget blog Gizmodo and doubled monthly traffic to 10 million page views in less than two years. He was then tapped to oversee all 12 of the Gawker sites, which include some 80 contributors. In less than two years, page views grew to 297 million a month (up from 150 million). He also launched the fastest-growing site in the network’s history, io9, in January 2008; it is already at 7 million monthly pageviews.

But Noah is not just a digital guy. His experience extends across other media as well. He has written for print publications from the now-defunct Brill’s Content to Entertainment Weekly to The New York Times, and worked as writer and story editor at TV outlets from VH-1 to New York 1. Noah is also an even-keeled, likeable guy who should fit in well with our team.

This high-profile addition is indicative of the ambition and commitment we have to fastcompany.com. And there is no better time, we believe, to invest in ramping up our efforts–just as others are pulling back. Our digital operations have a sound foundation in the fastcompany.com community (more than 140,000 members, some 1800 member blogs, etc). Now we will layer on the additional editorial resources that will take us to the next level. Noah is committed to leveraging the editorial resources of the magazine and emphasizing the agenda that has been so successful in print: from technology to sustainability, design to entertainment. Innovation in all its forms is our hallmark. We are already at work assembling a team of influential writers to contribute to the site daily, and in anticipation of Noah’s arrival have already begun iterative tweaks to the site’s format, design and content. Page views are up sharply in recent weeks, and we expect progress to continue and accelerate when Noah is on board full time.

My deep thanks to all those on the Fast Company Media team who have contributed to the site’s surge over the past few weeks. I know these efforts did not happen without sacrifice. I also know these contributions will continue in the weeks and months ahead as we all help fastcompany.com to realize its potential. I have already shared with Noah all of the suggestions that emerged from our team-brainstorming exercise, and he expressed great enthusiasm for the ideas and ambition embedded in your work.

I’m sure you’ll all give Noah an appropriately robust Fast Company welcome when he arrives. December 1 will certainly be a banner day for all of us.

Thanks,

Bob”

Point taken. Certainly, we’re not going to see the recession inspiring companies to suddenly shutdown their e-commerce operations or disable Salesforce in aid of their longevity. But that doesn’t mean the Grim Reaper of the “Next Economy” isn’t going to sweep this latest crop of Webvans and Scients off into the abyss, and from there into the pages of a 2013 Fast Company article.

That said, take it from Colony: Don’t worry, be happy.

[Image Credit: Sequoia Capital via VentureBeat]

First, a Fast Company piece on the disaster at AOL (this is, for anyone who follows the company, nothing new), called “Dead Man Walking” by David Case.

The phrase, the origins of which is not mentioned in the piece, was applied by pundits to AOL in the early 1990s, when it looked like the Internet was going to make closed online services like AOL obsolete.

It did not turn out that way, of course, as AOL became–for a time, at least–the most powerful player in the digital arena, before imploding right after its disastrous merger with Time Warner (TWX).

After a bit of resurgence under Jon Miller (who was fired for his efforts), AOL is on the ropes again, this article contends–and which BoomTown has been saying for a while now. There are copious examples of this sorry trend in the piece, one more painful than the next.

If you don’t want to slog through it, here’s the money quote:

Eight years removed from the Time Warner merger and more than four years after AOL was expunged from the public company’s official name–an eternity in our evolving Internet age–AOL has been unable to find a way to innovate out of its troubled past. Yes, AOL has been plagued by internecine battles with its corporate parent and by a dial-up subscription-revenue model that could not possibly survive in the modern era. But it has also failed to exploit a wealth of formidable assets, including a ubiquitous brand, millions of regular users, the Web’s dominant instant-messaging service, the iconic MapQuest and Moviefone, the most popular finance site, a top celebrity-gossip site in TMZ, an innovative video search engine in Truveo, and deep television and music offerings… what emerges is a tale of failure on multiple fronts: short-term thinking, bad technology, bungled product development, a dramatic miscalculation of what drives page views on its own site, and a risk-averse culture more prone to imitation than innovation. ‘Pretty much everything we worked on,’ says a former AOL manager, ‘executives pointed to someone else’s product and said, “We want that.” ‘

Second, a piece in the New Yorker by Eric Alterman about the death of newspapers–or, as BoomTown likes to say of this much-trotted out concept: Generalissimo Francisco Franco is still dead!

Most interesting, though, is its look at the growth of Arianna Huffington’s online phenom, the Huffington Post (which we wrote about last week here, in fact), as part of the problem for newspapers. (We borrowed this very funny illustration from the article, which kind of says it all.)

And that is basically: They are dull and Arianna is not.

Here’s the money quote:

Though [the] Huffington [Post] has a news staff (it is tiny, but the hope is to expand in the future), the vast majority of the stories that it features originate elsewhere, whether in print, on television, or on someone’s video camera or cellphone. The editors link to whatever they believe to be the best story on a given topic. Then they repurpose it with a catchy, often liberal-leaning headline and provide a comment section beneath it, where readers can chime in. Surrounding the news articles are the highly opinionated posts of an apparently endless army of both celebrity (Nora Ephron, Larry David) and non-celebrity bloggers–more than eighteen hundred so far. The bloggers are not paid. The overall effect may appear chaotic and confusing, but, [HuffPo Co-Founder Kenny] Lerer argues, ‘this new way of thinking about, and presenting, the news, is transforming news as much as CNN did 30 years ago.’ Arianna Huffington and her partners believe that their model points to where the news business is heading. ‘People love to talk about the death of newspapers, as if it’s a foregone conclusion. I think that’s ridiculous,’ she says. ‘Traditional media just need to realize that the online world isn’t the enemy. In fact, it’s the thing that will save them, if they fully embrace it.’

Since we have been hugging online for a while now, Arianna just made us feel all warm and fuzzy.