I am in the market for an iPad, but have been advised to wait for the iPad 3, which rumors suggest will be arriving shortly. What do you advise?

A:

I have seen similar rumors, but I have no confirmation of them and no information on the timing or details of the next iPad. If I had to guess, I’d guess the next iPad will be announced in March or April, which is when the last two were announced.

Q:

I would like to purchase a laptop for use only with my stock brokerage firm, my mutual-fund company, my bank and my local credit union. No email, music, photos, games, surfing the Web, online purchases, video chat, etc. I think this will cut down greatly on the chances of my financial information being stolen. Am I mistaken?

A:

This approach might help, but I believe you may be overestimating its benefits. You have to go online, via a Web browser, to perform financial transactions, and you will have to use email in order to do things like confirm sign-up information. Once you are using a Web browser and email, you are open to identity theft if you are careless. Obviously, avoiding any website or online activity where malware or spyware might lurk will help, but you’d still need to be very careful, and—especially if it’s a Windows PC—to install strong security software.

Email Mossberg’s Mailbox at mossberg@wsj.com.

Facing a barrage of negative press about its upcoming IPO, Groupon CEO and co-founder Andrew Mason took up a pen to counter critics of the social buying service.

Especially under scrutiny has been the Chicago-based Groupon’s accounting of its finances — along with worries that its torrid growth is slowing — both of which Mason addressed in detail in a pugnacious email memo to his thousands of employees.

Specifically referencing a recent article speculating that the daily deals site was running out of money, Mason said, in part:

“While we’ve bitten our tongues and allowed insane accusations (like in the article above) to go unchallenged publicly, it’s important to me that you have the context necessary to brush this stuff off.”

Mason also took on the controversial ACSOI — or adjusted consolidated segment operating income — metric that Groupon used in its initial filing and later stepped back from.

“The reason we didn’t realize everyone in the world would hate ACSOI (no, it’s not the same reason we didn’t realize everyone in the world would hate our Superbowl ad), is that we think it actually does a pretty good job at describing our marketing expenses in a steady state — we just didn’t realize there would be so many skeptics,” wrote Mason.

Mason also took some aim at competitors, such as LivingSocial and Yelp, in the email.

As for the public offering, which is expected next month:

“If there’s a silver lining, it’s that we’re almost on the other side, and the negativity leaves us well-positioned to exceed expectations with an IPO baby that, having seen the ultrasound, I can promise you is not one of those uglies.”

Then again, that is exactly what a dad-to-be would say about his baby, whatever it looked like.

Mason, when asked about the memo, declined to comment.

There is a lot more than that, so here’s Mason’s full email for all you pencil pushers to peruse:

Dear Groupon,

This weekend, I did a Google News search on our company — my first in awhile. The first story that popped up was called The Fall of Groupon: Is the Daily Deals Site Running Out of Cash? I laughed when I read the headline (in the car by myself, weirdly). First — with this article, the degree to which we’re getting the shit kicked out of us in the press had finally crossed the threshold from “annoying” to “hilarious.” Second, I was struck by the irony — I had just finished a board meeting last Wednesday saying this to myself: I’ve never been more confident and excited about the future of our business.

I realize that this sounds like the kind of thing that CEOs say when they’re trying to pep people up. First of all — I’m all about not pepping people up. If you don’t believe me, just ask my fiancée, Jenny “why don’t you ever say anything nice about me” Gillespie. Want another example? Look at the magazine covers in our lobby, which are there to make you sad by reminding you of the impermanence of success.

I’m going to spend the rest of this email explaining why I’m so excited. You need some ammo to argue back against your blog-reading “friends” (silently argue in your mind, that is — you can’t actually say any of this yet), and I’ve been told that the “what have you ever done with your life that’s so great?” rebuttal isn’t working as well for you guys as it has for me.

While we’ve bitten our tongues and allowed insane accusations (like in the article above) to go unchallenged publicly, it’s important to me that you have the context necessary to brush this stuff off.

I’ll summarize my excitement with four points: 1) Growth in our core business is strong 2) Our investments in the future — businesses like Getaways & NOW — look great, 3) We are pulling away from competition, and 4) We’ve built a great team that I would pit against anyone. In other words, all the stuff that one would want to look good? It looks good.

Many of the long-term unknowns of our business are becoming known, and we like the answers. I will now elaborate in a level of financial detail that will give Jason Child a stomach ulcer.

1. GROWTH IN THE CORE BUSINESS

Thanks to a tremendous effort by our sales team, August in the U.S. is shaping up to be a pivotal month. It appears that will revenues grow by about 12% over last month (which is a lot), while we cut our marketing expenses by 20% in the same period.

Beyond their obvious goodness, these numbers are important because they answer one of the main criticisms thrown at us in the past few months, relating to a metric we put in the S-1 called ACSOI (adjusted consolidated segment operating income) to help people understand how we think about marketing expenses. The reason everyone in the world seems to hate ACSOI is that it makes us look magically profitable by subtracting a bunch of our customer acquisition marketing costs from our expenses. The reason we didn’t realize everyone in the world would hate ACSOI (no, it’s not the same reason we didn’t realize everyone in the world would hate our Superbowl ad), is that we think it actually does a pretty good job at describing our marketing expenses in a steady state –we just didn’t realize there would be so many skeptics. I think it’s worth going deep on this one more time — brace yourself.

Our internal forecast shows two different types of marketing: what I’ll call “normal marketing” — which is NOT excluded from ACSOI — and “customer acquisition marketing,” which is. The way Groupon spends on marketing is unique in three ways:

1. We are currently spending more than just about any company ever on marketing — in Q2, we spent nearly 20% of our net revenue on marketing, while a typical company spends less than 5%. Why do we spend so much? The simple answer is “because it works.” But thats only part of what makes our situation special.

2. Our marketing — at least the customer acquisition marketing that we remove from ACSOI — is designed to add people to our own long-term marketing channel — our daily email list. Once we have a customer’s email, we can continually market to them at no additional cost. Compare this to Johnson and Johnson, McDonald’s, or most other companies. If I’m a Johnson, and I’m trying to sell you a box of Band Aids, I have to keep spending money on commercials and magazine ads and stuff to remind you about how sweet Band Aids are, even after you’ve bought your first box. With Groupon, we just spend money one time to get you on our email list, and then every day we email you a reminder of the sweetness of our metaphorical Band Aid. There is no cost of reacquisition — that’s unusual (and we created ACSOI to point that out). If Johnson wanted to follow the Groupon strategy, he would have to start a free daily newspaper about bandages and then run Band Aid ads in it every day.

3. Eventually, we’ll ramp down marketing just as fast as we ramped it up, reducing the customer acquisition part of our marketing expenses (the piece that we remove in ACSOI) to nominal levels. We are spending a ton now because we’re acquiring as many subscribers as we can as quickly as we can. We aren’t paying attention to marketing budget (just marketing ROI) in the way a normal company would, because we know that even if we wanted to continue to spend at these levels, we would eventually run out of new subscribers to acquire. So our customer acquisition spend drops severely to reflect the fact that eventually we’ll run out of people we can add to our email list. We view this internally as a very large one-time expense and then our job forever after will be to continually convert these subscribers into customers and to make sure our customers keep buying from us. Ongoing, the normal marketing dollars we spend are not something we would remove from our internal calculation of ACSOI.

I tried my best to explain this simply, but it’s not lost on me that if you actually understood this, you probably had to read it three times. It’s not easy stuff. It’s much easier to assume that we’re goons. So people can be forgiven for being suspicious. In fact, feel a little bad about how downhearted the critics will be when we don’t turn out to be a Ponzi scheme — those are good impulses for journalists to have, and I hope our non-evil ways don’t destroy their spirits.

Anyway, there’s a reason that I just went on about ACSOI. One of the questions that skeptics ask is, “when you ramp down marketing, won’t revenues stop growing as well? Aren’t you just buying growth?” Over the past several months we’ve been consistently reducing our marketing spend and yet revenues are still increasing at a significant pace. In Q1 of this year, marketing represented 32.3% of our net revenues. By the end of Q2 it had fallen to 19.4%. And it has continued to fall over the past several months all because we’ve been investing in our own long-term marketing channel — our email list.

Internationally we see the same trends — marketing is down, but revenues are up — every country is either losing less or making more. Even in young markets like Korea, where we’re still making massive investments, we’re seeing unprecedented growth. We started building our Korean team this January, despite the presence of two competitors that were larger than any we’d previously battled from behind. Thanks to the brilliant execution of the Korean team, we are set to be the market leader within months. We’ve never had a country grow as fast as Korea!

What about our joint-venture with Tencent in China? Did you read the article that Gaopeng’s CEO has kidnapped the first born children of all our employees and is putting them to work building a laser beam he’ll use to slice the moon in half? It turns out that that one isn’t true either. China is definitely a different market, but every month we inch closer to profitability. As has been our strategy in launching other countries — Germany, France, and the UK, included — our China growth strategy was to hire quickly and manage out the bottom performers. So far, that strategy has improved our competitive position in China from #3,000 to #8. Will we one day reach the dominant status we enjoy in most (come on, Switzerland!) other countries? It’s too soon to tell, but there’s no question in my mind that we’re building a business that will be around for the long haul.

2. NEW BUSINESS LINES ARE BOOMING

Travel and Product are enormous opportunities. After only a few months, they’re already making up 20% of revenue in some countries. We sold $2M worth of mattresses in the UK — in one day! Groupon Getaways will do $10M in its first calendar month — which you might think is awesome, but we’re actually disappointed with those results because we know how much better we’ll be doing soon.

While there’s still a ton of work to do, Groupon Now! continues to see weekly double digit growth. The model works and I believe it will play a major part in the future of our global business as more merchants and customers join the marketplace.

3. WE ARE PULLING AWAY FROM COMPETITION

If there’s a question I’ve received from Groupon skeptics more than any other, it’s, “how will you fend off the competition — especially massive companies like Google and Facebook?” I could give a dozen reasons to bet on Groupon, but it’s impossible to predict the future or the actions of others. Well, now the sleeping giants have woken up — and the numbers are showing that what was proven true with literally thousands of other competitors is just as true with the incumbents of the Internet: it’s kind of hard to build a Groupon. And since anyone with an Internet connection can track the performance of our competitors, I can be more specific:

Google Offers is small and not growing. In the three markets where we compete, we are 450% of their size.

Yelp is small and not growing. In the 15 markets where we compete, our daily deals are 500% of their size.

Living Social’s U.S. local business is about 1/3rd our size in revenue (and smaller in GP) and has shrunk relative to us in the last several months. This, in part, appears to be driving them toward short-sighted tactics to buy revenue, like buying gift certificates from national retailers at full price and then paying out of their own pocket to give the appearance of a 50% off deal. Our marketing team has tested this tactic enough to know that it’s generally a bad idea, and not a profitable form of customer acquisition.

Facebook sales are harder to track, but are even less significant at present.

My point is not that our competitors will fail — some may actually develop sustainable businesses, or even grow — after all, local commerce is an enormous market. The real point is that our business is a lot harder to build than people realize and our scale creates competitive advantages that even the largest technology companies are having trouble penetrating. And with the launch of NOW, I suspect our competition will have an even harder time in light of the natural barriers to entry that are needed to build a real-time local deals marketplace.

4. OUR TEAM

This is the fluffiest of the four points, but maybe the most important — we’ve built a global team of hungry entrepreneurial operators and seasoned executives that rivals any team I know of. Almost every day, I find myself in a scenario where I silently think, “I can’t believe I got this person to work for me — that failure of judgement is perhaps their single flaw.”

I point out the team because while today the business is strong and it appears we must endure success for awhile longer (despite its impermanence), we will inevitably be challenged with issues we didn’t predict — and when that happens, the quality of our team will be a deciding factor in our ultimate long-term success.

FINAL THOUGHTS

I wrote this email because when I read some of the press this weekend, I realized a rational person could read this stuff and wrongly conclude that we’re in trouble. The irony is hopefully clear: We’ve never been stronger.

And while we’ve refrained from defending ourselves publicly, you’ve continued to create our best defense, with every department innovating new practices that are taking our business to the next level. Thanks for staying tough, determined, and agile throughout this process. For now we must patiently and silently endure a bit more public criticism as we prepare to birth this IPO baby — a breed for which there are no epidurals. If there’s a silver lining, it’s that we’re almost on the other side, and the negativity leaves us well-positioned to exceed expectations with an IPO baby that, having seen the ultrasound, I can promise you is not one of those uglies.

I’ve been as candid as possible — hope this sheds some light on things. Reply with your questions if anything remains unclear. Amidst all this, I hope you remember what we’re doing here — we are making history together. I guess you don’t get to build something that reshapes the local commerce ecosytem without getting a few bruises. I’m so proud of the work we’re doing, and I feel extraordinarily lucky to work on what I think is the best thing that’s happened to small businesses since the telephone We’ve invented something that is catalyzing millions of dollars of local commerce every single day in 45 countries and fills the lives of millions of customers with unforgettable experiences — it’s pretty remarkable.

Looking forward to getting this behind us!

Andrew

P.S.: I almost forgot to address the nonsense about us running out of money in the article above. If you apply the same logic used in the article, you’d have concluded long ago that companies like Amazon and Wal-Mart were running out of cash too. Both have often had payables far in excess of their cash. Finance geeks call this a working capital deficit. It’s normal, manageable and a lot of folks actually believe it’s good thing and would kill to get paid from their customers long before they have to pay their suppliers. We are generating cash, not losing it — we generated $25M in cash last quarter alone, adding to the $200M we had before. In other words, we’re doing the opposite of running out of money.

Speaking of “it looks good,” here is Conan O’Brien with a Tourette’s version of Mason’s new catchphrase:

The two companies on Friday are set to announce a partnership that marries Intuit’s accounting software for small businesses with Salesforce.com’s sales-automation offerings–-all handled over the Web, or in the cloud, as many industry executives put it these days.

They plan to offer a Web-based application based on Salesforce.com technology that will be sold through Intuit’s App Center for users of QuickBooks, a program used to manage the finances of 4.5 million small businesses, Intuit said.

Read the rest of this post on the original site »

I’m not exactly sure why Viacom dug up YouTube’s profit-and-loss statement and balance sheet from its pre-Google days, but I’m glad it did. You can see the entire thing, which covers YouTube’s birth in the spring of 2005 through August 2006, at the bottom of this post.

But these excerpts give you a very good snapshot of what was going on in the company’s early days–hypergrowth, followed, eventually, by revenue (click to enlarge):

Some context: Chad Hurley registered the YouTube domain in February 2005, but the site wasn’t up and running for a few more months. Co-founder Jared Karim uploaded YouTube’s first video, “Me at the zoo,” in late April 2005.

By December 2005, users were uploading 6,000 clips a day, and the site was streaming 2.5 million videos a day. By February 2006, those numbers had jumped to 20,000 and 18 million, respectively. In July 2006, YouTube users uploaded 2.1 million clips and watched three billion of them.

Which explains the skyrocketing Web-hosting bills. But do note the burst of revenue from direct sales in August 2006, which allowed the company to generate a gross profit. A lot of people assumed that YouTube had to find a buyer like Google (GOOG) a few months later because it couldn’t pay its own bandwidth bills. But these numbers suggest that this may not be the case.

Also of note for Web video and Web ad nerds/historians: Check out the detailed breakdown of YouTube’s ad revenue and hosting costs, both real and projected, circa December 2005.

youtube pl

balance sheet

Google (GOOG) continues to insist that it will start making money from its Web video site soon. But for now, YouTube’s finances are a black box. From the outside, though, we can see indications that the site is at least becoming more serious about getting more ad dollars out of more videos.

Take this new study from TubeMogul, the Web video-tracking service. It says that 44.7 percent of YouTube’s most viewed videos are professionally produced and/or products of YouTube’s “partner” program, meaning that YouTube has the ability to shove ads on them. That’s up from 36.3 percent six months ago.

Here’s the full breakdown:

And for comparison, here’s what that looked like six months ago:

These charts don’t break it out, but TubeMogul reports that 41.93 percent of the 100 most popular videos on YouTube on a given day actually carry some kind of advertising, up from 36.72 percent.

If you want to be glass-half-empty about it, you could argue that six out of 10 of YouTube’s most popular clips still don’t carry ads, which is a problem. But that would be grouchy of you! Progress is still progress.

No comment from YouTube. But I imagine that if executives there did have something to say, they’d argue that 1) outsiders like TubeMogul really don’t have a good grip on their metrics, and that 2) focusing on the top videos at the site is misleading, since the site has been working hard to monetize the mid- and long “tail” of its clips.

Of course, the best way to respond to this sort of educated guessing would be to open YouTube’s books. But I’m not holding my breath on that one.

Meanwhile, here’s an ad-free clip YouTube recommended that I watch:

Looks like Yahoo has found its new CFO. This afternoon, the company said that Tim Morse will take charge of its finances. Morse, who has served as chief financial officer for chip maker Altera (ALTR) since 2007 and spent 15 years at GE (GE) before that, will start work on June 17 and assume CFO responsibilities on July 1.

Welcome news, since Yahoo has been looking to fill the position since Blake Jorgensen said he would step down from the Silicon Valley-based company last February.

What did it take to bring Morse to Yahoo? According to an SEC filing, a $500,000 signing bonus, a base salary of $500,000, an option to purchase 400,000 shares of Yahoo stock, and 150,000 shares of restricted stock.

The appointment of Morse is yet another for Yahoo CEO Carol Bartz, who has tended to pick her top execs from a more business-focused sector than one focused on the consumer Internet, which is Yahoo’s arena.

Here is the official press release:

Morse Appointed Chief Financial Officer of Yahoo!

SUNNYVALE, Calif.–(Business Wire) Yahoo! Inc. (Nasdaq:YHOO) announced today that the Board of Directors has appointed Tim Morse as chief financial officer. Reporting directly to Carol Bartz, the chief executive officer of Yahoo!, Morse will be responsible for the company’s finance, investor relations, and mergers and acquisitions groups. He will commence employment on June 17, 2009 and will assume the responsibilities of CFO on July 1, 2009.

“Tim has a proven ability to translate strategy into structure, process, and execution, and I am delighted that he will be joining my leadership team to help drive Yahoo!’s growth,” said Bartz. “With his passion for operational finance, global experience, and expertise simplifying complex organizations and managing growth, Tim is a natural fit for Yahoo!.”

Morse has financial experience in both large and small organizations, managing in complex, fast-paced environments and establishing scalable, cost-effective processes and controls. Prior to joining Yahoo!, he was the CFO of Altera Corporation, a semiconductor company specializing in programmable logic devices for communications, industrial, and consumer applications. Morse previously served as the CFO and general manager of business development for General Electric Plastics. A 15 year veteran of GE, he also held a variety of positions at GE Plastics, GE Appliances and GE Capital in North America, Europe and Asia.

“Yahoo! is an amazing brand with a unique combination of assets, and I am extremely excited to be joining a finance team with a deep commitment to financial excellence and fiscal discipline,” said Morse. “I look forward to working with the entire leadership team to continue to focus on driving results and creating value for our shareholders.”

Morse holds a bachelor’s degree in finance and operations and strategic management from the Boston College Carroll School of Management.

Also: Debtor is suffering under mounting legal costs as it is steadily beaten into submission by Apple (AAPL) and its notoriously vicious legal team.

Pystar’s bankruptcy declaration will delay Apple’s copyright-infringement suit against it, but only temporarily. In the meantime, the company will be allowed to continue to do business and perhaps, strengthen its defense. But on June 5, the date of its bankruptcy hearing, things could get nasty. Psystar will almost certainly be forced to reveal its financial backers, and if they are the nefarious Svengalis that Apple claims, there may be hell to pay.

This week, I tested a free Web site called Mint.com that serves as a Web home base for account information from credit cards, credit unions and bank accounts. The site securely and automatically logs into those accounts, fetches the latest data and presents the information in easy-to-read and useful ways.

Mint.com lets users track their expenses via pie charts (top) and offers alternative savings options (bottom).

Mint hopes to help users get a better handle on where their money is going, how much is in each account, and what can be done to budget that money more efficiently. It sends automatic alerts about account data or when you exceed your budget. It can even translate a bank’s often odd rendering of merchants’ names into plain-English versions of your financial transactions.

Starting May 6, the site will let users add investments, such as individual retirement accounts and 401(k) plans, to their accounts, though Mint isn’t designed for serious investors. Today, readers can get sneak peak access to this Investments feature via www.mint.com/wsj. In June, Mint will add auto loans, student loans and mortgages.

Mint won’t work offline because it’s completely Web-based, and can’t be used to pay bills or move any money around, meaning people will still need to visit separate sites for bill payments and money transfers.

Talk of money-related software programs often brings to mind the old reliables: Intuit Inc.’s (INTU) Quicken and Microsoft (MSFT) Money. But some of these programs can cost close to $100 and require intense bookkeeping. Stripped-down versions of these products are available, but these still include fees. Geezeo.com is a Web service that’s more comparable to Mint.com, but it incorporates social-networking tools like introducing users with like interests.

Mint was created for 20-somethings like me who want to pay more attention to their finances but aren’t interested in taking hours each week to do so. This Web site worked ideally for me, and its clean interface integrates Web 2.0 features in a way that makes it a pleasure to use. I think it will appeal to a broad range of people who want to feel more in control of their money, but don’t want to spend a lot of time updating their information.

I set up my information on Mint in minutes, not hours, and used it to track five accounts. In seconds, Mint used data from my accounts to automatically generate colorful pie charts that illustrated where my money was spent — and most expenses were accurately labeled. I was pleased to find my local bank in a list of Mint-supported companies. And the site even encouraged me to look at my 401(k)’s progress online for the first time in a while because I didn’t need to dig into an out-of-the-way, unfamiliar Web site.

Security is important for a site like Mint.com, so it teamed up with online banking-service provider Yodlee to make secure connections to banks. This involves using encryption that the company claims is the same as what banks use. Mint also says that because it requires nothing more than an email address, password and ZIP Code from each person, registration is anonymous. And the company claims that it never sees or stores password information, nor does it ever see account numbers.

When setting up an account, Mint acknowledges nicknames for companies, like Amex for American Express (AXP), making it easy to find specific banks and credit-card companies. If you’d like to sign up on Mint, but don’t already have online accounts set up, Mint will give step-by-step directions on how to do this — whether via a company’s site or by phone.

The site suggests alternative companies that will save you more money than those you’re currently using. Some, but not all, of these companies are sponsors of the site. After entering my savings-account information, I learned about a high-yield savings account that would potentially allow me to earn hundreds more in interest each year. Some of these suggested alternatives were familiar, while others — like Bank of the Internet USA — weren’t.

I found Mint’s automatic alerts to be especially helpful. Each alert can be personalized to notify you via email or an SMS message on your mobile phone when something happens in an account. Account summaries, for example, can be sent via email and text message every Friday, the first of every month or never. Alerts can be adjusted to tell people that their credit-card bill is due within a certain number of days; if a pre-set budget is exceeded; or if a bank charges extra fees.

Mint’s new Investments section showed me details about two investments. A handy graph showed the status of my account earnings and compared them with the Dow Jones Industrial Average, Nasdaq and the S&P 500. Individual stocks can be added into your account, though I could see only the balance of a trust holding one of my stocks.

In the Trends section, I learned what my most frequent expenditures were, as well as the total amount of money spent per month, which was interesting to see since I don’t usually add up all of my expenses. Trends can show you how your spending stacks up with everyone else — that is, people in the U.S. who use Mint. My account showed I ate at a Chipotle (CMG) chain restaurant once in February and once in April, spending the exact amount each time. (I like their barbacoa fajita burrito.) But I spent about $4 to $5 less than the average Chipotle customer.

If certain expenses are mislabeled, they can easily be renamed and reassigned to different categories. Pie charts and graphs can be altered with one mouse click to become more or less specific, and budgets can be set after looking at spending history on an easy-to-understand bar graph.

Digital conveniences like online bill payments and Web transactions can lead to people putting less thought into their finances. But the value of knowing specifically where money is and how it is spent is a tool that will likely encourage better financial planning and habits. I only wish Mint had a way to incorporate online bill payments so I could do all of my financial work in one place on this site. Otherwise, Mint is a real boon to people who want to tell their dads that they’re on top of their finances — and mean it.

• Email mossbergsolution@wsj.com.