Additionally, it said it is partnering with four software providers to gain access to 50,000 small- to medium-sized merchants.

Meanwhile, tomorrow will be exactly a year since Google launched its mobile wallet.

So, you ask, which large technology company is winning the race to gain the hearts and wallets of consumers and retailers?

Pretty clearly, it’s neither.

Google may have gotten off the blocks first, but ever since, it has been plagued by execution issues and management departures. In contrast, PayPal has a lot of institutional advantages, but it still has a long way to go before it is synonymous with Visa or MasterCard.

Here’s just a snapshot of the two companies’ advantages and disadvantages:

Google:

Pros: It has relationships with 25 national retailers, totaling 140,000 locations.

Cons: It bet too early on using near field communication technology. Sprint, the third-largest U.S. wireless carrier, is the only provider so far that is backing it and it’s deployed on only six Android devices.

PayPal:

Pros: There are 110 million people using PayPal worldwide, who are on track to spend a record $7 billion in mobile payments this year using PayPal on the phone.

Cons: The company is expecting to deploy with 20 retailers by year’s end, but based on the 16 retailers announced yesterday, I calculated that it has access to about 16,000 U.S. locations (far fewer than Google Wallet). That does not include the thousands of locations that those 50,000 small- to medium-sized retailers would contribute if they signed up for it.

Clearly, it is still early days.

And when you look at the broader market opportunity, the race is not just between Google and PayPal. All of the incumbents, including American Express, MasterCard and Visa, have announced digital wallet strategies. And then there are the start-ups, such as Square, which is seeking a $4 billion valuation in its next funding round.

There are two points to be made on the debate between PayPal vs. Google Wallet that can’t be stressed enough: PayPal has the user base, and it has the technology with the lowest barriers to entry.

In theory, if a consumer has signed up for the service from their PayPal account, they will be able to conduct a transaction using their mobile phone number and PIN – without changing carriers or phones. Likewise, merchants won’t have to upgrade their point-of-sale hardware.

In an interview, PayPal President David Marcus acknowledged there’s a chicken and egg problem: Without a lot of locations, there won’t be a lot of consumers using it. But this year is about learning and testing, he said, and next year, “it will be about iterating and full-on execution.”

If you asked the folks at Google, I’m sure they would agree. A Google spokesperson declined to comment for this story, but already, there are signs that Google has learned a lot and has started to pivot.

Rick Oglesby, a senior analyst with Aite Group, believes that Google is distancing itself from NFC and from being the merchant of record.

“I think they will follow the path of least resistance, because for them, it’s not about payments — it’s about advertising,” he said. “It’s about pay-for-performance marketing. Just like how they get paid for a click-through on the Web, they want to get paid when you walk through the door — but no one is monitoring that.”

Last month, Google purchased TxVia, a little-known payments technology company, another sign that it’s changing directions.

Tony Felice, a senior digital strategist for Vladimir Jones, who worked with TxVia at his former job at Red Door Interactive, said TxVia and Google Wallet together can be very powerful. He said TxVia has all the banking relationships, which will help enable payments, gift cards and other services, and also has the ability to produce analytics about what consumers are doing and spending money on.

“Together, they will be able to get a 360-degree picture from the moment of truth to purchase,” he said. “In order to do that, you have to pull in disparate sources and synthesize it in a single place. The transactional data from TxVia is just one piece of a puzzle.”

Oglesby said despite Google’s hiccups, it’s not yet out of the race.

“It’s been a slow-growing situation, and there’s been big turnover on the executive team, but they are reassessing the situation and have made an acquisition,” he said. “I wouldn’t say they’ve screwed up because no one has run way ahead of them. They were leading the market, and tried an approach, and now there’s other approaches for them to try.”

It used to take NBC a very long time to get clips from “Saturday Night Live” on the Internet, which is the whole reason that “Lazy Sunday” became a YouTube sensation.*

Fast-forward to today, where NBC and its social media helpers distribute SNL clips in the wee hours of Sunday night, just as soon as the show wraps up. Even more advanced: Now NBC has started showing clips of bits that never made it to TV, period.

Here’s a couple of sketches that never aired on last week’s season finale. But you can see them because they made it to the dress rehearsal, which the show tapes in its entirety.

I think the stand-up satire is pretty great (loved the Bears fan and the Denis Leary guy, in particular). Media omnivore Jason Hirschhorn loved the Jay Pharoah thing.

And that’s what’s great about SNL on the Web in general — it lets everyone pick and choose their favorite bits, Chinese-menu style, and skip the many parts they don’t want to watch. Adding in stuff that was good enough to get staged but not good enough to make the 90-minute broadcast can only be a good thing. If you’re a certain kind of SNL fan, you’ll even get a kick out of dress rehearsal versions of stuff that did air.

I don’t know how long SNL has been putting up un-aired bits on the Web — looks like for all of the past season, at the very least. Perhaps NBC PR will get back to me before the holiday weekend with a more accurate date. But regardless of when they started, I hope they keep it up.

*Which you could argue is one of the reasons Google ended up buying the company for $1.6 billion. Which led to NBC and Fox creating Hulu as an anti-Google/YouTube hedge.

And when it comes to the company’s major markets in Western Europe, Maitre said things are in pretty good shape. Windows Phone, Android and iOS have paved the way for a solid set of options for both high-end devices and even midrange ones, often sold prepaid and, in some cases, under the Orange brand name.

But when it comes to serving the next 6 billion potential smartphone customers, Maitre said that none of the major operating systems is really lightweight enough from either a cost perspective or from the amount of bandwidth consumed.

In an interview Thursday, Maitre likened it to when he was growing up in France and his family had a two-cylinder Citroen. He idolized the huge eight-cylinder cars coming out of Detroit in the 1970s. And while those cars did enjoy a moment in the sun, the world realized that with more cars out there, gas wasn’t unlimited.

In the end, the car makers like Toyota that created fuel-efficient vehicles fared better.

While conventional wisdom is that low-cost Android devices will bring smartphones to the developing world, Maitre says even Google’s OS is too resource intensive. It may have started out as a four-cylinder or six-cylinder car, he says, but with the latest Ice Cream Sandwich release it is every bit the gas guzzler that iOS and Windows Phone are.

Maitre said that Orange is committed to building 3G networks in all of its markets, but that it needs more energy efficient vehicles, if you will.

“I cannot run an eight-cylinder car because it is too expensive,” said Maitre, a senior vice president at France Telecom’s Orange unit. The average selling price of phones in Orange’s developing markets is $54. And while customers might be willing to spend an extra $30 to get a smartphone, they can’t spend another $100.

“If we are not in a position to give them a smartphone at $80, we will miss the six billion,” Maitre said, adding that Orange is committed to having smartphones that hit that price. “If I cannot have Microsoft on it, if I cannot have Android, if I cannot have iOS, then I will look somewhere else, mostly likely in China,” Maitre said.

Already the company is looking at a variety of options including Mozilla’s Boot-to-Gecko project and mobile Linux options like Tizen, in addition to low-cost Android variants coming out of China.

Phones also must become more bandwidth-efficient, Maitre said, because, like gas for cars, bandwidth is a limited commodity.

Today, he said, there are about a billion people crowding the airwaves, most of whom use less than one gigabyte of data per month.

“Tomorrow, seven billion people will use bandwidth and all use [in the range of] five or six gigabits,” he said. “The bandwidth will start to become a very valuable resource.”

The revamped social networking app presents a sleeker user interface that’s easy on the eyes, with a bolder font and smooth animations.

Photos and video are also displayed in full screen in your stream, for a more visually appealing experience. If you happen to come across a photo in your stream that strikes your fancy, you even have the ability to download the image right from Google+ and use it as your wallpaper.

Google also made some changes to make the app easier to use. You can now “+1” a post right from the main page, and edit posts inline. And a new navigation ribbon that slides in and out gives you quicker access to the app’s other functions.

All of these enhancements were rolled out to the iOS (Apple’s mobile operating system) app earlier this month, but one feature unique to the Android version is the ability to create a “Hangout” video chatroom.

Hangout is a function in Google+ that allows you to make a video call to a group of people. Previously, you could only join a Hangout call in progress using the app, but now you can create them using the new navigation ribbon. There’s even an option to ring a contact’s phone when a Hangout request is sent.

Vic Gundotra, senior vice president of social at Google, said all of today’s improvements were made in the company’s quest to create “a simpler, more beautiful Google.” I’d say the company was pretty successful in achieving that goal.

You can try it out for yourself by downloading the new Google+ app for Android from the Google Play Store.

That said, one thing has clearly shifted. Microsoft is now taking on Google directly, given that the Motorola deal closed on Tuesday. So a German court decision Thursday that certain Motorola Android products infringe on Microsoft patents can officially be chalked up as Microsoft’s first direct hit to Google.

The ruling was actually a split one, as the court ruled that Motorola does infringe on a patent related to text messaging but does not infringe on another patent related to localization.

“We’re pleased the court agreed today that Motorola has infringed Microsoft’s intellectual property, and we hope Motorola will be willing to join other Android device makers by taking a license to our patents,” Microsoft deputy general counsel David Howard said in a statement.

Motorola, meanwhile, was pleased that the court ruled in its favor on the other patent. As for the one it was found to infringe on, Motorola told AllThingsD that it “will explore all options, including appeal.”

“This is one element of a global dispute initiated by Microsoft,” Motorola said.

Google said on Thursday it is adding support for in-app subscriptions, allowing apps or services within apps that are paid for on a monthly or annual basis. The subscriptions will be auto-renewing unless a customer chooses to stop them.

“Developers just set the price and billing interval and Google Play manages the purchase transactions for them, just as it does for other in-app products and app purchases,” Google Play product manager Ibrahim Elbouchikhi said in a blog post.

The move comes roughly a year after Google added in-app payments. Google says that 23 of the top 24 grossing Android apps use in-app payments and that revenue from in-app payments exceeds that generated from paid downloads. Google has also added support for carrier billing in a number of markets.

Game makers have been among the most aggressive adopters of in-app payments and are expected to be among those that gravitate to subscriptions as well, though the option will be for any Android app.

One of the first companies to adopt the new subscriptions will be Glu Mobile, which plans to offer a virtual currency that can be used across a number of its games, including Frontline Commando.

Glu senior VP Adam Flanders said subscriptions, which it already offers via Amazon, boost the value and experience for customers, while also boosting retention of those customers.

Also planning to use the new feature is music site Qello, which will start offering an “all-access pass” to its library of concerts and documentaries to its Android app. The company already offers that option on iOS and the Web.

Google said that, for developers already using in app payments, the move to add subscriptions will involve adding just a few lines of code.

So it’s a good time to get some perspective on what he learned during the experience, and how he deals with the Web at his newish job at Turner’s TBS.

In some ways, O’Brien told fellow Time Warner employee Piers Morgan at the cable industry’s annual convention yesterday, things haven’t changed that much: In an ideal world, he’d like people to watch his show live, when it airs.

But he also knows it doesn’t work that way, at all. And he’s okay with that, and he’s learned to embrace YouTube, Tumblr, Twitter, etc.:

When I got started in the business in ’93, the obsesssion was: Never give anything away. Don’t tell anybody … you want it to be a surprise when they watch the show. You want to tease them, but get them to watch the show.

And what we have found is true is that this is a different generation. It works differently now. You can show them exactly what Will Ferrell did [on O'Brien's show], and get it out there, so there’s no “surprise” …

The days of, “I only want people to experience me at 11, on TBS” — those days are over. The audience is too fragmented, they’re too distracted, and a whole generation is growing up that doesn’t watch television that way.

You can watch the entire 22-minute interview, which moves along quite quickly, below. Thanks to the NCTA for the video.

In a letter to Google CEO Larry Page, CNIL head Isabelle Falque-Pierrotin said she’s reviewed Google’s response to its questions and found them to be sorely lacking — in clarity and specifics.

Answers, too.

“For a large number of questions, the elements provided do not give a precise, clear and comprehensive response to our questions,” Falque-Pierrotin wrote. “While in some cases the questions themselves may have been misunderstood or not clearly expressed, many answers merely provide illustrative examples without describing the exact [processes], procedures or systems Google actually operates.”

In other words, Google’s answers to CNIL’s questions were often incomplete or approximate. And while Falque-Pierrotin generously offers that this might be the result of poor communication, it’s hard to accept that as a legitimate explanation. At this point, the CNIL has clarified its questions to Google twice — once in writing, and a second time during the in-person meeting with Google executives that evidently preceded her letter. During that same meeting, Google was given a third version of the questionnaire, and a June 8 deadline to answer it.

Are we really to believe that Google — a company that prides itself on hiring PhDs, that once sought out cream-of-the-crop engineers with a “mind-bending” Google Labs Aptitude Test, whose mission “is to organize the world’s information and make it universally accessible and useful” — can’t properly answer a few questions about its privacy practices and handling of consumer data?

Because that’s about as likely as Larry Page faking his Master’s degree in computer science.

A more reasonable explanation: Google not only doesn’t want to answer these questions, it doesn’t even believe it is obligated to do so. Indeed, it essentially said as much back in April, when it specifically questioned the authority of the CNIL and the Article 29 Data Protection Working Party to even investigate it. From Google’s April 5, 2012, response to the CNIL:

1) What is the legal basis for the Working Party to act as a regulatory body, or to mandate the CNIL to conduct a regulatory review on behalf of 26 other independent DPAs?
2) What law is being applied to this review?
3) Could the Working Party explain the process being followed and the ultimate aim of the review?

Questions respectfully asked, certainly. But they clearly reflect an uncooperativeness and, more to the point, an overweening arrogance that’s so prevalent these days that it might as well be one of Google’s hallowed “10 Things We Know To Be True.” As Christian Sandvig, a researcher in communications technology and public policy at the University of Illinois, recently told the New York Times in an article on that very subject, “Google doesn’t seem to think it ever will be held accountable. And to date it hasn’t been.”

Google did not respond to a request for comment.

Talking to Google partners at the Zeitgeist event in London yesterday, Page’s big message was that he is focusing Google while also making big bets. The day before, Page announced Google would donate New York office space to the CornellNYC Tech university project and appeared on the Charlie Rose Show.

“I’m trying to give you a very positive world view,” he said at the Zeitgeist event. “Anything you can imagine is probably doable; you just have to imagine it and work on it.”

If the world could get a little better organized and more productive — something Google is actively working on — “I think we could easily double human progress and the rate at which we’re developing,” Page said.

Google’s current big bets are autonomous cars and augmented reality glasses, which Page was wearing on stage at Zeitgeist. (Page goofily warned the audience to call them Google Glass — singular — because the device sits in front of one eye, not both.)

Those projects might seem ridiculously far-reaching, but Page said Google’s previous big bets that are now reality include Android, Chrome, YouTube and language translations.

For instance, YouTube might have seemed like a crazy big acquisition back in 2006, but it has now doubled revenue every year for four years. (That’s a new stat, confirms our resident media hack extraordinaire Peter Kafka.)

Page didn’t specify what YouTube’s actual revenue is, but he noted that doubling anything “starts to add up pretty quickly, no matter where you start from.”

Meanwhile, Google Translate now translates between each of 64 languages instantly and for free. Last week, the Chrome browser had more usage than Microsoft’s Internet Explorer for the first time ever, according to one measure.

As for Android, “I think it’s pretty clear that everyone in the world is going to have a mobile device that’s connected to the Internet,” Page said.

In a rare moment of personal relatability, Page explained part of his rationale for developing self-driving cars. “I have young children — I’m sure many of you do as well. Think about your children — by the time they’re old enough to drive, there’s no reason we can’t have technology that helps teach them.”

As an aside: Though Page might not get out much, he can be trusted to go on anecdote autopilot. Have you heard the one about how Search Plus Your World helps him disambiguate various people named Ben Smith? Page used it yet again, in both the Charlie Rose interview and at Zeitgeist.

Here’s the Zeitgeist talk, which was titled “Beyond Today”:

And here’s The Charlie Rose Show:

Bloomberg News is reporting that the jury has been dimissed, and that there will be no third phase of the trial, which was to have focused on damages in the event that Oracle prevailed.

The win for Google in the patent phase comes on top of a narrow but hollow victory for Oracle, in which the enterprise software giant won a part of its argument, but failed to make it stick in a way that would make any difference to either company.

Asked to decide whether Google had infringed upon Oracle’s copyrights to certain parts of the Java programming language, the jury — the same jury that came out in Google’s favor today — agreed that it had. Then asked to decide on four specific examples of that infringement, jurors could agree on only one that cracked the threshold of being sufficiently egregious to warrant any damages. And in that case, the damages amount to no more than $200,000, probably less than it cost to litigate in the first place.

Google shares rose slightly by $2.09 to $602.89 or less than 1 percent. Oracle shares fell slightly by 6 cents to $26.30.

Oracle put out this statement:

Oracle presented overwhelming evidence at trial that Google knew it would fragment and damage Java. We plan to continue to defend and uphold Java’s core write once run anywhere principle and ensure it is protected for the nine million Java developers and the community that depend on Java compatibility.

Meanwhile, here’s Google’s statement, which reads like a victory lap:

Today’s jury verdict that Android does not infringe Oracle’s patents was a victory not just for Google but the entire Android ecosystem.

Sources say Rubicon paid around $10 million for the two-year-old company.

Rubicon helps publishers manage and optimize their display ads via “real time” buying, and the pitch is that they’ll now be able to do that with mobile ads, too — though the still-nascent mobile ad business has yet to fully embrace that kind of technology.

Rubicon’s rivals include Pubmatic and Google’s AdMeld. In September 2010, it picked up ad tech assets from News Corp., which also owns this site. Mobsmith raised a reported $575,000 in July 2010.

The biggest changes made on Tuesday were at the top of Motorola’s organizational chart. In addition to the exit of CEO Sanjay Jha, several other Motorola executives are leaving the company. Among those on the way out, we’re told, are strategy chief John Bucher, Senior VP Alain Mutricy, supply chain head Mike Fleming, chief marketer Bill Ogle, HR head Scott Crum, operating chief Juergen Stark and CFO Marc Rothman.

Also leaving is well-regarded enterprise unit head Christy Wyatt, a former Apple and Palm executive. Responsibility for the corporate push will shift to Mahesh Veerina, the senior VP of software and services.

Beyond that, though, Google is holding back with the drastic changes. Motorola remains
a separate subsidiary, employees are keeping their same email addresses and the iconic Motorola logo will remain.

Naturally, the first day of business consisted of lots of “get to know you” town hall meetings with Motorola employees learning about life under Google and meeting some of their new leaders. To give Motorola’s conference rooms a bit of that Mountain View vibe, a few Googlers brought along lava lamps.

Google is making its presence felt in other ways. In addition to new CEO Dennis Woodside, Google has brought in a new HR head, financial chief and marketing lead. Google also said that Regina Dugan, the recently recruited former DARPA head, will lead a new advanced research unit within Motorola — a move that some employees are taking as a sign that Google is committed to serious R&D at its newest unit.

Google did hint that Motorola’s future could be more narrow than the broad array of devices it makes today.

“Motorola Mobility will have a simpler, more focused strategy,” Googorola said in a statement. “You will see fewer, but bigger launches.”

Although Google didn’t mention job cuts in its public statements or in its meetings with employees, layoffs are expected. Fewer products likely means fewer people needed to develop and manufacture those products.

Also unclear is the fate of the TV products unit that makes set-top boxes. Some see this as a natural fit with Google TV, while others say much of the unit could be sold if the right buyer can be found.

At $183 billion, Apple is the world’s most valuable brand, a title it claimed last year as well, though at that time the brand was worth $153.3 billion. In the ensuing year, it has grown another 19 percent. IBM ranked second with $116 billion in value. Google, which ranked second last year, this year swapped places with IBM, after its brand value slipped 3 percent year over year. With a $76.7 billion brand, Microsoft claimed fifth place, ranking below McDonalds — the only non-tech company in the top five.

The biggest year-over-year gain also went to a tech company: Facebook, which rose from No. 35 in 2011 to No. 19 in 2012. A meteoric rise, and one that spiked the company’s brand value 74 percent to $33.2 billion.

Nokia, which ranked 81st in brand value in Millward Brown’s 2011 study after a 28 percent year-over-year decline in value, fell even further in 2012. So far, in fact, that it seems to have fallen right off the chart. Not a surprise, really, given the company’s current situation. But worth noting just the same; as recently as 2008, Nokia was the world’s ninth most valuable brand.

The acquisition had been held up by government approval processes, the last of which came from China over the weekend.

As expected, Motorola CEO Sanjay Jha is stepping down; Dennis Woodside, who oversaw the acquisition on Google’s side, will replace him. Woodside was formerly Google’s president of the Americas region, and before that, built Google’s businesses in the Middle East, Africa, Eastern Europe and Russia.

The Motorola deal gives Google access to some 17,000 patents granted and another 7,500 pending, across a wide range of technologies — 2G, 3G, 4G LTE, and video compression and decompression — plus Motorola’s phone, tablet, set-top box and other hardware businesses.

Woodside said in a statement, “Our aim is simple: to focus Motorola Mobility’s remarkable talent on fewer, bigger bets, and create wonderful devices that are used by people around the world.”

Google CEO Larry Page added in a blog post that he expected the Motorola team “will be creating the next generation of mobile devices that will improve lives for years to come.”

The Googorola leadership team will also include Regina Dugan, the recently departed director of DARPA, who will lead an internal lab.

Other Woodside hires include Mark Randall, who ran the supply chain at Amazon and was at Nokia; Vanessa Wittman, the former CFO of Marsh & McLennan; Scott Sullivan, the former head of HR at Visa and Nvidia; and Gary Briggs, the former Google VP of consumer marketing.

Google did not say it planned to make any layoffs, but did specify that quite a few of Motorola leaders are staying on in areas like product development and legal.

As long as they keep paying for TV.

But even if consumers go for that deal, the TV guys need to make sure that advertisers buy in, too.

And that won’t happen until the TV guys can get some basic stuff right. Like counting eyeballs, no matter where they watch a show.

That could still take a while. Witness Comcast’s announcement yesterday, made at the cable industry’s annual convention in Boston, that it has been working with Nielsen on a plan to count viewers when they watched video on an iPad*, using Comcast’s Xfinity app.

For various technical reasons, this is much harder than you’d think, and the two companies have already been beavering away at this for 18 months. Now they’re launching a trial, and Comcast executive Matt Strauss is optimistic that they can work the kinks out by 2013, and advertisers could have true “multiplatform measurement.”

But that only works if all of the big pay-TV providers sign on to the new technology. And the media-measurement business is full of different tests and initiatives, all shooting off in different directions.

Last week, for instance, Spanish-language powerhouse Univision announced a “video neutral” deal with media-buying agency Starcom, which is supposed to mean Univision gets credit for its stuff no matter where anyone watches it. But the announcement describing the deal doesn’t explain how Univision or Starcom will track those eyeballs.

Meanwhile, Nielsen’s rival eyeball-counter comScore recently announced that it had its own technology in place to measure mobile devices like phones and tablets. And earlier this year it announced its own “multiscreen research initiative,” where it paired up with AT&T.

But comScore isn’t tracking any traffic on connected devices, like Google TVs, Apple TVs or Microsoft Xboxes. So if any of that really is taking off, that’s yet another headache.

Shouldn’t this stuff be easier? After all, we’ve figured out how to get the video all of these places — why can’t we count it, too?

On the other hand, recall that the iPhone is still a mere five years old, and the iPad is only two. That’s a blink of an eye for the measurement guys, who move deliberately because there’s billions of ad dollars at stake, no matter what they do. But they may still have to speed things up.

*Or, theoretically, on another tablet.

(Image courtesy of Shutterstock/Liewluck)

If you love a celebrity getting all self-righteous on the world, especially the tech world, then here’s a big plate of Richard Dreyfuss for you.

He tsk-tsks all over the stage in this video of highlights from the 16th Annual Webby Awards, which took place last night in New York.

That includes calling out Facebook’s Mark Zuckerberg and Google’s “Eric” Brin — which I am assuming is a mutant mash-up of Executive Chairman Eric Schmidt and co-founder Sergey Brin — for some sort of clickety-click-clack Internet crimes against humanity.

Thankfully, there is a very lovely tribute to Apple legend Steve Jobs at the end that includes President Barack Obama.

Enjoy:

The company is the latest start-up to go after the content-sharing craze, fueled by Pinterest, which allows its members to “pin” images, videos and other objects to their pinboard.

In the same way, StyleSaint allows users to publish and share digital collages of clothing and apparel and to create “tear sheets,” using industry lingo. The collages are formed by pulling together photos and stories from around the Web.

What sets StyleStaint apart from Pinterest and other pure-play content-sharing sites is that this fall it will start designing and manufacturing its very own apparel brand based on the user-generated collections.

StyleSaint officially launched today at TechCrunch Disrupt in New York, but AllThingsD has the details on its funding round, which closed last year.

The company was founded by Allison Beal, who says she’s been obsessed with making “tear sheets” and “style books” since the age of 13. The other co-founders are CEO Brian Garrett, a veteran entrepreneur in the Los Angeles area, and Brian Weitman, who will be the company’s manufacturing partner and is the CEO of STC/QST and president of WTS Los Angeles, which produces Mary-Kate and Ashley Olsen’s runway collection among other clothing lines.

Since Pinterest hit it big, raising $100 million at a $1.5 billion valuation, other sites have conveniently been claiming that they are like Pinterest but with an e-commerce twist.

Pinterest doesn’t actually sell anything directly to consumers, but it is widely known for driving major traffic to e-commerce sites. Other sites like OpenSky are trying to create the same sense of community by selling items that are sourced and shared by celebrities and other experts who add an editorial and recommendation-driven component to the site.

Joining StyleSaint’s advisory board is Brian Lee, founder of ShoeDazzle; Kate Ciepluch, former creative director of Shopbop; Irene Au, Google’s head of global design; Jimmy Yaffe, co-CEO of Fuel M+C; Brett Brewer, co-founder of Intermix Media; and Soraya Darabi, co-founder of Foodspotting.

Here’s a glimpse into the company’s style via its promo video:

The deal was a surprise when announced eight months ago but has been a looming reality in recent weeks as the companies received the regulatory nod in one jurisdiction after another.

Motorola said in a regulatory filing Monday that it expects the deal to close by Wednesday, but it looks like it will be sooner than that. S&P’s stock index unit said Monday afternoon that it expects the deal to close before the start of regular trading on Tuesday morning. S&P needs to know these things, of course, because Motorola is part of the S&P 500, at least until Thursday when it will be replaced by Alexion Pharmaceuticals Inc.

Google was not immediately available for comment.

The deal’s closure was all but inevitable after Chinese antitrust authorities cleared it over the weekend. China was the last roadblock on Google’s eight-month road to regulatory approval, with the deal having already been approved by regulators in the European Union and the U.S. in February.

It’s a deal that has raised some hackles in the process, as Google could potentially play favorites with Motorola by giving early data on the Android operating system to Motorola, one of Google’s many licensed Android handset manufacturing partners. Ostensibly, companies like HTC, Samsung and LG could lose their competitive edge if Google were to give Moto the inside track.

But Google has vehemently denied any notions of favoritism since first announcing the acquisition, stressing that Motorola will continue to be run as a separate business.

That may be more likely after China’s blessing of the deal, considering that it was contingent upon Google keeping Android open to all partner manufacturers for the next five years. That’s especially helpful for Chinese companies like Huawei and ZTE, both of which have placed big bets on Android.

At the initial acquisition announcement, Google said — and continues to maintain — that the buy was strictly a patent play, a move that in CEO Larry Page’s words would “enable [Google] to better protect Android from anti-competitive threats from Microsoft, Apple and other companies.”

In a letter to Google chairman Eric Schmidt, European competition commissioner Joaquín Almunia outlined four specific antitrust concerns identified during the EC investigation.

The first: Google may be unfairly exploiting its market position by giving preferential treatment to its own services in its search results. The second: The company may have copied material from rivals’ Web sites. The third and fourth relate to search advertising and allegations that Google requires sites “to obtain all or most of their requirements of search advertisements from Google, thus shutting out competing providers of search advertising intermediation services.”

These are just preliminary conclusions, but because Google has been pushing for a settlement, Almunia is offering the company a chance to resolve them before the EC pushes ahead with what would inevitably be a protracted and unpleasant probe.

“I offer Google the possibility to come up in a matter of weeks with remedies,” Almunia said. “If Google comes up with an outline of remedies which are capable of addressing our concerns, I will instruct my staff to initiate the discussions in order to finalize a remedies package.”

Reached for comment, a Google spokesperson said the company has “only just started to look through the commission’s arguments.”

“We disagree with the conclusions, but we’re happy to discuss any concerns they might have,” the spokesperson said. “Competition on the Web has increased dramatically in the last two years since the commission started looking at this, and the competitive pressures Google faces are tremendous. Innovation online has never been greater.”

But here it is: See, Andy Samberg and Chris Parnell are older, healthier, and they go to Broadway shows, not movie matinees. But they’re still rapping about Rachel McAdams.

The best line, of course, is Samberg’s shout-out to Google — a reminder that he’s still waiting for a “fxxxing YouTube check” for the first “Lazy Sunday,” which NBC doesn’t allow on the video site anymore.

But Samberg’s other viral videos are all proudly displayed on a YouTube channel. And while the clip helped build YouTube into a powerhouse that sold to Google for $1.6 billion, it also helped revive SNL and build Samberg’s career. So everybody did just fine.

And here’s the original (which on NBC’s SNL page, at least, came bundled with an ad for… “Sister Act”).

Google, a Silicon Valley giant that built its business on Web services, startled the tech industry last August by saying it would buy the company, a much older, Illinois-based maker of mobile devices and other hardware.

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It’s here.

Facebook, the 900-million-strong social network that knows more about us than even our closest friends, will become a publicly traded company within the next hour.

Private equity dealmakers will celebrate alongside cadres of newly minted millionaire engineers in Menlo Park, Calif., while retail investors the world around will clamor amongst themselves, tooth and claw, for the chance to share in a mere fraction of the riches.

And yet, after a year of watching tech IPOs — Zynga, Groupon, LinkedIn, Yelp — let’s all admit that it kind of borders on anticlimactic.

We know we’ll most likely see a nice pop in the share price after Mark Zuckerberg rings in the Nasdaq bell remotely from Facebook’s spanking-new HQ in Silicon Valley.

From there, like a floating jump ball up for grabs, the social networking giant’s closing stock price is anyone’s guess — and by the looks of my Twitter feed, everyone’s guess. There’s already a site dedicated to tracking what price Facebook’s stock will settle at when the markets close, a page peppered with numbers posited by the digital elite.

Today is about the money. And yet it is also more than just sitting and watching the ticker tape roll by. For the first time, Zuckerberg’s vision of making the world a more open place will finally apply to his own company.

We got our first taste of it when the company filed its S-1. It’s where we saw that more than half of Facebook’s 900 million monthly visitors are visiting the site via mobile devices, a channel in which the company has yet to figure out a coherent or viable monetization strategy.

We saw that Zuckerberg retains a tight grip on the company’s future — tighter than most CEOs, akin to the likes of Google’s co-founders — holding voting rights on 57.1 percent of Facebook’s mighty class-B shares. He is so tied to his company that he is cited as a risk factor in Facebook’s S-1, of course.

And now we’re witnessing the first defectors from Facebook’s nacent advertising strategy, as with General Motors pulling its $10 million dollars in advertising on Facebook earlier this week, citing it as an ineffective use of the company’s massive marketing budget.

What we’ll soon see is Facebook’s less-pretty public profile, so to speak, with Zuckerberg holding court over earnings calls every quarter, taking heat from investors who expect returns. We’ll be given insight into how the company plans to monetize its different products, and how they actually fare.

Just as Facebook knows so very much about each of us, we, too, will begin to learn a lot more about Facebook.

And yet, through all of this, no matter what grim forecast Wall Street projects, no matter what executive decisions or company road maps the media decries, Zuckerberg’s message is clear — so much so that he made it the poster for the pre-IPO all-night hackathon:

“Stay focused and keep hacking.”

Good luck with that.

(Images: (top) Morin Uwole/Facebook; (bottom) Victor Luu/Facebook)