The carrier is partnering with a consortium of TV stations and broadcasters to be the first to offer Dyle — their live TV application. The initial phone running Dyle will be an Android device from Samsung, MetroPCS said.

Of course, this is hardly the first stab at mobile TV. Although very popular in Korea, such service has not really taken hold. Some of the major carriers offer a limited lineup from MobiTV. Qualcomm had bigger visions with its FLO service, but shuttered the mobile TV offering and sold the spectrum to AT&T.

“We’re excited to be the first mobile service provider to deliver a unique entertainment offering like Dyle, but more important than being first is our belief that this service will meet the needs of our customers and deliver an exceptional mobile experience,” MetroPCS President Tom Keys said in a statement.

Dyle Mobile TV is the brand chosen by a consortium of content providers and broadcasters including NBC, Fox, ION Television, Univision, Hearst, Belo, Cox, E.W. Scripps and Gannett. At launch, the group plans to offer more than 72 stations in 32 TV markets.

For its part, MetroPCS plans to offer Dyle in Atlanta; Boston; Dallas-Fort Worth; Detroit; Jacksonville, Fla.; Las Vegas; Los Angeles; Miami; New York; Orlando; Philadelphia; Sacramento, Calif.; San Francisco; and Tampa, Fla.

Time Warner’s publishing unit told its employees this afternoon that five magazines — Time, Fortune, Sports Illustrated, People and Real Simple — would be available on the Kindle Fire tomorrow.

The announcement comes after negotiations that dragged on for weeks and continued through Tuesday morning — a process that baffled most of Time Inc.’s peers, who signed on to the new device in time for its September unveiling.

Supposedly, the major stumbling block for Time Inc. was that Amazon has retained the ability to set the retail price for the magazines it sells, which means it could theoretically slash prices or give away the magazines for free. That scenario would be a major bummer for all the publishers who have been diligently trying to convince subscribers and newsstand buyers that they’ve been underpaying for their reading material.

But Amazon has told Time’s competitors, like Condé Nast, Hearst and Meredith, that it doesn’t intend to beat down prices, and that assurance was apparently enough for them. Jeff Bewkes’ company apparently needed more convincing.

This never seemed to be an issue, by the way, with Barnes & Noble and its new Nook tablet; Time Inc. was a part of that gadget’s launch announcement.

Like the titles that Time Inc. sells via the iPad and other Android tablets, access to the Kindle Fire editions will come via bundled deals, where consumers pay a single price and get both paper and digital copies of their magazines.

Here’s the memo that consumer marketing head Steve Sachs sent out at the end of the day:

November 15, 2011
To: Time Inc. Employees
From: Steve Sachs
Re: Time Inc. Titles Now Available on Amazon’s Kindle Fire

I’m pleased to share the news that Time Inc. has just reached a deal with Amazon that will allow subscribers to our magazines to enjoy their subscriptions on the new Kindle Fire. Starting tomorrow, subscribers of FORTUNE, PEOPLE, Real Simple, SPORTS ILLUSTRATED and TIME will be able to access digital editions of these magazines on the Kindle Fire at no additional cost. Other Time Inc. titles will follow shortly.

To date, hundreds of thousands of Time Inc. print subscribers have authenticated to receive their digital editions, with thousands more being added each week. Our agreement with Amazon continues to expand our All Access strategy, adding the Kindle Fire to the growing list of platforms where consumers can enjoy our content, including Apple’s iPad, the Barnes & Noble NOOK Color and NOOK Tablet, the Android Marketplace and Next Issue’s store.

It’s important to note that Time Inc. is the only publisher designing all of its digital magazine apps specifically for tablets. Because we’re producing a rich consumer experience made for each device, our brands translate beautifully — and the Kindle Fire is no exception.

Adding the Amazon launch to our platforms has meant that IT and other dedicated teams have had to work quickly and nimbly. I want to offer a special thanks to all those who have been hard at work bringing our brands to life on tablets.

S.S.

That’s spread out among sales from Apple’s App Store, Barnes & Noble’s Nook and the Zinio digital reader platform. “Now we’re going to get a fourth distribution channel tomorrow,” says Hearst president David Carey, without ever saying the word “Amazon.”

So what does that mean? Because digital numbers aren’t uniformly reported yet, it’s a little hard to figure how that compares to the rest of the industry.

Earlier this summer, for instance, Conde Nast put out a release announcing that it had distributed 242,000 digital copies in the six weeks after it started selling subscriptions via Apple’s App Store. But 136,000 of those came from print customers who got digital copies for free with their subscription.

[UPDATE: Conde offers some updated numbers: It says its monthly digital circulation is now 500,000; 225,000 of those are digital-only subscribers, with the rest getting bundles.]

And in Hearst’s case, the publisher is stressing that all 300,000 of its downloads were tied to a payment. Because unlike its peers, it doesn’t offer print/digital bundles.

Another way to look at it: Hearst sells yearly digital subscriptions for $19.99 a year. Since some of those download numbers come from individual sales, each monthly digital unit represents annual revenue of $15 to $20, according to people familiar with the company’s operations. In other words, Hearst’s digital editions are now on an annual run rate of $4.5 million to $6 million.

And yet another way: Oprah Winfrey’s O magazine, one of Hearst’s most popular titles, sells about 2.5 million copies a month.

So this is still smallish stuff. But it is new stuff, and that’s encouraging for an industry trying to ease into the digital world without cutting off its legacy business.

Meanwhile, it will be interesting to see if Amazon’s tablet buyers behave like iPad owners or Nook/Zinio users. While most of the digerati have focused on digital magazines on the iPad (guilty), Hearst has done best so far on the Nook and Zinio, both of which offer what digerati used to dismissively refer to as “glorified PDFs” (guilty again).

Then again, those platforms also generate more sales for Hearst because the publisher sells all of its 19 titles on those platforms. So far it has sold just 3 titles via Apple. What about Amazon?

Carey again declines to say the word “Amazon” out loud. “But for any future e-commerce opportunities, stores that we would go into would get everything,” he says. Do your own math there.

When Amazon unveils its new iPad-like device on Wednesday, it will have the backing of at least three of the big magazine publishers: Hearst, Conde Nast and Meredith all have deals to sell digital versions of their titles on the new device, according to industry sources.

The notable standout, for now, is Time Warner’s giant Time Inc., which has yet to come to terms with Amazon CEO Jeff Bezos. A person familiar with negotiations suggests that a deal won’t get done in the next two days, either — “hopefully by the end of the year” was the guidance I got today.

Publishing sources say Amazon’s terms will roughly mirror the ones that Apple has established with most magazines this year: Publishers will keep around 70 percent of all Amazon sales, and the retailer will share some customer data with the publishers. The deals aren’t cookie cutter replicas, however, and in some cases Amazon may take a little more or less than 70 percent, depending on the title and the customer offer.

It’s worth noting that Time Inc., the likely holdout for Wednesday’s launch, has yet to completely embrace Apple’s subscription terms as well. The publisher sells individual titles through Apple’s App Store but has yet to strike a deal to sell subscriptions directly from the platform.

Industry sources say publishers have tailored some of their titles for the seven-inch tablet that Amazon plans to unveil on Wednesday, with the expectation that the company will roll out a bigger version that is closer in size to the iPad next year. Both tablets will use Google’s Android operating system.

The publishers who are on board with Amazon view their decision to link up as a no-brainer: They want more distribution channels for their stuff, not fewer. And they’ve been begging, unsuccessfully, for a credible competitor to the iPad since April 2010.

There’s no guarantee that Amazon will be one either, of course. But if you’re going to try to sell stuff, it doesn’t hurt to sell it through the world’s biggest e-commerce platform.

“You’ve got beauty and design with Apple, which we love,” says a publisher who has an Amazon deal. “But with Amazon you have marketing, and ease of use. We’re very optimistic.”

And Amazon has another compelling reason for publishers to join up: It’s already a huge partner for many of them, as a marketing platform for their ink-and-paper titles. Hearst and Amazon spelled out that relationship in a press release earlier this month, which noted that “Amazon will become Hearst’s single-largest third-party seller of print subscriptions for its magazines via digital channels.”

According to sources close to the situation, longtime Yahoo front page chief Liz Lufkin has parted ways with the company.

The departure last week appears to be related to a reorg by newish editor-in-chief Jai Singh, who used to run the editorial efforts for the Huffington Post, at the Silicon Valley Internet giant.

Singh appears to be setting up his own team and, thus, Lufkin was out.

Lufkin has been at Yahoo for many years, most recently as VP of front page programming. In that job, according to one bio, she supervised “editors in Sunnyvale, Santa Monica, New York and Dallas and consult[ed] to various international Yahoo! sites. Liz’s group contributed to the successful development of Yahoo’s pioneering content optimization personalization system, improving the relevancy of Front Page for users and providing new insights on audience behavior.”

Previous to Yahoo, she had been deputy managing editor at Gannett’s USATODAY.com and USA Today. She had a similar job at the Hearst-owned San Francisco Chronicle.

Lufkin’s job at Yahoo is a critical one, given how powerful the front page of the site is, with 600 million unique visitors and billions of page views.

While the portal system has been under siege in recent years, it is still a massive driver of traffic to Yahoo’s own Web properties and elsewhere on the Internet.

Yahoo declined to comment (but I am right!).

UPDATE: Yahoo said that it had hired CNET editor-in-chief Scott Ard to take Lufkin’s place. Ard, who worked for the CBS-owned tech news property for 12 years, will report directly to Jai Singh, editor-in-chief of the Yahoo Media Network.

Short version: A few prominent players have accepted Apple’s terms and will be giving Steve Jobs a big chunk of their subscription revenue.

Many more are sticking around the App Store, but removing any kind of e-commerce link from their apps. This makes their apps less useful, but at least it doesn’t cost them any money.

And a third group is trying an end run by building their own Web apps that will work on Apple devices without requiring the company’s approval.

Some examples from each category:

Play along, eat the tax: Some big print publishers, including the New York Times, Condé Nast and Hearst, are working with the new rules.

That means that they’ll hand over 30 percent of the subscription revenue they generate via iOS apps every month, and that they won’t have access to as much consumer data as they’d get if they sold the subscriptions on their own. But they’ll put up with it in order to reach the 225 million iTunes accounts Apple controls.

(Variation on the theme — play along, pass the tax along to consumers: Music subscription service Rdio is accepting Apple’s tax as well. But to protect its margins it is raising the price for subscriptions sold through iOS devices, from $10 to $15. After Apple gets its 30 percent cut, Rdio will end up with the same $10 it would have had before the new rules.)

Stay in iTunes, but grudgingly: This is the “better than nothing” approach. Services like Netflix, Hulu, Rhapsody, Spotify, and publishers like Time Inc. and The Wall Street Journal (which, like this Web site, is owned by News Corp) are keeping their apps in iTunes. But rather than hand over cash and lose access to customer data, they won’t sell any subscriptions through their iTunes apps.

And at Apple’s insistence, they are stripping out any links that send customers to the companies’ home Web sites. This even applies to services that aren’t selling subscriptions at all, but are offering access to content as part of other subscription services. See, for example, ESPN’s WatchESPN app, which tells users that they have to visit an ESPN Web site to sign up for the service, which is free for certain cable company customers. But the app doesn’t offer a live link to the site, just an address.

End run: The Financial Times was the first big media company to build a Web site that mimics an app but works on Apple’s Safari browser, as a way of working around Apple’s restrictions while reaching Apple’s customers. Now Amazon has followed suit, as has Wal-Mart’s Vudu video service.

Note that both the FT and Amazon continue to keep their old apps in iTunes; they’ve just neutered them. You can still read Kindle titles you bought on Amazon’s iOS app, for instance — you just can’t press a button that will take you directly to Amazon’s Web site to buy a new one.

So what does all of that tell us about the App Store ecosystem and how developers will fare in and out of it?

Not much. It’s pretty early. We might have a better idea in a few months when some publicly traded companies like the Times may end up talking about their Apple relationship during earnings calls. (Admittedly, that’s a stretch of a hope: Apple has a way of getting most of its partners to STFU.)

That said, here’s a not-very-out-on-a-limb prediction: Companies who already have lots of customers and are already in frequent communication with them, like Amazon, should do fine outside of the store.

And companies that have lots of potential customers but little traction, like Vudu, will likely struggle. Particularly since that company sells the same thing — video-on-demand rentals and sales — that Apple already sells through iTunes.

Hearst will be using a platform built for big media publishers by Group Commerce, a New York-based company founded by former Google and DoubleClick executives David Rosenblatt, Jonty Kelt and Andrew Glenn.

The offers, which will start rolling out later this summer, will primarily target the male-dominated audiences of the two magazine brands. Later, Hearst will expand it to other demographics through such well-known magazine properties as Marie Claire, Cosmopolitan and Esquire.

So far, Group Commerce has launched with other major media outlets, such as DailyCandy, Thrillist and the New York Times. It has raised $18.5 million in capital and grown to 75 employees since officially launching in March. In all, its network of publishers is already reaching 15 million subscribers who have signed up to receive deals.

Rob Houghlin, the publisher and chief revenue officer of Car and Driver and Road & Track, said they’ve been looking at doing something in the social commerce space over the past four or five years.

“It’s a brand new way to connect some of our advertisers with our most trusted asset — our users,” he said. “Advertisers are looking for new ways to talk to current and potential customers. They don’t want to move distressed products, but they want to offer special products to consumers who want it. It’s a platform of credibility first and value second.”

The deals will be promoted through the magazines and through other online experiences, such as newsletters, blogs, Facebook pages, Twitter feeds and mobile applications.

Some of the initial offerings include a custom product bundle from Gladiator Garage, which sells workbenches and storage units for garages, and an exclusive Corvette driving school package at Spring Mountain Motorsports Ranch in Nevada.

Kelt, who is the CEO of Group Commerce, said the company will be working with Hearst to get all of its magazines up and running with deals by the end of the year. He said the magazines serve perfect niches that can be catered to.

“The whole premise of our business is that relevance is really important,” he said. “The media companies have strong vertical titles and know who their reader is.”

Kelt said there are two distinct advantages to partnering with publishers: The cost of acquiring customers is much lower because they already have the readers and combining offers alongside content can be particularly powerful.

If you think about it, newspapers have always had content and advertising — from classifieds to display ads — that people have been interested in. That will likely be the company’s only hope if it wants to contend with the massive marketing machines already assembled by Groupon and LivingSocial.

“Great content is really powerful, but great content with great commerce is even more powerful,” Kelt said. “You’ll be more engaged and more valuable than if you just had content from that brand.”

Here’s a mock-up of how the deals will look on Road & Track. This is not a final version, obviously:

The move is important because:

• It’s the first major attempt by a publisher to create an HTML5-based Web app that for all intents and purposes works exactly like an iTunes-purchased app.
• It gives the FT a real alternative to iTunes if the FT doesn’t want to accept Apple’s subscription terms.

Apple’s subscription rules have rankled many content owners because they require them to hand over 30 percent of all subscription revenue, every month, for all “in-app” subscriptions sold through iPad and iPhone apps. Even more problematic for print publishers like Pearson’s FT is Apple’s insistence on keeping subscriber data like credit card information to itself.

But since Apple announced the new rules in February, a growing number of content companies, from the New York Times to MLB.com, have announced that they’ll accept them,

Some publishers, like Conde Nast and Hearst, have been able to wring small concessions out of Apple that give them a bit more flexibility, but the general gist remains the same; many content companies are now hoping that they’ll be able to convince most customers to subscribe to their content outside of iTunes, which will let them keep 100 percent of revenue and all subscriber data.

Apple’s deadline to accept the new terms kicks in later this month, and the FT has yet to declare if it’s going to play along. The FT, citing FT.com managing director Rob Grimshaw (registration required), says the paper has “no plans to pull out of any apps store,” but that’s not the same as saying it plans to stick around, either. Note opening lines in the promotional video for the app’s, below: “The FT app is moving.”

Spokesman Tom Glover tells me the publisher is “still talking to Apple about the terms for selling subscriptions through iTunes.”

The Web app only works on iOS devices for now, but the paper says versions for Google’s Android platform are in the works. More technical details here.

UPDATE: The FT’s news reminds me that it’s a good time to check in with the Wall Street Journal, which like this Web site is owned by News Corp. The Journal, which has played up its success on Apple’s platform in the past, hasn’t said what it’s going to do about Apple’s subscription rules, and a spokeswoman says that hasn’t changed: “We’re exploring our options.”

But there’s another way for magazines to approach the iPad: Sell apps that aren’t magazines.

The idea is to take the publishers’ powerful brands and intellectual capital, and make something that isn’t a digital replica of a print publication.

We’ve started to see these over the last six months, and I think we’re going to see many more. Today’s example: Esquire’s “Hardest Puzzle Ever.”

The app springboards off some brainteasers the Hearst magazine has run in the past, but it’s an entirely new product–half Rubik’s Cube, half trivia game. It’s free, but after the first level you’ll need to shell out $4.99 (once) to keep going; there’s also a free minigame sponsored by Lincoln.

I only got a few seconds with the app the other day, and found it awfully frustrating. But I’m also one of those people who has never, ever solved a Rubik’s Cube without breaking the thing apart, which isn’t really solving it. So maybe this one isn’t for me. (I do like trivia, though! Maybe I needed a “Not the Hardest Puzzle Ever” version.)

In any case, I like that Hearst is taking a crack at this, and that it plans to do other one-offs. It’s easy to imagine an Esquire drinks app, fashion app, etc.

Starting Wednesday, some Samsung Galaxy tablet users will be able to buy app versions of seven magazines, as single copies or monthly subscriptions. The deal comes via Next Issue Media, the “Hulu for Magazines” consortium five big publishers put together to build their own digital newsstand.

This is a cautious first step, with lots of caveats, and Next Issue is taking pains to play down expectations, calling it an “early preview.”

And by my calendar, it’s a bit behind Next Issue’s previously announced plans to have something in the market early this year.

But it’s still something. And you could argue that while the digital magazine market formally kicked off last year when Apple introduced the iPad, it’s been moving pretty slowly since then. So Next Issue really hasn’t missed that much.

Details:

• Four of the consortium’s partners are selling titles: Esquire and Popular Mechanics from Hearst; Fitness and Parents from Meredith; the New Yorker from Conde Nast; and Fortune and Time from Time Warner’s Time Inc. News Corp., the other partner, doesn’t publish any print magazines (they do own this Web site, though).
• Prices are set by publishers, who will be able to offer existing print subscribers free digital editions. For now, though, they can’t offer new subscribers print + digital bundles like the ones that Conde Nast has started selling via iTunes. Next Issue CEO Morgan Guenther says that’s coming, along with the possibility of more interesting offers, like Netflix-style subscriptions that let customers swap titles in and out.
• The titles are only available to Galaxy owners who have bought a model with wireless service from Verizon, which sells the titles through a single app available in its Vcast app store.
• Next Issue plans to offer more magazines, on more devices, in the fall. CEO Morgan Guenther says that by the end of the year the consortium will be selling at least 40 titles, and should also have a version of its app available for HP’s WebOS.
• Apple gives publishers 70 percent of each transaction, and Guenther says magazine publishers will get “at least” that much; device-makers or carriers will split the rest with the consortium.
• Crucially, the publishers will get full access to all subscriber information, including credit card numbers. Apple won’t do that.

Again, these magazines will only be available to a subset of a subset of Android tablet owners, which isn’t that big a market to begin with, for now.

But it is a working demonstration of the concept the consortium promised way back in 2009: A single place to get magazines from multiple publishers, controlled by the publishers themselves.

And theoretically, selling magazines on the terms they want on Android will give the publishers more leverage to get what they want from Apple. But they’re a long way from getting Steve Jobs to back down from his terms–let’s see how sales play out on the two different platforms first.

An updated version of that magazine’s iPad app lets users subscribe to the weekly magazine for $5.99 a month, or the equivalent of a $1.50 an issue. That’s a steep discount from the app’s old model, which only sold individual issues for $4.99 a pop.

Conde Nast is selling an annual subscription to the iPad app for $59.99; a yearly subscription to the print version of the magazine costs $69.95. Very important: Conde says print subscribers will get iPad access for free.

At least, I think that’s the case. I’m basing all of this off the New Yorker app’s description in iTunes, but I haven’t been able to get the updated app to work yet on my iPad. The information syncs up, though, with what both AdAge and the New York Post reported last week. (UPDATE: After some futzing about, I’ve got it to work, as advertised. The app still allows you to buy an individual copy for $4.99.)

Assuming Hearst goes through with its plans, Time Warner’s Time Inc. will be the most conspicuous magazine holdout. Time Inc. and Apple just agreed to a deal that allows print subscribers to get app versions of Sports Illustrated, Fortune and Time for free, but they still haven’t agreed to subscription terms–which they’ve been stuck on since last summer.

Other big print publishers who have agreed to Apple’s terms include the New York Times, which has said it will start using iTunes to sell subscriptions in June. In February, Conde also announced it would sell digital editions of its magazines for Google’s Android platform, but has yet to do so.

Publishers–and other media companies–have previously balked at both Apple’s proposed cut–it will take 30 percent of each sale–and its control of subscriber data, including credit card information.

But it’s possible that Apple has backed off some of its original terms. Last week Hearst suggested it had gotten Apple to modify at least some of its conditions. And if that’s the case then Apple may be offering revised terms to all subscription partners. I’ve asked Apple and Conde Nast for comment.

The notion of iPad apps enthralled magazine executives a year ago, but sales have been underwhelming for many titles. One common complaint: Publishers have sold the digital titles at the same price as paper-and-ink versions, while most customers have expected to buy them at a steep discount, and to get them free with existing subscriptions.

Now that big publishers are starting to actually do just that, we’ll see if sales improve.

UPDATE: Just got some clarity on the agreement Conde hammered out with Apple. Apple’s fundamental proposition hasn’t changed, but the publisher has gotten a few concessions out of Steve Jobs and Co. Examples via people familiar with the publisher:

• Apple still controls crucial subscriber information, and only allows Conde Nast to ask for name, zip and email. But the publisher now has two chances to ask for user’s email: The first as a standard opt-in screen, and then again on a screen that asks for email and a password in order to get exclusive content.
• Conde has more flexibility on pricing than Apple originally offered. For instance, at one point, Apple didn’t want the publisher to be able to offer a print+digital bundle at a $10 premium to digital-only, but wanted all prices to be the same (which they will be when GQ offers subscriptions later this month: $19.99 a year for digital-only, or digital + print).
• The agreement extends to international markets, etc.

Small stuff, but important to the publisher. Meanwhile, Apple gets what it wants without giving up much it cares about. Steve Jobs wins.

Starting with their July issues, apps for Esquire, Popular Mechanics and O, The Oprah Magazine, will be available through a new service from Apple that allows customers to sign up for subscriptions inside the apps and get billed automatically. Subscriptions to all three publications will be sold for $1.99 a month or $19.99 a year.

Hearst said it will eventually sell newspaper apps and other content it owns on a subscription basis through iTunes too.

Read the rest of this post on the original site »

The media conglomerate plans to spin out its IGN.com dudes-and-games site, and is bulking up in advance by acquiring Hearst’s dudes-and-games-centric UGO.com.

People familiar with the companies’ operations tell me News Corp. and Hearst have been finalizing plans over the weekend, and will likely announce the merger within the next few days.

Plans to cleave off IGN.com will take longer, perhaps months. Roy Bahat, who has been running IGN for News Corp. since 2007, will run the new company.

The goal is to create a standalone Web business that will focus primarily on videogame news, reviews, and culture. News Corp. is weighing taking on outside investors for IGN in advance of the split; IGN may also acquire other properties before the move.

News Corp. officials declined to comment. I haven’t heard back from Hearst. News Corp. also owns this Web site.

Unlike other Web moves News Corp. has been making, the plan to move IGN outside of News Corp.’s corporate walls isn’t a disposal of an impaired asset. People familiar with IGN’s operations say it is growing and profitable.

I’m told the company expects to earn more than $10 million this year on revenues of around $100 million. The idea is that IGN will be able to grow much faster if it isn’t operating inside Rupert Murdoch’s company.

Assuming that News Corp. ends up getting a buyer or partner for MySpace, the IGN move means that the company will have found new homes for all three of the big Web properties it bought during the Web 2.0 boom.

News Corp. kicked off the boom itself by buying MySpace for $580 million in the summer of 2005; a few months later it paid $650 million for IGN. In 2007, it paid about $250 million for photo-sharing site Photobucket, which it handed over to Ontela in December 2009.

Both in and outside of News Corp., IGN has always garnered much less attention than MySpace. Just a few years ago, MySpace was the world’s biggest social network, and the reason Google had signed on for a $900 million ad deal; IGN was simply a collection of dude-oriented sites that News Corp. had overpaid for. More recently, MySpace has been a black hole for money and talent, while IGN has found its focus as a competitor to CBS’ Gamespot.

Hearst, meanwhile, has been trying to figure out what to do with UGO for a while. It paid $100 million for the site in 2007, but its original management team left within two years. Hearst Interactive head Ken Bronfin has been overseeing the site since then, and last year the company hired former Montogmery & Co. banker Kevin Covert to find a partner.

I don’t know how the two sites are valued in the merger, except that IGN is worth more. News Corp. will have a controlling stake in the combined company. Comscore says IGN has an audience of 19.7 million U.S. visitors; it pegs UGO at 13.1 million.

BigDoor, which is vying for a leadership position in the so-called gamification space, is announcing a new platform today that acts as an intermediary between publishers and advertisers.

Co-Founder and CEO Keith Smith calls it the equivalent of Google’s AdSense for gamification.

Gamification operates under the premise that people are often motivated by rewards, so integrating game-like tasks into everyday things–like reading the news or watching videos online–will ultimately increase engagement and monetization.

Smith refers to it as turning “lurkers” into “regulars.”

Seattle-based BigDoor builds tools for publishers to make rolling out game play within their online properties easier. Some of its customers include AccuScore.com, DevHub.com and MySportsIQ.

But creating a new AdSense platform is clearly a lofty ambition.

To put it in words the company can understand, the achievement is still far off, and in the near-term it will have to work hard at leveling-up to get there. But in this world, where Zynga has introduced millions of consumers to playing simple games like FarmVille on Facebook–and paying nominal amounts of money for virtual goods–it doesn’t sound too far-fetched.

Along with the platform being announced today, the company is revealing the first of its 20 private beta partners.

Its first publishing partner is UGO.com, a Hearst-owned property aimed at the 18 to 34 year old male audience. The site, which provides daily coverage of videogames, has dedicated a good chunk of its homepage to integrating advertising-based “quests.”

A quest over the weekend gave visitors a chance to interact with the new Universal Pictures comedy, “Your Highness,” starring Natalie Portman.

In the quests, visitors must interact with the advertiser’s content in order to earn points. A quest is competed after 11 clicks. Points can be typically redeemed for virtual badges (i.e. bragging rights), but in UGO’s case, it is sending out real patches that they hope will become collector’s items.

With the new platform, Smith is hoping to create a new ad unit called Cost Per Quest. So far, he thinks the ad unit will range between $1 and $2.50 based on the fact that consumers are readily engaging in the quests as if they are content. Early response rates are revealing that 20 to 45 percent of people who begin a quest finish one, he said.

BigDoor plans to provide the platform for free and will take a percentage of the revenue. “We want gamification to be a profit center, not a cost center,” Smith said. “We don’t charge UGO anything. We get paid when they get paid.”

Now that Universal’s promotion of “Your Highness” has run its course, UGO has moved on to offering different quests, including one from AXE, the men’s deodorant body spray.

Founded in June 2009, BigDoor was started by Smith and Jeff Malek, who both previously founded Zango. Also known as 180solutions, the company was associated with spyware and adware, but grew to $50 million from $1 million in revenues over two-and-a-half years.

BigDoor, which is still in its infancy, has raised more than $5 million in two rounds from Founder’s Co-op and Foundry Group, and has 20 employees.

One of BigDoor’s competitors is BadgeVille, which recently partnered with Bluefly, a small publicly held online retailer. Through the relationship, Bluefly is rewarding shoppers who watch videos, create wishlists, write reviews or read blog posts.

Today, the tech duo launched the all-new GeekWire, after quietly giving notice to the business journal last Thursday.

Cook says he will serve as the co-founder, CEO and Seattle editor focused on covering startups and venture capital, while Bishop, who is co-founder, president and national editor, will be tasked with covering Microsoft, Google, Apple and other publicly held companies.

The two reporters turned entrepreneurs, who were former tech reporters at the Hearst-owned Seattle Post-Intelligencer, are known locally for their solid and consistent startup reporting, and even for the occasional national scoops, such as Bishop’s exclusive interviews with Microsoft’s Robbie Bach and J Allard the day their departures were announced.

The two are also known for bringing the tech community together by hosting an annual awards and other regular tech meet-ups, including one that even BoomTown’s own Kara Swisher attended.

So, why the departure?

Cook said after spending so many years reporting on entrepreneurs, it was time for him to be one.

“We feel like there’s a real need for a tech news source that’s based out of Seattle, rather than Silicon Valley or New York. That’s always been a niche that Todd and I have pursued,” he said.

Cook said they have secured enough funding from an angel investor to get the venture off the ground and to keep both his family and Bishop’s fed.  And, in true startup form, Cook declined to discuss how much capital the two raised or from whom, but said to expect an announcement soon.

The sudden departure of Cook and Bishop from TechFlash leaves the site’s fate a little bit up in the air.

Emory Thomas Jr., the publisher of the Puget Sound Business Journal and TechFlash, said he is committed to rebuilding the site after losing its two original employees.

“I’m comfortable with ability to move forward and go beyond where we’ve taken TechFlash today, and I’m not just saying that,” he told us.

In a post announcing their departure, Thomas disclosed that the site was profitable, and said in the interim, the whole PSBJ staff, led by reporter Greg Lamm, will write and edit the blog.

Cook said the entire site was created over the weekend after they gave notice on Thursday with the help of  a number of Seattle-based companies that provided legal advice, web development, design and hosting services.

George Kliavkoff, who went to work at Hearst two years ago as as a digital media executive, has a new job.

Same employer, though. Kliavkoff will be running Manilla, a new online billpaying service, wholly owned by the publisher.

Kliavkoff more or less created the job for himself. That’s because he helped create the service at his former job, where he was tasked with building and buying interesting companies for Hearst using the geyser of cash it gets from a minority ownership stake in Disney’s ESPN.

Manilla is getting its formal debut at the DEMO conference today, but you can get a good sense of what it’s trying to do from this Business Insider post from last fall.

Bill payment doesn’t seem to have a direct connection to Kliavkoff’s resume, which include stints at MLB.com and NBC, where he helped set up Hulu. But he insists “it’s the biggest start-up opportunity I’ve ever been involved with.”

Hearst has promoted Neeraj Khemlani, formerly “vice president and special assistant to the CEO for digital media” to Kliavkoff’s old position, which reports to entertainment head Scott Sassa.

[CLICK HERE FOR LIVE COVERAGE OF THE PRESS EVENT]
But a select crowd will get to see the iPad newspaper tonight, at an equally notable Manhattan location: Rupert Murdoch’s apartment, where the News Corp. CEO is hosting a “low key” cocktail party.

Although News Corp. owns this Web site, my email invite to tonight’s pre-launch launch event hasn’t arrived, and I’m told it never will. The company hasn’t offered me a peek at the Daily, either.

But at this point I’ve still got a pretty decent sense of what Murdoch’s guests will see this evening, and the rest of us will see tomorrow: A newspaper that’s both old-fashioned and cutting-edge.

People who have gotten up  close to the the Daily describe a digital paper where many of the news stories look just like news stories you’d see anywhere else.

Others will look more like iPhone apps, featuring interactive graphics or videos, or photos you can swipe, pinch and zoom–with perhaps almost no text at all.

And there’s more! There’s no 3-D video yet, though it’s on the agenda. But there will be an audio feature so you can have stories read aloud to you. And there’s a crossword puzzle! And Sudoku!

A Daily-watcher who thinks the thing is amazing compares it to the Daily Prophet, the magical newspaper read by Harry Potter and his wizard pals.

More jaded observers tell me it’s more or less what they’ve seen in existing iPad magazine apps, particularly Hearst’s Popular Mechanics and Condé Nast’s Wired. The big difference is that those magazines come out monthly, and the Daily will get beamed to your iPad… daily.

Still, the most striking thing about the Daily has nothing to do with any technical bells and whistles. It’s Murdoch’s insistence that he can sell a digital newspaper app to consumers trained to expect that digital news is what you get on the Web, for free.

The Daily is almost defiantly anti-Web: It will have a free site, with a grudging sample of perhaps 10 percent of the newspaper’s stories, but that’s it. While Web news sites increasingly focus on aggregation and filtering of other people’s content, the Daily will focus on making its own stuff, even though plenty of other people are already doing it.

And while News Corp. officials have tried to argue that the Daily isn’t a newspaper but something else, it is most definitely produced using a newspaper model: Six sections, written once a day–the Daily team is particularly excited about its sports coverage–and delivered in the wee hours of the morning.

The Daily will allow for some midday updates, but it’s really designed to land with a digital thud on your virtual doorstep, just like the newspapers Murdoch has loved all his life.

Murdoch will charge 99 cents a week for a subscription, and he’s certainly going to get some takers at the start, especially since the Daily will be free for the first two weeks after tomorrow’s launch.

Which will be a noisy one. The press will give it plenty of free promotion, and News Corp. will augment that with a digital ad campaign, in addition to offline marketing donated and/or bartered from other Murdoch properties. Perhaps there’s a way to mention it once or twice during Sunday’s Super Bowl broadcast on Fox.

Much more important will be the endorsement from Apple, which is using the Daily to roll out a new “push” subscription feature.

Apple CEO Steve Jobs, who was supposed to appear onstage in San Francisco with Murdoch to bless the launch, will send content boss Eddy Cue to New York tomorrow instead.

That’s still Apple’s seal of approval, though, and I can’t think of another time the company has so conspicuously blessed a single third-party product. That alone will be enough to prompt an enormous number of people to try it out.

Remember that Apple already has a customer base of  some 125 million iTunes users–if you do want to buy this thing, you won’t need to pull out a credit card. A few button clicks will do.

The real question, of course, is how many people are going to pay for the Daily a month down the road, when the buzz is gone. And there’s no way to guess at that when you get your first look at the thing. No matter when that happens.

Me, I’m a peppy, perky guy. Ask anybody! Still, if I were a gloomy Gus, I’d spend some time reminiscing about 2010′s Consumer Electronics Show, where I spent a bunch of time checking out:

• Hearst’s Skiff e-reader
• The Plastic Logic Que e-reader
• Palm’s new line of smartphones
• Keychest, a dizzingly dull rights-management scheme from Disney.

A year later, and they’re all gone: Either officially dead, or just pining for fjords, and very unlikely to perk up.

Not all of this stuff was vaporware, in the technical sense. Palm, at least, really did sell a few of those Palm Pre Pluses before it gave up and sold out to HP.

Still, an 0-for-4 experience like that is enough to make a humble media correspondent want to avoid checking out new technology altogether, and that’s basically what I’m going to do.

I might take a look at the UltraViolet media locker demo, but that’s about it. I’m headed to Las Vegas this morning* with the primary goal of talking to media people, many of whom live in New York, just like I do.

So yes, it might seem a little odd to head across the country to talk to people who live and work a few miles away, but there’s a logic to it. Trust me!**

And if you do want smart, incisive technology coverage, trust the rest of the All Things D team: Walt, Katie, Kara and Ina are on the ground already, and the rest of the gang is monitoring developments from their home bases. It’s good stuff!

*Not just because I enjoy being fashionably late, but because it was many hundreds of dollars cheaper to fly out today than earlier in the week. (And also because I’m old, and at my age every extra day you spend in Las Vegas is a dog year.)

**Totally not a boondoggle. Note the line about saving money on airfare, above.

A lot of video! AOL says that 5Min’s library and distribution deals, along with its existing video offering, gave it a total of 493 million video streams in October. Which is a pretty big number–and bigger than any other U.S. Web property except for Google’s YouTube.

Comparing AOL’s homegrown video with the stuff that 5Min offers–content other publishers (including CBS, Hearst and Scripps Networks) make that it syndicates out–isn’t apples and apples: Different video has different costs, and the amount AOL will be able to get for the stuff will vary widely depending on the property it runs on, and the real estate it gets there.

But making all of that work will now be Ran Harnevo’s responsibility. Harnevo ran 5Min up until the sale, and he has now been named senior vice president of AOL Video, a unit that didn’t exist prior to the deal. Harnevo will report to AOL content boss David Eun; he says that all 45 of his former 5Min employees are staying on at AOL, too.

Near term: Expect to hear more from the company about other partnerships designed to get high-quality video on the site, along the lines of deals it has already announced with Next New Networks, Vuguru and Electus.

In his place, Mayor Michael Bloomberg is expected to announce Cathie Black, chairwoman of Hearst Magazines. She would be the first woman charged with running New York City’s 1,500 schools and more than one million students.

Mr. Klein, a former antitrust chief at the Justice Department, took over in 2002, having had no prior experience in education administration. Before becoming chancellor, Mr. Klein was chairman and chief executive officer of the media company Bertelsmann Inc., the U.S. subsidiary of the German giant Bertelsmann AG.

In his new role as executive vice president, Mr. Klein will advise News Corp. on opportunities to invest in digital initiatives in the education market, a person familiar with the matter said.

Read the rest of this post on the original site

Unofficially, that is. For the record, GE says that Jeff Zucker and company booked flat revenues and saw operating profit drop by 15 percent. But a year ago NBC had booked a gain after moving around ownership stakes in the A&E TV venture it co-owns with Hearst and Disney.

Strip those one-time benefits out, GE says, and its 2010 Q3 would show a seven percent revenue hike and a five percent bump in operating profit.

That’s better. “A pretty solid quarter,” in the words of GE CFO Keith Sherin.

Here’s GE’s highlight reel for the business, which Comcast will likely own by the end of the year. (Click to enlarge.)

Meanwhile, Zucker, who has a few months left on the job, is much, much more enthusiastic about his company’s performance. Here’s his all-hands letter to employees sent out this morning:

GE reported its earnings today, and I wanted to take the opportunity to congratulate everyone on NBCU’s very strong results. Looking just at our operations, these are our best third-quarter results since the NBC-Universal merger more than six years ago. Truly a record performance.

Although our segment profit as reported by GE shows us down, this is driven by the impact of one-time, non-operating events and transactions that took place in the third quarter of last year (such as the one-time gain from the change in our interest in A&E Networks). On an operating basis, our profit was up 32% versus last year (or 5% excluding the impact of charges taken by certain divisions in the third quarter last year). Given that the economy, although improving, is still far from robust, these are excellent results driven by superior execution throughout our operations.

We had exceptional performances from a number of our divisions, including Cable Entertainment, Local Media, Film, and Theme Parks. Cable Entertainment posted a double-digit increase in operating profit, behind great results at each of our networks. Local Media was up an amazing 87%, as increased revenues from a resurging local ad market hit the bottom line. Film op profit was up 57%, driven by Despicable Me, which performed well ahead of expectations. And Theme Parks had the best quarter in its history, with op profit up 59%, the result of the new Harry Potter attraction in Orlando and the new King Kong 360 in Hollywood.

Here are some of the other highlights:

· USA was the No. 1 cable entertainment network for the 17th quarter in a row, an incredible string of success, and Syfy finished the quarter ranked No. 8 in adults 25-54

· Bravo had its best quarter ever and now has 20 consecutive quarters of ratings growth, and Oxygen had its best 3rd quarter ever

· CNBC posted increases in both revenue and op profit, and MSNBC continues to operate from a position of strength, beating CNN in primetime for the 4th quarter in a row and beating CNN in total day for the first time in a decade, while also launching a very exciting new marketing campaign

· Through the first five weeks of the NFL season, Sunday Night Football is averaging nearly 22 million viewers, the most for the first five weeks of a primetime NFL package in 14 years

· NBC is tied for No. 2 through the first three weeks of the new season, up 4% versus a year ago to make it the only major English-language network to grow year-to-year

· Jay Leno continues to be No. 1 since returning to his old timeslot, and Jimmy Fallon holds a 35% lead over CBS in his time period

· NBC News remains No. 1 across the board and recently hosted a fantastic public-service programming event called Education Nation, an effort that should make us all proud to be part of this company

· Telemundo has the highest-rated novela in its history with Donde esta Elisa, and mun2 had its best quarter in all key demos

There is so much to be proud of! Congratulations and thanks again to everyone, because I know, whether you are part of one of the businesses mentioned above or not, you are working hard to keep this company great, and I truly appreciate it.

At the same time we are notching these business successes, our transition teams are hard at work preparing for the new NBC Universal. We’re on track for a close of the transaction with Comcast, hopefully by the end of the year. As I’m sure you know, the timing will ultimately be determined by the FCC and the Department of Justice. We’ll have a clearer idea about timing as we get into November.

One other thing about the transition. You have received information about your new benefits, and I urge you to pay attention: review the information on the intranet, attend the benefits sessions, and enroll yourself and your family in both the GE and the new NBC Universal benefits plans. I hope each of you give this the attention that it deserves.

The company is really in a terrific place right now. We have a Cable Entertainment group that is on track to record its fifth straight year of record earnings. A Theme Parks division that is on track to have its best year ever. A Local Media division that will likely more than double its earnings from a year ago … and much more. And making it all happen are 15,000 employees who love this company, understand what we do, and are committed to doing it better and better every day. Thank you very much. Your strength of character, and the strength of our operations, will ensure a strong end to this year.

Hearst is the latest publisher to show up on the iPad, with a tabletized version of Esquire.* As always, you’re better off checking it out yourself then reading about it.

Still here? Okay:

• As promised, Hearst is selling the app at the same price as the paper-and-ink version: $4.99. Squawk all you want, but “we have to reshape expectations” for digital pricing, says Esquire publisher Kevin O’Malley.
• Hearst has talked about offering subscriptions to its iPad titles, but you can’t get one right now. And O’Malley doesn’t sound hopeful that he’ll be offering one through Apple’s (AAPL) store anytime soon. Join the club.
• Like every one of its peers, Esquire on the iPad looks like the print magazine, with some multimedia bells and whistles. Unlike many apps, Esquire doesn’t provide a literal translation of the print copy. So it can’t count app sales as newsstand sales, but O’Malley seems fine with that. The upside for the reader is that Esquire doesn’t need to include every ad from the print edition, and instead features just two ads from a single sponsor–Lexus.
• Many of the multimedia features are low-key grace notes, but that’s okay: You buy Esquire on the iPad because you want to read Esquire on the iPad, right?
• But there are plenty of clever touches, like animated illustrations and a clip of Javier Bardem reciting poetry in Spanish. And, pretty much for giggles, a copy of Ivan Turgenev’s “First Love,” a 76,000-word novella published in 1860 (I didn’t know, either).
• Some apps let you read their magazine in horizontal and vertical modes, while Time Warner’s (TWX) Sports Illustrated only works in horizontal mode (for now). But Esquire only works in vertical mode, and that feels just fine.

*This is Hearst’s first full-fledged iPad magazine, but if you want to be a stickler you can: The publisher has some of its titles available through Zinio’s PDF-reader service, and earlier this year it put out a partial version of a Popular Mechanics issue.