There’s no question that every venture capitalist within 100 miles of Silicon Valley wanted to squeeze their khaki-clad selves into what had become tech’s hottest deal of late.

That would be to get a piece of the new round of funding for start-up phenom Pinterest.

But while piles of VCs and other investors tried to work every angle possible to noodge into the action, the iconoclastic CEO and co-founder Ben Silbermann decided to go big and go global by hooking up with a Tokyo-based Internet giant.

Japan’s Rakuten will invest upwards of $50 million in a $100 million round that values the social bookmarking site at $1.5 billion.

Rakuten is one of the largest online commerce companies in the world, with a flagship site Rakuten Ichiba, among others. It was founded in 1997 and had revenue of $4.7 billion in 2011.

Most important in Pinterest’s calculation was apparently the link with its CEO Hiroshi Mikitani, whose nickname is Mickey. One the richest men in Japan, Mikitani is one of the best known entrepreneurs there where he’s been described as “Richard Branson meets Jeff Bezos.”

I briefly chatted with Mikitani last night about why he decided on the Pinterest deal, in a conversation where he focused a bit on Rakuten’s famed “omotenashi” or “empowerment” philosophy. Simply put, the concept is that — unlike an Amazon — Rakuten is a facilitator of commerce, much like its shopping mall metaphor beginnings. The approach is to aid merchants rather than compete with them.

It’s a little eBay, a little Alibaba, some Etsy and even a little Amazon Web Services mixed in. It’s also a place that can move retail globally, which is presumably the attraction to it by Pinterest.

ATD: Why did Pinterest pick you?

Mikitani: We are not a venture capitalist. We got together and talked about our story and our history.

We agreed that we shared a vision of the future of Internet e-commerce.

ATD: Why make an investment?

Mikitani: When we started to talk about being involved in the round of investment, we wanted to invest as much as possible.

We were very impressed by their business model and also the management style.

ATD: What made Pinterest so attractive in comparsion to other similar companies?

Everyone is talking about social commerce and best solution to social commerce, but Pinterest really was the first to use graphics that well to connect with people.

Rarely have we seen such a powerful media and we were seeing huge traffic coming from Pinterest [to Rakuten sites]. It was much higher than anyone else.

ATD: What do you bring to the table?

Mikitani: I think there are some things we think we can do with our expertise. Ben and his team have an extremely strong commitment to make their products as attractive as possible.

But we have 40,000 stores in Japan and we can give them access to our customers and do aggregation to engage in everything. And we have sites in many other countries too.

ATD: How are you going to work together?

Mikitani: We are not going to stop them from doing dealings with other e-commerce companies. But we can have more constructive input on how to make their site more effective from e-commerce point of view.

This is a long-term arrangement and we have a strong committment and attachment to this business. We truly understand their business and respect their management.

And on top of it all, it’s May 14 — Mark’s 28th birthday.

Aside from the intense scrutiny of the company by the tech and financial press leading up to the IPO, Zuckerberg is doing all right. Especially when stacked up against some of the biggest names in tech that came before him.

Consider Steve Jobs. He was zooming along just fine in his twenties. Until, that is, in his 28th year he recruited the man who would eventually become his — and Apple’s — undoing (temporarily, of course). That man was John Sculley, then CEO President of Pepsi-Cola, who traded the position to be the CEO of Apple Computer after intense courting from Jobs. Of course, Sculley would eventually play a part in Jobs’s ouster from Apple; Sculley would also oversee the company in what proved to be the darkest years in its 36-year history. Jobs was also in the process of launching the Lisa when he was 28, one of the biggest commercial computer hardware failures the company has ever released. In other words, 28 wasn’t the greatest year of Jobs’s career.

Amazon luminary Jeff Bezos’s best years were yet to come. At 28, he was still at his hedge fund gig, where he first saw the opportunity in the fast-growing Internet use around the country. Two years later, he would go off on his own to start Amazon.

Bill Gates, on one hand, had founded Microsoft in 1976 — then known as “Micro-Soft,” begun in a small Albuquerque office in partnership with Paul Allen — at the ripe age of 20. It’s the same age Zuck was when he officially founded Facebook in his Harvard dorm room. At 28, Gates was certainly upwardly mobile — the year before his 28th saw him begin to license MS-DOS — though his best years were yet to come: In two years, Gates would launch the first retail version of the Windows operating system.

Larry Page and Sergey Brin were still three years off from Google’s IPO when they turned 28 (Page in March of 2001, Brin in August). It was that year in which the two — who had run Google since they co-founded it in 1998 — decided to turn the reins over to Eric Schmidt, a learned executive well versed in leading technology companies. Unlike Zuckerberg, who retains full control over Facebook with his majority of voting rights, Page and Brin let a seasoned Valley veteran guide Google through its early days.

In all, it seems Zuck is doing just fine. Still two years off from the big 30, he’s number 35 on Forbes’ Billionaires List with an estimated net worth of $17.5 billion. Better still, he’s got a longtime live-in girlfriend and an adorable floor mop of a dog, “Beast.”

Happy birthday, Mr. Zuckerberg. And enjoy a quiet moment of reflection while you can; Friday isn’t too far off.

Aneel Bhusri

Sources familiar with the company’s plans tell AllThingsD that Workday has chosen the four bankers that will lead it through the IPO process: Morgan Stanley, Goldman Sachs, Allen & Company and JPMorgan Chase & Co. The search for bankers caps a process begun in December.

The company’s IPO path calls for an S-1 filing to be made with the Securities and Exchange Commission by mid-July. After a late summer or early fall road show, its shares would debut between October and December, depending on how favorable market conditions are, sources familiar with the matter tell me.

The process began in earnest after Workday hired its new CFO, Mark Peek, away from VMware, where he was also CFO.

Workday is feeling emboldened in part by the successful offerings of Jive Software and Splunk, both enterprise companies with their hands in the cloud business. Workday itself is a pure cloud software play, specializing in human resources applications, a white-hot area of enterprise that has seen a lot of M&A activity of late.

In December, software concern SAP spent $3.4 billion to acquire SuccessFactors. Then, in February, software giant Oracle spent $1.9 billion to acquire Taleo, in a deal that took place shortly after I interviewed Taleo’s CEO. Even Salesforce got into the act, acquiring the start-up Rypple for an undisclosed amount in December.

Much of that dealmaking came in response to concerns about Workday, especially after its impressive $85 million Series F round of institutional funding at a $2 billion valuation, which AllThingsD reported exclusively in October. A Bloomberg News report said that round was oversubscribed and grew to $100 million when Michael Dell’s MSD Ventures joined.

Investors in that round included several who also took part in institutional rounds in Facebook and Web gaming player Zynga: T. Rowe Price, Morgan Stanley Investment Management, Janus, and Bezos Expeditions, the personal investment entity of Amazon CEO and founder Jeff Bezos. William Danoff, the manager of Fidelity’s $80 billion Contrafund, the mutual fund giant’s largest stock-based fund, also participated in that round.

A Workday IPO, which would raise about $500 million, would make for a sweet payday for the company’s earlier investors, which include Dave Duffield and Greylock Partners, who invested $90 million in four rounds, and New Enterprise Associates, which joined a $75 million Series E round in 2009. By my math, Workday’s total capital raised comes to a cool $195 million.

So how’s business? With the company having disclosed $160 million in billings total bookings in 2010, sources familiar with its operations tell me bookings in 2011 exceeded 100 percent growth. That would be above the $320 million in 2011 bookings CEO Aneel Bhusri told me he expected last October.

Workday is essentially the creation of PeopleSoft vets Bhusri and Duffield. They started the company in 2005, not long after losing a pitched battle to resist a $10 billion hostile takeover by Oracle. Bhusri and Duffield concluded that the next battlefield for enterprise software would be in the cloud. They kickstarted Workday using their own money and some funding from Greylock, and brought some PeopleSoft employees with them.

The idea was to re-create PeopleSoft, which makes software that businesses need to run day to day, but to deliver it from the cloud.

And unlike other cloud players that approach smaller companies and work their way up to ever-larger customers, Workday’s customers are already in the big leagues. The average Workday customer — there are 280 — has between 10,000 and 15,000 employees. The biggest is Flextronics, the huge electronics manufacturing company, which has 200,000 employees. Other customers include Time Warner, Thomson Reuters, Chiquita Brands and Salesforce.com. There are Workday records on more than two million employees on its system. All that after only four-plus years of active selling. A second, newer line of financial applications aimed at helping companies more efficiently manage their spending is getting traction, too.

Workday will probably be the biggest among a pending batch of enterprise-oriented IPOs set for summer and fall after the Facebook madness is over. For one, there’s Violin Memory, which I’ve been reporting on quite a bit. And Reuters is reporting that cloud storage and collaboration concern Box is looking like it’s eyeing an IPO in 2013. The bankers are going to be busy.

After market close, the e-commerce giant turned a massive beat: Earnings of 28 cents on revenue of $13.2 billion. Operating income fell 40 percent to $192 million, suggesting an operating margin of about 1.5 percent for the quarter.

Analysts had expected the e-commerce giant to report earnings of 6 cents per share on revenue of $12.9 billion.

A big beat, and Amazon shares are spiking in after-hours trading.

Amazon CEO Jeff Bezos was typically ebullient in the company’s earnings release, rejoicing over Kindle Store exclusives and the Kindle Owners’ Lending Library. But, also typically, neither he nor the company offered hard numbers on Kindle sales for the quarter.

“Kindle is the bestselling e-reader in the world by far,” Bezos said. “I assure you we’ll keep working hard so that the Kindle Store remains yet another reason to buy a Kindle!”

Look, if it’s “the bestselling e-reader in the world by far,” then how about showing us some numbers?

Anyway …

Looking ahead, the company said it expects second quarter revenue of $11.9 billion to $13.3 billion.

A couple details worth noting:

• Kindle Fire remains the #1 bestselling, most gifted, and most wished for product Amazon offers.
• 9 out of 10 top sellers on Amazon.com were digital products, I.E.: Kindle, Kindle books, movies, music and apps
• Worldwide Media sales grew 19 percent to $4.71 billion.
• North American sales were $7.43 billion, up 36 percent from the year prior.
• International sales hit $5.76 billion, up 31 percent from first quarter 2011.

As SVP of Worldwide Digital Media, Kessel oversees the company’s digital strategy, including books, music, video and the Kindle.

“After incredible success leading the Kindle team over the last several years, Steve Kessel decided to take a well-deserved and long-planned-for sabbatical,” said Amazon spokesman Drew Herdener.

Herdener declined to say when Kessel would return, but said that, in the meantime, Dave Limp, who runs the Kindle device business, and Russ Grandinetti, who runs Kindle content, were overseeing the digital business.

Kessel’s absence follows the launch of the Kindle Fire tablet late last year, and comes at a time when Amazon is aggressively pushing into digital content. Just today, founder and CEO Jeff Bezos sent a letter to shareholders, emphasizing how the Kindle is disrupting the book publishing industry.

Some sources I talked to believed that Kessel, 46, was unlikely to return to Amazon and were characterizing his departure as early retirement. Another source pointed to internal documents, which listed Kessel as overseeing Donald Katz, the CEO of Audible, the company’s audiobooks group. However, Amazon’s investor page continues to list Kessel as the SVP of Worldwide digital media, and Herdener said Kessel is not retiring and is not in charge of Audible.

As one of 10 executives who report directly to Bezos, Kessel has worked closely with the visionary founder since 1999. Initially, he served as the VP of U.S. Books, Music, Video and DVD, and then was the VP of digital before landing in his current role.

According to a BusinessWeek article, it was Kessel who conspired with Bezos in 2004 to explore the radical idea of the online retailer making their own hardware.

Over the years, Kessel has been quoted occasionally in press releases, providing updates on how well the Kindle is selling. In October 2010, he said: “It’s still October and we’ve already sold more Kindle devices since launch than we did during the entire fourth quarter of last year—astonishing because the fourth quarter is the busiest time of year on Amazon.”

Amazon has never released specific sales numbers about the Kindle — a secret that has largely stayed under wraps, likely due to the company’s small management team.

Kessel received his bachelor’s degree in Computer Science from Dartmouth College, and an MBA from Stanford’s Graduate School of Business.

A letter sent to shareholders today by founder and CEO Jeff Bezos, titled “The Power of Invention,” tackles the publishing industry head-on by explaining how both authors and customers are benefiting from its Kindle publishing business.

While Bezos fails to address the DOJ lawsuit, which accused Apple and five major book publishers of conspiring to raise e-book prices, he provides a glimpse at how he’s changing the economics of the business on a small scale.

Bezos says Amazon’s Kindle Direct Publishing division has already produced more than a thousand authors who are selling more than a thousand copies a month. Some have reached hundreds of thousands of sales, and two have joined the Kindle Million Club.

Authors who use KDP get to keep their copyrights, keep their derivative rights, get to publish on their schedule – a typical delay in traditional publishing can be a year or more from the time the book is finished – and … saving the best for last … KDP authors can get paid royalties of 70%. The largest traditional publishers pay royalties of only 17.5% on ebooks (they pay 25% of 70% of the selling price which works out to be 17.5% of the selling price). The KDP royalty structure is completely transformative for authors. A typical selling price for a KDP book is a reader-friendly $2.99 – authors get approximately $2 of that! With the legacy royalty of 17.5%, the selling price would have to be $11.43 to yield the same $2 per unit royalty. I assure you that authors sell many, many more copies at $2.99 than they would at $11.43.”

If you can’t take Bezos at his own word, the letter includes eight quotes from customers and authors who have benefited from Amazon’s services, including its publishing, fulfillment and Web services.

“These innovative, large-scale platforms are not zero-sum — they create win-win situations and create significant value for developers, entrepreneurs, customers, authors, and readers,” he wrote.

The company’s stock was trading down 1.81 percent, or $3.46 a share today, to $187.23. In recent months, the stock has slipped from its 52-week high of $246.71 a share.

The blueprints would more than double Amazon’s current footprint in Seattle, and hints at the rapid corporate-level expansion the e-commerce company anticipates over the next decade.

Last month, Amazon purchased three contiguous blocks in downtown Seattle. Terms of the sale were not disclosed, but the multimillion dollar — maybe billion-dollar — deal will represent Amazon’s first significant land purchase, once it closes.

Last night, Amazon’s architects presented plans to Seattle’s review board, laying out the company’s vision for an urban campus, complete with three 37-floor office towers, an auditorium, retail space and a few shorter, six-story buildings, reports Eric Pryne, a reporter at the Seattle Times, who attended the meeting.

A 36-page report detailing all the different layouts and scenarios can be found on the city’s Web site here. An Amazon spokesperson declined to comment on its plans, and apparently no company spokesperson spoke at last night’s meeting.

The plans are fairly shocking, given the company’s rapid growth over the past few years. Clearly, the company’s leader Jeff Bezos has a lot more surprises in store that may push the company beyond its core online retail and digital businesses,  including the Kindle.

At the end of the year, Amazon had 56,200 employees, up 67 percent year over year. Most of the hiring occurred in operations and customer service, including 17 new fulfillment centers.

It’s not clear how many employees Amazon has in its Seattle headquarters, but it already leases about 2.7 million square feet, including 1.7 million square feet in the so-called South Lake Union neighborhood, which has recently been revitalized by Seattle tech leader Paul Allen, and sits just outside the downtown core.

I think Amazon made me the person I am today. Aside from making me very wary of corporate situations, I try to apply the marketing savvy I learned from Jeff Bezos. [laughs] I really pattern the marketing of this show and other shows after the way I saw Amazon talk about itself.

– Mike Daisey, from a 2005 interview about a show based on his three years as an Amazon.com worker

The e-commerce giant (a term typically reserved for Amazon in these woods) is one of the larger examples companies from the Bay Area that are setting up shop here and looking to soak up some of the Northwest’s rich engineering talent.

Other companies with satellite offices in the Seattle area include Google, Facebook, Zynga and Salesforce.

“I’m surprised I ended up at eBay, but the story is compelling,” said Ken Moss, who was hired in November to be eBay’s VP of managed marketplaces technology; Moss is GM of the Redmond office.

A long-time Microsoft employee whose claim to fame includes inventing the Pivot table in Excel, Moss more recently co-founded CrowdEye, a start-up focused on search technology and later on stock market prediction.

He said eBay’s dedication to the region is one of the biggest selling points for recruitment.

Most of the 75 employees that currently work there were hired over the past few months, and a small team has been here for seven years. Among the newbies I met were a number of Microsoft veterans who had been there for 12 to 15 years.

Moss says he will report directly to eBay’s CTO Mark Carges, which is “a signal to the whole company that diversified development is for real.”

“We are first-class citizens,” Moss said, referring to sometimes strained relationship between remote workers and a company’s headquarters.

Eric Brill, VP of eBay’s research labs, is also based in the Redmond office, and has been working part-time there since joining the company in 2009.

Moss said eBay will be looking to hire a range of technologists, from college graduates to senior leaders, including developers, testers, researchers, data miners and other positions.

While I was at the office on Tuesday, the mountains were peeking out from the clouds and were easy to spot from the floor-to-ceiling windows on the fourth floor. It was easy enough for everyone to have a window seat in the open-floor plan.

Although the employees just moved in on Monday, a sign outside the building already announced eBay’s presence. Inside, workers were busy putting the final touches on the space to make it feel like eBay. Primary colors of red, blue, yellow and green highlighted the office walls; with a bit of Seattle flair, conference rooms were named after Northwest tribes such as Puyallup and Quinault (and other names that might be difficult for San Jose-based employees to pronounce).

But missing were some of the perks that some recruits expect these day — no shuttles to and from work or fancy cafeterias, for instance. 

In fact, eBay has a long way to go to compare with what Google has done here. Since entering the market seven years ago, Google has hired more than 900 employees, spread across two locations, a spokesperson confirmed.

One office is in Seattle’s Fremont neighborhood; the other is on the Eastside.

The two offices are geographically divided by Lake Washington, which can be crossed by one of two floating bridges — or by boat, if you are crafty enough. The traffic bottlenecks make for a horrendously notorious commute, so having two locations that straddle both sides is a huge perk — like having offices in both San Francisco and San Jose.

Because of Google’s size here, many of its perks are similar to its Mountain View headquarters, including free meals prepared by chefs, frozen-yogurt bars and other, mostly food-based, luxuries.

In eBay’s case, the new digs are located deep on the Eastside, a couple of miles past Microsoft in Redmond, and roughly 15 miles from Jeff Bezos’s empire in downtown Seattle. Recently, Amazon relocated its headquarters to a brand-new campus in South Lake Union, a neighborhood being revitalized by former Microsoft executive Paul Allen.

Other outside companies that have also established sizable tech centers here include Facebook and Zynga. A couple others have gained offices through acquisitions. Electronic Arts, for instance, now has a large office here, after acquiring PopCap; EMC now has big expansion plans here, after purchasing Isilon.

And Geekwire, a Seattle-based technology blog, is good at keeping an ongoing tally, including recent moves into the area by Jawbone and SweetLabs, a San Diego-based start-up, based by Intel Capital and Google Ventures.

Two years ago, Facebook opened an office in the heart of downtown Seattle. It plans to move soon to a 27,000-square-foot space that will have room for about 135 employees. The 70 or so engineers in the office today have worked on projects such as video calling, the Facebook iPad app and other big issues, such as security.

Last April, social game maker Zynga opened an office in Seattle’s historic Pioneer Square neighborhood, hoping to absorb some of the game talent here, spawned from Xbox and Nintendo, and cloud-computing knowledge from Amazon. It has 50 employees today, but declined to say how many it planned to hire in the near future.

As with most of these companies, eBay believes it can find a diversity of talent here that can’t always be easy to hire in the Bay Area.

As a Seattle native, and having covered tech here for the past 12 years, including an eight-year stint at the Seattle Times, I might not be the most unbiased on the subject. But I’ve seen first-hand the breadth of talent here, from Microsoft, Amazon, Expedia, T-Mobile and many others, including a strong start-up pool.

Despite that, the local tech community often suffers from an inferiority complex when it compares itself with the Bay Area, which is much larger. Still, it seems that Silicon Valley companies are finding a number of excuses to travel north to drink from the area’s plentiful tech waters.

Evidently, Seattle has a lot of hometown pride in Amazon’s Kindle Fire. That, or CEO Jeff Bezos has been particularly generous in gifting the low-end tablet to local friends and neighbors.

According to Jumptap’s November survey of ad requests on its mobile ad network, an estimated one out of every 124 Seattle residents owns a Kindle Fire. That’s about double the number in San Francisco, where an estimated one in 249 residents has a Fire. And it’s significantly more than any other major city that Jumptap surveyed (Denver: 1 in 260; Atlanta: 1 in 263; Washington, D.C.: 1 in 292). That said, one in 124 isn’t as large a number as it sounds. Seattle’s current population is about 563,374, so one Kindle Fire per 124 residents amounts to only about 4,543 Fires sold there.

Another noteworthy data point: A lot of those Fire-using Seattleites live in close proximity to Amazon. Twenty percent of the Fire traffic Jumptap observed on its network during November originated from within one mile of Amazon headquarters.

Not all that surprising, I suppose. Amazon employs a lot of people in Seattle, and it’s certainly plausible that a fair number of them might be using the Fire, whether it be for testing or personal use.

In any event, the Fire appears to be doing well in Jumptap’s assessment. Traffic from the device on its network grew 270 percent in November.

“The Kindle Fire made a bigger splash than many were expecting,” Jumptap CMO Paran Johar told AllThingsD. “Its success may cannibalize larger device players like Apple in the future, and we’ll most likely see tablets at lower price points come from those players in the next year.”

Aneel Bhusri

Allen is said to have advised Workday on its recent funding round, which closed in October. As exclusively reported by AllThingsD at the time, Workday raised $85 million at an implied valuation of $2 billion. The Series F was led by T. Rowe Price, Morgan Stanley Investment Management, Janus and Bezos Expeditions, the personal investment entity of Amazon CEO and founder Jeff Bezos. Bloomberg also says that Michael Dell’s personal investment vehicle, MSD ventures, was in on that funding round, which grew to $100 million since the closing.

Previous investors include Dave Duffield and Greylock Partners, who are in for $90 million across four rounds; and New Enterprise Associates, which joined a $75 million Series E round in 2009.

Apparently encouraged by the successful IPO of Jive Software earlier this month, and the performance of its shares, which are up nicely since the debut, Workday now appears poised go through with the IPO that CEO Aneel Bhusri (pictured) hinted in October would take place during the second half of 2012.

And there’s no question that Workday is in a hot space. SAP’s $3.4 billion acquisition of SuccessFactors last month, plus Salesforce.com’s deal for Rypple last week, attest to the urgency with which larger companies want to be in the HR software business.

Think about it: Every company — of any size — needs to keep track of its people, their salaries, performance-review information and so on. And why bother with software that runs on the local machines, when the cloud is so much more efficient?

Bhusri was a senior executive and co-chairman of PeopleSoft’s board, and was on hand for that company’s hostile takeover by Oracle. After losing that battle, he and co-founder Dave Duffield concluded that the next battlefield for enterprise software would be in the cloud.

Workday’s average customer has between 10,000 and 15,000 employees. Among its 250-odd customers, the biggest is Flextronics, the huge electronics manufacturing company, which has 200,000 employees. Others include Time Warner, Thomson Reuters, Chiquita Brands and, perhaps unsurprisingly, Salesforce.com. Workday has some two million employees in its system.

And while there’s no S-1 filing with the US Securities and Exchange Commission to peruse yet, the IPO watch on Workday officially begins now.

According to sources close to the situation, neither CEO Mark Pincus nor one of its principal venture shareholders, Kleiner Perkins, will be selling any shares in its upcoming initial public offering.

While big investors often divest stock in IPOs, not all do. It is a carefully watched number by investors, who are always wary of insiders who unload a lot of shares in an offering.

But such activity by the fast-growing San Francisco online gaming company will be watched carefully since Pincus has recently been painted in a number of press reports as the greedy Mr. Potter of Silicon Valley.

Among the allegations is that he runs a poisonously tough culture that tracks its employees’ output and performance via elaborate data models that require extraordinary amounts of work, along with nefarious list-making of who’s naughty and who’s not.

That big-brother behavior has reportedly included taking away high-ranking jobs and the sweet stock options that go along with them from those execs found wanting.

While there is no doubt Pincus is a hard-charging personality, his defenders note that it’s due to a belief that life at Zynga is a meritocracy and that his practices are not any more heavy-handed than those at other firms.

Indeed, Pincus has a lot of competition in the tough-guy tech CEO category from longtime legends such as Microsoft’s Bill Gates, who set the gold standard for mean, as well as Amazon’s Jeff Bezos and now Google CEO Larry Page.

Pincus does not even rate in this pantheon, which is more typical of tech companies than anyone would care to admit or, to be fair, care to care about. With big benefits, vast wealth and much latitude, many in tech don’t mind the grueling work schedules.

After all, it’s not exactly ditch-digging, now is it?

In any case, sources said the coverage has hit Zynga staff hard, as well as Pincus, who has not responded due to the IPO’s quiet period. That’s in contrast to Groupon, the daily-deals site whose own rough process was rife with highly negative stories about the company’s prospects.

While those media accounts were more aimed at the business itself and less personal, Groupon CEO Andrew Mason vociferously defended the company in a controversial letter that was then leaked and published (to me and by me!).

Pincus will doubtlessly have a lot to say to investors who ask about the company’s culture and its possible negative impact on attrition, as some stories have charged.

His decision not to sell, sources said, was inspired by Zynga investor and close friend Reid Hoffman, who has sold very little of the stock of LinkedIn, where he serves as chairman.

The action all begins next week, according to multiple reports, when Zynga takes its show on the road in preparation for an IPO that is expected to value the company at $15 to $20 billion and will take place before the new year.

It will debut under the ZNGA ticker on the Nasdaq market.

While some have been worried about Zynga’s future growth, its past performance has been a lot stronger than other Internet offerings. In the first nine months of the year, the company posted $828.9 million in revenue, double the amount from a year ago, with net income of $30.7 million.

Pincus’s holding onto shares will be seen as a plus, of course, although he has sold a large amount of stock in Zynga’s history.

According to its S-1 filing:

“From our inception in October 2007 to date, Mr. Pincus, our Chief Executive Officer, Chief Product Officer and the Chairman of our Board of Directors, has purchased an aggregate of 149,197,328 shares of our common stock. To date, Mr. Pincus has sold an aggregate of 43,629,310 shares of our common stock at prices ranging from $0.42 to $13.96.”

Pincus now holds 91.4 million of Class B shares, 16 percent of the total, as well as 20.5 million of Class C shares, 38 percent of that group. Kleiner holds 65.2 million shares, or 11.2 percent, of Class B shares.

Other big Zynga owners, who might or might not sell at the IPO, include Institutional Venture Partners, Union Square Ventures, Foundry Venture Capital and Avalon Ventures.

Prime is so crucial to the Seattle-based company that it is willing to lose hundreds of millions of dollars a year on the program, by some analysts’ estimates. Until this year, Prime offered only quick shipping for $79 a year. But the online retailer has added services to Prime while keeping the price unchanged as a means of keeping customers loyal to Amazon’s more-profitable operations.

The cost of Prime underscores the willingness of Amazon Chief Executive Jeff Bezos to shell out money as he continues the company’s transition from an online retailer of paper books, to an Internet megamall that sells an array of products from various companies, to a seller of digital goods and even its own devices, such as the Kindle Fire tablet computer. Forrester Research estimated that about five million Fires, which begins shipping Tuesday, will be sold by the end of January. Amazon declined to reveal the Fire’s sales.

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The top four most powerful people are politicians, including Barack Obama in the top spot. At No. 5 is Bill Gates, who ranks high for his philanthropic role as co-chair of the Bill & Melinda Gates Foundation.

Some of the other tech leaders and their rankings:

5. Bill Gates, co-chair, Bill & Melinda Gates Foundation.

9. Mark Zuckerberg, founder, Facebook.

30. Sergey Brin and Larry Page, co-founders, Google.

40. Jeff Bezos, CEO, Amazon.

42. Robin Li, CEO, Baidu.

44. Li Ka-shing, chairman, Hutchinson Wampoa.

58. Tim Cook, CEO, Apple.

60. Masayoshi Son, CEO, Softbank.

Coffee & Power, which was started by the founder of Second Life, is launching an online marketplace that allows people to buy and sell small tasks with one another — or even to meet up in person at a company-owned cafe in San Francisco.

The site is a little like Craigslist, but focuses on giving people a venue to sell things such as tutoring lessons, software development services, commissioned art or something as random as Hula Hoop lessons.

The concept draws from the latest trend in making small amounts of money from things you may already possess, through a designated community.

Others examples include Airbnb, which assists with renting out a room in your house; RelayRides, which lets you make money by leasing your car; and Zaarly, another online marketplace for people to sell used items or hire someone for their skills.

Coffee & Power was started by Philip Rosedale, the founder and former CEO of Second Life, a virtual world that flourished into a small economy, where players buy and sell items made within the game.

Rosedale explained to me how Second Life overlaps with what he’s doing at Coffee & Power:

“Second Life became more inspiring for me than anything else — not because it was an unbelievable Lego set, but because of what people did economically with the Legos. People were able to use it to create new jobs and inspire themselves to do new things with their skills they weren’t doing previously.”

For instance, Rosedale said, a person might be a software engineer in real life, but on Second Life, they might design women’s shoes and make $2,000 a month selling them to other players.

“We saw that in Second Life, and if we are right about Coffee & Power, we can affect even more people,” he said.

The site first went live in April, but is relaunching today. In that time, Rosedale said that 2,000 people have used it, completing 700 so-called “missions” — which are transactions — for a total of $10,000. The average value has been $15.

Some of the missions include offering to shop at Trader Joe’s for $25, or asking if someone could turn a suit into a zombie costume. Rosedale’s son will bake you brownies or teach you card tricks.

With all of these sites, there’s potential for fraud or deceptive practices. Airbnb had the most public example, when an apartment was ransacked by a renter and the owner’s identity was stolen.

Coffee & Power is employing some of the usual tools to help verify a person’s identity, such as allowing users to link their Facebook or LinkedIn profiles. But the most original part of the company’s concept is funding a coffee shop in downtown San Francisco, where members can meet up to exchange items and drink coffee for free. The cafe at 1825 Market Street is the first site, and Coffee & Power plans to open up additional spaces in other locations as it expands.

Another twist is that Coffee & Power does not let people transact in U.S. dollars. As with Second Life, all missions are conducted in a virtual currency.

Coffee & Power will charge people 15 percent to cash out whatever they earn, which in turn will encourage people to keep the money on the network and spend it on other items in the community.

The company raised $1 million in funding early this year from angel investors, including LinkedIn’s Reid Hoffman and Amazon’s Jeff Bezos, who also invested in Second Life. It has three founders and one full-time employee, and has gotten most of the development work accomplished through hiring software developers online.

But Amazon isn’t Netflix, which has to convince investors and consumers that its business isn’t fundamentally broken. Jeff Bezos and company have a much easier story to sell: Profits are down because they’re spending money on expansion.

A lot of the money is going into Amazon’s old business, CFO Thomas Szkutak explained on yesterday’s conference call — the company is building out dozens of new distribution centers to help it ship all the physical stuff its customers still order. And a lot of the money is going into its new digital business — in particular, the new Kindle Fire.

Amazon is ultracautious when providing any details about its business, and Szkutak didn’t break from that tradition yesterday. But he did go out of his way to play up the company’s investments in its new tablets.

And while he didn’t spell it out, he made it quite clear that the company was happy to lose money on the tablets in the short term because it could sell more stuff to Fire owners in the long run.

Here’s a partial transcript from Seeking Alpha; it’s a bit garbled, but much more useful than my chicken-scratch notes from the call. Note the repeated reference to the “lifetime value” of the gadgets [my emphasis added]:

We’re investing in our Kindle and Digital business [and] you’re seeing that reflected in our Q4 guidance as well … if you take a look at our Kindle business, for example, we’ve launched 4 new products at the end of September, and we’re very, very excited about those products. They’re at great prices, and they are certainly premium products … And [when] we think about the economics of the Kindle business, we think about the totality. We think of the lifetime value of those devices. So we’re not just thinking about the economics of the device and the accessories. We think about the content. We are selling quite a bit of Special Offers devices which includes ads. We’re thinking about the advertisements and those Special Offers and those lifetime value[s].

Szkutak hit the same points a few minutes later. Remember that Amazon is disciplined at saying very little on these calls. So when Szkutak hits these talking points repeatedly, it’s not an accident:

We have learned a lot over the past couple of years … since launching Kindle. … what we’re seeing certainly is that once customers purchase a Kindle and are carrying around this really massive selection at their fingertips, they’re buying more content. We’ve talked a lot about that on previous calls. But again as we think about the lifetime value … we look at the total economics which include the device, the accessories, the content, as well as any ad-based revenue and Special Offers. So those are the things that we’re looking at, as we think about the lifetime value of the device. And we like what we see. And so certainly as you think about Q4 and you think about the guidance that we’re giving, certainly we’re going to have a — we expect to have a record quarter in terms of device sales. And because of the back-end loading of it, you should assume that the content would, obviously, trail that device sale. The ad revenue would trail those device sales as well as the Special Offers.. But we’re extremely excited about both our electronic ink and fire devices … and we think that those will be great for share owners over time.

As long as we’re parsing the call, it’s worth noting that Szkutak repeatedly points out the value of advertising on its tablets. I’d previously assumed that the company thought of ads — several of the Kindle base models now come with “special offers” as the default option — as a way to defray the Kindle’s costs, so it could get more of them in customers’ hands. But it seems Amazon has bigger ambitions.

Again, it’s important to stress that Amazon’s gadget model is the opposite of Apple’s: Tim Cook sells media so he can sell iPads and iPhones; Bezos sells Kindles so he can sell books and videos and music and even advertising.

Apple has already established that its model works. Now we get to see Amazon’s theory really put to the test.

Looks like Wall Street’s high hopes for Amazon’s third-quarter earnings were a bit too high. After market close Tuesday, the retailer turned in a top and bottom line miss, reporting earnings that slipped some 73 percent.

Net income for the period was $63 million, or 14 cents a share, compared to $231 million, or 51 cents a share, for the same period the year prior. Revenue rose 44 percent to $10.88 billion. Sadly for Amazon, analysts had been expecting earnings of 24 cents a share on revenue of $10.9 billion, according to consensus estimates from Thomson Reuters.

Looking ahead to the all-important fourth quarter, which includes the holiday shopping season and the upcoming launch of the Kindle Fire, Amazon said it sees sales of between $16.45 billion and $18.65 billion. The street had been looking for $18.15 billion. Operating income is expected to range from between a $200 million loss to a positive $250 million. In Q3, operating income was $79 million, down from $268 million a year ago.

Investors are pummeling the company in after-hours trading, dragging its shares down about 18 percent.

One bit of good news: CEO Jeff Bezos said in a statement that the company is seeing huge demand for the Fire. “In the three weeks since launch, orders for electronic ink Kindles are double the previous launch,” Bezos said. “And based on what we’re seeing with Kindle Fire preorders, we’re increasing capacity and building millions more than we’d already planned.”

In other words, Amazon underestimated demand for the Fire and is ramping up accordingly. Could that be part of the reason behind today’s earnings miss? Certainly possible. Recall that according to some reports, Amazon is likely losing about $50 per Fire.

Aneel Bhusri

Today, Workday will announce that it has just raised $85 million in new financing, bringing its total amount of capital raised to $250 million. Sources familiar with the terms of the deal tell me that the investments value Workday at $2 billion.

The funding round isn’t coming from traditional venture capital players, but from institutional investors who will want to be shareholders of Workday when it goes public in the second half of next year. The round, which is being described as a Series F, includes T. Rowe Price, Morgan Stanley Investment Management, Janus, and Bezos Expeditions, the personal investment entity of Amazon CEO and founder Jeff Bezos.

I’m also told, by sources familiar with the deal, that William Danoff, the manager of Fidelity’s $80 billion Contrafund, the mutual fund giant’s largest stock-based fund, has participated in this funding round. This would be the Contrafund’s third recent investment in a privately held Internet company, the other two being Facebook and Zynga. In fact, it’s the same group of funds that took part in a huge round with social gaming force Zynga in February; in Groupon in January; and which earlier this year bought nearly three million shares of Facebook for $25 each.

Previous investors include Dave Duffield and Greylock Partners, who are in for $90 million across four rounds; and New Enterprise Associates, which joined a $75 million Series E round in 2009.

Why raise from institutionals and not VCs? “Because Workday is going to go public, and probably before the end of next year,” Bhusri told me. “Rather than do a round that adds an overhang to the existing capital structure, this is a group of investors who will likely buy more in the IPO,” he said. “In some ways, it’s an early debut of an IPO.”

And while there’s no S-1 filing from Workday to peruse just yet, Bhusri told me that Workday is growing plenty fast. Having disclosed $160 million in billings in 2010, Workday, he says, is on track to do twice that — or about $320 million in 2011 — and that it’s close to breaking even. So this round of capital is insurance. With the world economy so out of joint, if no logical window for an IPO emerges in 2012 — a reasonable worry — then Workday won’t be forced, should the need arise, to raise more capital in a difficult market.

So what is Workday, exactly? For the answer, you have to turn the clock back to 2004, when the software giant Oracle made its initial hostile bid to take over PeopleSoft. Bhusri was a senior executive and co-chairman of PeopleSoft’s board. After losing the battle to resist Oracle, he and co-founder Dave Duffield decided that the next battle for enterprise software would be in the cloud. Workday was born within months of their departure from PeopleSoft.

The plan, Bhusri says, was to create the next generation of PeopleSoft’s software, or the next generation of SAP’s Human Resources and Enterprise Resource planning software — essentially, software that businesses need to run day to day. But rather than deliver it in the traditional manner — run it on machines at the customer’s location — it’s all delivered via the cloud. “It’s as if you were going to start over with a clean sheet of paper and design this kind of software all over again,” Bhusri says.

And Workday’s customers aren’t exactly small players. Its average customer has between 10,000 and 15,000 employees. Among its 250-odd customers, the biggest is Flextronics, the huge electronics manufacturing company, which has 200,000 employees. Other customers include Time Warner, Thomson Reuters, Chiquita Brands, and perhaps unsurprisingly, Salesforce.com. There are some two million employees on the system. All that after only four years of actively selling the product.

And what Workday sells is a system that tends not to get replaced very often in large companies — perhaps once a decade. That gives the company an advantage when it asks for contract commitments that last three years; most cloud companies offer their services on a pay-as-you-go basis.

Workday’s targets are Bhusri’s old customers who bought PeopleSoft software to run their businesses one product generation back, and also those who run SAP software. So when a new customer signs on it’s usually one or the other being displaced. Other rivals include Lawson, Infor and, occasionally, the payroll giant ADP.

The typical new customer, Bhusri said, is using one of those other platforms and is ready to upgrade. “To upgrade to the newest version, they get a price quote that’s so high they start looking for a better way,” he says. “That’s when they find us.”

And Workday isn’t sitting still with HR software. Its next battle will be in financial planning software that companies rely on to handle money — accounting, expenses, procurement. Workday already has 50 customers running the financial stuff. Once they try Workday’s HR, they like what they see, making for an easy upsell. Others just swap out both the HR and financial parts in one go, Bhusri said. And the competitive targets are the same as well: Oracle and SAP. One wonders if they aren’t just a little worried.

I mean, imagine what it would be like to start off as an incredibly smart person, arguably a first-class genius, and then somehow wind up in a situation where you have a general’s view of the industry battlefield for ten years. Not only do you have more time than anyone else, and access to more information than anyone else, you also have this long-term eagle-eye perspective that only a handful of people in the world enjoy.

A description of Jeff Bezos by Steve Yegge, the Google (and ex-Amazon) engineer who accidentally posted an internal rant to an external audience on Google+ the week before last

Jeff’s maternal grandfather, Lawrence Preston Gise, was a just-retired rocket scientist who was ready to trade in his missile research for the simple and demanding life at the ranch, and he wanted to share that life with his grandson. Until he was 16 years old, Jeff spent every summer there.

Read the rest of this post on the original site »

In a continuation of its pivot away from Flash, Aviary, the New York-based multimedia editing start-up, is launching an iPad SDK and several new API extensions today.

If the Aviary name rings a bell, you might be more familiar with the company’s last round of products, which brought Adobe-style media editing programs into the Web browser via — you guessed it — loads of Flash.

Though the SDK products are a huge departure from the company’s direction over the last three years, CEO Avi Muchnick said: “The overall goal has been about democratizing creativity — that hasn’t changed.”

But just about everything else has.

Muchnick said Aviary would no longer be actively adding to their impressive Flash-based editing suite, which includes tools for images, vector graphics and audio, among other things.

Today, rather than hoping you’ll drop an image into their in-browser editor, Aviary makes tools for iOS and Android app developers.

Specifically, Aviary’s kit allows app makers to quickly add image editing features like cropping, red-eye removal and filters into their existing iPhone, Android, and, now, iPad apps.

And as of today’s launch, Aviary’s iPad interface will be available in the Pic Collage iPad app, as well as inside an update to Flickr Studio, a third-party iPad app built on Yahoo’s Flickr API.

The turn-key image editing tools have a look and feel somewhere between Apple’s iOS itself and the old Aviary Flash apps.

But Muchnick is eager to please the new app developer partners Aviary is hoping to win.

“One of my goals was to make this customizable to fit the partner,” he said. “[Partners] can change colors to match their app, or grab just the features they want.”

The new focus on partnerships seems to be moving along well enough.

Aviary claims that mobile and API users edited over a million images last month, and the company has brought on former Microsoft Office’s Paul Murphy to be their VP of business development.

Prior to its new direction, Aviary had raised about $11 million total, most recently from Spark Capital and Amazon founder Jeff Bezos.

Aviary is yet another company abandoning Flash, after Apple and Steve Jobs declared it persona non grata for iOS devices.

The company has cut virtually all of its Flash developers and hired mobile developers to build up its SDK offerings.

Massive organizational and directional shifts are tough on any start-up, but Muchnick says that the new direction is really not that at all.

“Aviary doesn’t need to be a destination anymore,” he said. “We want to power all the photo creativity that happens online, and apps are how that will happen.”

As Steve Jobs famously said to rival Bill Gates of Microsoft in a joint interview with Walt Mossberg and me in 2007, “You and I have memories longer than the road that stretches out ahead.” And perhaps what is most amazing about Jobs was his longevity.

Not in life, of course, which was cut tragically short at 56 years, with his last years focused a lot on the cancer that would ultimately defeat him.

Actually, by longevity, I mean how the iconic entrepreneur continued, until the very end, to have an enormous impact over all of technology and especially in Silicon Valley.

It is easy to see that Jobs has been the single consistent tech tastemaker and true-north icon — even in the frantically changing, what’s-new-is-best atmosphere that too often prevails in the industry.

The list of tech and media arenas he changed via innovative thinking and, more importantly, action, is long — from graphics to design to touchscreens to smartphones to tablets to animation to ease of use to apps to quality to, well, you get the idea.

The hits seemed nonstop: The Macintosh. The iPod. And iTunes. The MacBook. The iPhone. The iPad.

And it is no stretch to say that even the brightest lights in tech and media always watched what he did and were influenced by him, reacted to him, changed because he changed.

In many ways, it was because Jobs never seemed to waver.

Let’s be clear, this is not an easy thing to do, to keep sailing on your own course, often against the prevailing winds, and not be swayed.

Perhaps that is the thing that Jobs most exemplified — a stubborn unwillingness to adjust who he was, maintaining an integrity of purpose and vision when others could not.

It is certainly what has made him — and by extension, Apple — so special. Of course, it is not that he was not difficult, capricious and cutting at times. But even that he owned.

So who and what does tech look to now for that kind of inspiration?

Certainly, at this moment, there is no one leader to fill Jobs’s outsized shoes.

The founders of Google, Larry Page and Sergey Brin? Quirky, curious, arrogant, but so, so prosaic.

Facebook’s Mark Zuckerberg? Still forming, so awkward and not yet the leader he might become.

Jeff Bezos of Amazon? Certainly creative and bold, but utterly lacking in the moxie and style of Steve.

I could go on and not get to anyone even slightly close — there’s no one with the kind of charisma that makes it impossible to look away.

It’s called inspiration, a quality so lacking in all parts of this world, making it hard to imagine any replacement for Jobs.

And, in a way, why should we try to find one?

As Jobs himself said in his memorable “Stay hungry. Stay foolish” speech at Stanford University, right after he recovered from his first bout with cancer:

When I was 17, I read a quote that went something like “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself, “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “no” for too many days in a row, I know I need to change something.

Remembering that I’ll be dead soon is the most important thing I’ve ever encountered to help me make the big choices in life, because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

No reason at all. So, as we all wish Jobs could have done, let’s live on.

And so will Steve Jobs. As AllThingsD Web guru Adam Tow said about the innovative Siri voice control feature in the latest iPhone 4 — introduced earlier this week without Jobs being there to present — perhaps Siri stands for: Steve is right inside.

Yes, indeed. Because his DNA lives in all of Apple. And, of course, in Silicon Valley and in tech, forever and always.

But we move on, too, so here is a video I did yesterday with WSJ.com on what impact Jobs’s death may have on Apple and whether the company will remain an innovator and market leader:

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