The company’s conference call with analysts is about to begin. Expect some questions from the gallery that test Intel’s assumptions about the state of the PC and server markets and its assumptions about its intentions in the mobile business. And while Intel execs on the call probably won’t say much about any of this, there will be some pressing questions about the state of the search — such as it is — for the next CEO who will take over after current CEO Paul Otellini leaves later this year.

Earlier:
2:11 pm: Joining the conference call in progress. CFO Stacy Smith is reading from his prepared remarks, looking back on the year.

Smith: Spending as percent of revenue was 34 percent. Fourth quarter revenue finished in line with expectations. Worldwide inventory levels reduced as customers reduced their inventory of older PCs.

2:13 pm: Smith: In 2013 we’re expecting revenue growth in the low single digits. Expecting $18.9 billion in spending.

2:14 pm: Smith: As a result of the significant progress we’ve made, I’m optimistic about our long-term prospects. In 2013 we will rev our next-generation tablet chip, Bay Trail for Windows and Android.

Smith: We will start production on the 14-nanometer process this year. This will put us significantly ahead of the competition.

2:16 pm: Moving on to the Q&A session with analysts.

Question from Deutsche Bank: It seems like your Capex and Opex are outgrowing revenues. It looks like investors are dubious about when they’ll see returns on investments. What are the mile markers?

CEO Paul Otellini: You’re seeing our first investments for the 450-millimeter transition for later this decade. (Bigger silicon wafers.) That is more of an extraordinary event that isn’t related to volume in 2014-16. Other than that, it’s about the same as last year. As we finish up the use of the 14-nanometer processes and move to 10-nanometer process, we’re going to need those factories. Regardless of what you think the size of the market is, the fabs (factories) are the most important assets we have.

Smith answering another question on Capex. It’s for building to the peak of 14-nanometer, and starting the early bits of 10-nanometer. Its really for the peak of 2014 and 15. With regard to equipment, the facility-related spend is coming back and it’s for equipment.

2:21 pm: Question on guidance for 2013 revenue, can you walk through underlying assumptions?

Smith: We expect data center group to return to double-digit growth. Cloud data centers and portions of the market like storage and networking. And then for core PC market, we have pretty modest expectations in units. We think growth comes from the devices that sit in the middle. Plus we start to participate in the tablet market.

Is the spending for 450-mm wafers ongoing?

Smith: What changed is, the industry consortium set expectations for the shift, we want to start the construction of a development facility. I expect there’s some spending related, but we won’t get into real capital spending on it until the back half of this decade.

Q: The 10-nanometer spending, does that assume EUV or immersion lithography?

Smith: I’ll save that for the technologists. We’re close to the vest with those details.

2:24 pm: Question: There are some reports about Intel manufacturing some chips for Cisco Systems. Trying to drill down on Intel becoming a specialized foundry, which builds chips under contract.

Otellini: We are very interested in being a selective foundry for certain customers. We don’t expect to be a general purpose foundry. We would not take business that would strengthen a competitor. We have done some announcements in programmable logic, and those companies need a company like Intel to help them. We have been building that capability and we’re now going into production.

Smith: To the extent that we engage with these customers, we want to get paid for it.

Questions about ARM.

Otellini: We’ve looked at the A15, and we’re comfortable that we can maintain a performance lead.

2:27 pm: Another question on the foundry business. Have you earmarked any money for it?

Smith: Other than the three small customers you have heard of, the foundry business is not driving our Capex spending.

Question on PC market guidance. You seem to be guiding them down and making a big bet on 2014. How much do you need to take of tablet share, or how much needs to be eaten by your convertible PCs to make that bet worthwhile?

Smith: I’d take issue with the characterization of PCs guiding down a ton. For the company I said low single digits, data center up in double digits, and you still end up with client (PC) growth in that. The lines are blurring and we are expecting some unit growth. When we get into the back half of the year it’s a fairly reasonable assumption. We expect normal growth, just across a wider range of devices.

2:32 pm: Question on Q4, seems PC client units were down 4 percent. Was this mainly an inventory drain?

Smith: We think there was an inventory drain in the worldwide supply chain for PCs in the first quarter. Our channel checks suggest older Windows 7 systems were burned off in the quarter. When we look at inventory levels, we think it’s a healthy level of inventory. Plus we reduced our own inventory levels.

Q: Any particular dynamic at work regarding average selling prices in the data center group?

Otellini: The big drive was Romley. That helped drive the overall richness. On PCs, we saw strength in the core product line, and more weakness than we thought in the lower end of the market.

Question on potential for hybrids. We’re seeing small tablets. 10-inch tablets are not selling as well. Does that give you an opportunity?

Otellini: Yes. Phones are getting bigger. And the shift to tablets from 10 to seven inches, and that is what you’re going to see. The market will bifurcate between 4- and 6-inch and then 5- and 7-inch products. They only get thinner as Haswell and Broadwell come online.

Question on cash balance. What is the level of cash. Will you have to raise debt again?

Smith: We would certainly look opportunistically as we have been. We generated $6 billion of cash flow from operations, so we’re generating plenty of cash to run the business, to pay the dividend and protect the dividend. I’m comfortable with the cash we have now, and I could live with a little less as well.

Question on an update acquisition of Infineon wireless. Where are you with 4G LTE and an integrated Atom chip? Progress with handsets?

Otellini: Infineon is well on its way to LTE. Dual data and voice mode. First phones early next year. Very competitive solution. The Infineon team is known not for being first to market, but very good, and cost effective. In terms of integrated solutions, expect higher levels of integration next year.

Smith: I’m struck by how hungry the customers (phone makers) are to work with us on this.

2:40 pm: Question on price elasticity in the PC market. Wondering how price drops drive unit growth.

Otellini: I don’t think there’s much elasticity in the classic form factors. What we saw earlier was similar elasticity in desktop in 80s and 90s. It dropped until it reached a point where there was a minimum margin left for all the players.

People will buy based upon their need in those price points. Difficult to see them go from $299 to $99. What we’re likely to see is people willing to spend a little more for a more capable product. We’ve seen it in the Apple model. There is a model of paying for innovation.

2:42 pm: Do you have a view on EUV (Extreme Ultraviolet Lithography)?

Smith: Not prepared to talk about it.

Question: You’re expecting a better than seasonal 2H13.

Smith: That is consistent with our view. The consensus GDP estimates, there is a consistent strengthening of GDP later this year. Haswell gains traction, touch gains traction. We become more represented across Windows tablet and Android across 2013, and that gives us a better than seasonal second half of the year.

Question on regional performance.

Otellini: In China, there were some tablets that impacted some low-end PC sales. Brazil saw some inflation and that affected some PCs sales. China had a regime change, and that affected some sales. China is still outgrowing any large economy in the world. We have been pleasantly surprised by the data center growth in China.

Question on gross margins. They were a little better. Can you share with us your utilization rates in Q4 and what you expect the trajectory to be in Q1 and beyond?

Smith: We came in with gross margins a little better than we expected in Q4. We brought the loadings down in the factories a bit. We redirected some equipment, and brought inventories down by $600 million. We think gross margins are roughly flat. We see continued improvement in excess capacity, and increases in startup costs. Add in some other puts and takes it’s about flat. When we get to Q2 we see further reduction in excess capacity charges, but that is when we will peak in terms of startup costs. So I think Gross margin in Q2 will be flat to down. But we think gross margins later in the year to be closer to low 60s because we’ve guided to 60 percent for the year. Our costs come down over the back half of the year.

2:52 pm: That’s it. Thanks for tuning in! See you in 90 days!

Asa Mathat / AllThingsD.com

The results were better than expected. Earnings on a per-share basis were 64 cents, three cents above the consensus of 61 cents. Sales were $9.11 billion, beating the consensus estimate of $9.03 billion.

As usual, we’ll be listening for hints from Oracle on the state of overall IT spending, which could have important implications for other companies, including Hewlett-Packard, SAP and IBM.

Also, though much of Oracle’s corporate legal dramas with HP and Google have quieted for now, it’s possible that CEO Larry Ellison will have some colorful words about his various competitors.

Update: The call is now over and you can read my abbreviated transcript below. (Sorry, I joined late.) A few highlights: President Mark Hurd declared that Oracle plans to hire more sales people, and to do so fairly aggressively. Ellison reminded the analysts on the call that the surge in hiring has been done without adding much to the expenses. CFO Safra Catz said that sales to federal customers are healthy despite the worries about the federal budget’s “fiscal cliff” that is looming at the end of the year.

2:18 pm: Joining late after a technical foul-up. The Q&A session has already started.

2:19 pm: Question from Merrill Lynch about growth rates of Exadata. Are you tracking closer to the billion-dollar run rate? Also, any changes in customer behavior in regards to the fiscal cliff?

President Mark Hurd: We’re changing nothing. Generally speaking, that’s the trajectory we’re on.

CFO Safra Catz: We’re having a wonderful December so far. People are wanting to spend their budgets. I can tell you our federal customers have been spending money with us even in December.

Question from Wells Fargo: Sales performance and productivity. There were changes in headcount and software licensing. Curious about productivity ramping for net new hires and heading into Q4.

Hurd: Without making too many forward-looking statements, in general we feel great. We’re hiring the best people in the industry and getting them ramped and oriented to sell and beat competition. We’ve lined up our sales force against the secular competitors and trained them to be experts in their products. We don’t expect them to be very productive for the first twelve months. If they are productive, that’s gravy. We feel great about the talent we’re attracting and we feel great about getting them inside. And we’re still hiring.

CEO Larry Ellison pipes up: We’re also hiring in BI (Business Intelligence).

Ellison: Mark and his team have done an extraordinary job of ramping the sales force without increasing the cost. We’ve kept expenses pretty close to flat. We’re going to keep doing that for the next 18 months. We’re going to add to capacity without adding expense.

Question from Goldman Sachs: Given all the enhancements you’ve made with Fusion, can you speak to attach rates of add-ons? Also, given successes you’re seeing in the cloud subscription line, how does that affect the growth rates?

Hurd: Our attach rate, we look at it over a number of years. In the quarter, we had a significant number of logos where we closed a module. It’s a core part of our strategy. (He’s talking about selling additional software modules that work with different software apps.)

Here’s one key bit of news that occurred before I joined the call: “Oracle said it expects new license software revenue growth in the range of 4 percent to 14 percent on constant currency basis and 3 percent to 13 percent in reported dollars. Hardware product revenue growth is expected to range from a negative 10 percent to flat in constant and reported dollars.”

Question about a year-end budget flush.

Catz: Folks wanted to close deals in November and they want to close deals in December. No impact on pricing.

2:30 pm: Ellison is speaking a bit about Oracle 12c and the cloud. He mentioned Salesforce.com as a customer. He says it’s also appropriate for customers building private clouds. The key feature he says is that 12c moves multi-tenancy into the database layer.

Catz: Our customers who are paying for license updates are entitled to the product. Over time they will update to it over a number of years. It will make us more competitive.

Hurd: We had good solid growth in every region in the database business.

Final question from Stifel Nicolaus: Give us some color on increases in coverage in vertical businesses.

Hurd: We put a lot of effort into our verticals. Those are discussions we’re having at the CEO level. The implications are huge. We’ve invested a lot of R&D. We feel great about our position in communications, and in retail. We’ve made big investments in financial services, not just in product, but scaling out the sales force.

And that wraps up the call.

Tonight, new Yahoo CEO Marissa Mayer gave her first public interview since becoming the leader of the troubled Silicon Valley Internet giant.

Not to cranky me, of course, but to the much more amenable Fortune magazine writer and editor Pattie Sellers, who hosted the former Google exec at a dinner in Palo Alto, Calif., as part of the magazine’s Most Powerful Women franchise.

Fortune recently put a glamour shot of Mayer on the cover, and Sellers also did a profile. Now, Mayer was ready to sit down to talk about Yahoo and more.

(I wish I could have reported from the event, and almost did. I had initially been invited to the dinner at the Garden Court Hotel for about 100 guests, mostly women. But I was then waitlisted, and then told by Sellers directly that I could not attend, as the editors had decided to close out outside media and only have Fortune staffers covering it.)

Whatever! I have my ways to liveblog it and do it faster than any magazine writer can — and none involve disguising myself as a cater-waiter or solely using the Twitter feed from Fortune. As if!

Here goes:

7:50 pm: After some lovely cocktails, the audience sits down at about 10 tables of nine people and starts in on the salad course.

Soon enough, the night starts off with a speech by a McKinsey partner (and presumable sponsor of the dinner), delivering some stats as part of a study of some sort about how businesses are using — or should be using — social tools.

More than 60 percent of knowledge workers spend time exchanging information … Social can deliver an estimated $1 trillion in value.

Big news! Not! Even! Slightly! Oh dear, please get to the opening act!

Finally, Sellers gives her intro of Mayer.

8:04 pm: Sellers notes that her conference had hosted Yahoo CEO Carol Bartz in 2010 (she was ousted in 2011), and in 2011 had Mayer when she was an exec at Google (she became Yahoo CEO this year).

Now, in 2012, Mayer is top dog at Yahoo, and the youngest CEO in the Fortune 500.

“Why don’t we just call this ‘the most powerful Yahoo dinner,’” jokes Sellers.

Why not!

Mayer — for those who care, and forgive me, since I am fashion-stupid — is wearing a black frock and some heeled Mary Janes. She gets big applause when Sellers notes that Yahoo stock is up 18 percent since Mayer became CEO.

Note: It did go down when she made a shareholder misstep early in her tenure, but has gone up since she repeated mobilemobilemobile with confidence on a recent earnings call that got investors excited about her tenure.

8:08 pm: By the way, Mayer put in a call for people to vote for her as Time magazine’s Person of the Year (she is on the list of nominees — more kudos from a Time Inc. property).

Mayer starts off with basic PR messaging that she trotted out previously on the recent earnings call, around how she wants Yahoo to be focused on “delighting and engaging users” and how it is a brand that touches people every day.

Therefore, its products need to be inspiring and delightful.

Daily delight! This is the buzzword.

Also, she notes, Yahoo should be the bestest place to work.

As apparent proof of that, Mayer says that all Research In Motion BlackBerry smartphones have been banished, and that Yahoos will be using Apple’s iPhones, Google’s Android phones and Microsoft’s Windows phones.

This has been endlessly reported, even though most other Internet companies do this, but it’s a good line, anyway.

8:12 pm: By the way, iPhones are the most popular with Yahoo employees.

News at 11! (I will add that iPhones are the most popular with the Swisher boys, too, and — irony alert — one of their moms works at Google.)

Sellers then asks about what makes a good product, which is precisely why the product-savvy Mayer was brought in to fix Yahoo.

Says Mayer: “Acute user need.”

I acutely need doughnuts. Does this count?

Also, says Mayer, products have to be created in a way that is “frictionless and beautiful,” and that the offering cannot get in the consumer’s way.

Sellers asks her to name a great product. Mayer notes that she was not talking acquisitions, but quickly namechecks the iPhone and Google.

Since those companies’ market caps are a billionty times bigger than Yahoo’s, she def cannot acquire anything there.

8:17 pm: Mayer also apparently likes some kind of luxury paper made in Germany that looks like velvet. It’s Gmund, by the way.

The topic moves on to Flickr, the once hip photo-sharing service that Yahoo bought and proceeded to ignore. Meanwhile, Instagram.

Mayer says that Yahoo needs to focus on the “global suite” services that are excellent, and on executing them well.

She points out Yahoo’s fantasy football service, mentioning its recent breakdown on game day that sent fans into a tizzy.

It’s a they-love-us-so-much-they-hate-us point.

Yahoo will not do things like online maps, though, Mayer says, noting that where Yahoo cannot compete, it should partner.

Sellers asked about acquisitions.

Mayer: Mobilemobilemobile! (It worked before!)

8:22 pm: Mayer then mentions the importance of small teams that work together, such as its recent Stamped purchase.

She notes that the bigger and more strategic opportunities are around advertising technology. Calling the Rubicon Project!

Mayer veers away from a question about layoffs, a sad Yahoo tradition. I have reported previously that she will make cuts via performance reviews.

At Yahoo, she says, it’s now about performance, not potential: “No offense to potential, but what we really care about now is performance.”

No offense taken!

Also, everyone’s goals will be posted on the Yahoo Web site for everyone to see.

Oh, wait, there will surely be offense taken by those lazy potential people at Yahoo.

Mayer does add that Yahoo should be a “growth company,” and not one defined by cuts.

8:28 pm: “The consumer Internet is growing, and we need to invest,” she says.

To achieve this will be a hard job, and will take multiple years, she adds.

Sellers asks about the Disney turnaround, which Mayer is apparently fascinated with. Mayer does indeed love Disney.

Who doesn’t? (Well, me, but I am an outlier.)

Speaking of Disney, one of its directors, Facebook COO Sheryl Sandberg, sent regrets, but has emailed a question from its board meeting in New York.

Sandberg once worked at Google with Mayer, though the pair is still not working on a search engine together.

Sandberg asks what was most surprising to Mayer about taking over at Yahoo.

Mayer says she thought the job would be hard, and her new baby would be fun. Mayer had her first child at the end of September.

“The job is fun, and the baby is easy,” says Mayer.

Sellers wants to know how Mayer gets it all done. The answer: “Ruthlessly prioritize.”

She notes that that’s why she has not talked to the media at all, and why she will not be talking after this event.

(Well, I guess I will go back to not waiting by the phone for Yahoo PR to call back. Hi Anne! — also looking forward to not getting the holiday media party invite, which is no prob as the Googlers are throwing one the same night and they usually have organic arugula picked by elves they employ that’s acutely delicious.)

Then, as a Wisconsin Green Bay Packers fan, Mayer does her version of the famous Vince Lombardi quote: “God. Family. Yahoo.”

Cheesehead moment! And Mayer and I have so much in common! Mine is: Dog. Family. Yahoo.

8:33 pm: Sellers throws in one more question from famed investor Warren Buffett, who apparently wants to know what, if Mayer was not CEO of Yahoo, would she want to run?

Not Berkshire Hathaway! Mayer says she would build something herself.

It seems as if that is what she is doing at Yahoo, so we await the result.

Until then, Mayer’s mum. So to speak.

So far, it has deployed at 2,000 Home Depots and has plans to be at 20 major retailers by the end of the year.

Stay tuned as we cover the announcements live.

10:10 am: “Midmarket businesses represent a third of the U.S. economy, and we looked at our capability and decided to partner rather than build,” explains PayPal president David Marcus.

So rather than ripping out their existing systems, the new stuff integrates with existing point-of-sale systems.

The POS software partners are: Vend, Erply, shopKeepPOS and Leapset.

That plugs PayPal into 50,000 merchants across the country, Marcus said. And that’s added to VeriFone and Equinox POS terminal manufacturers, announced this morning, in addition to an existing relationship with Ingenico.

Cue video of the owner of a PayPal-enabled shop full of cute dresses, who says she likes seeing her customers’ faces on the register, emailing them receipts and knowing their purchase history.

Next topic: large retailers. Don Kingsborough, VP of retail and prepaid, takes the stage.

Physical retail and offline retail is no longer about “location, location, location,” but instead about access to customers, Kingsborough posits.

Kingsborough pokes fun at Google’s mobile wallet pronouncement last year in New York (not by name, but it’s obvious), and other competitors’ tests, saying PayPal is much closer to ubiquity.

PayPal’s big partner so far has been Home Depot, so it trots out the company’s Dwaine Kimmet, treasurer and VP of financial services.

10:28 am: Kimmet says PayPal has been a good partner for 1) improving and speeding up checkout 2) combating bank card acceptance costs and 3) providing value to everyone.

That last one sounds really vague, but he’s elaborating. Kimmet gives the example of how text messaging around transactions gives both added security as well as convenience for customers.

Kingsborough is back to give a list of the first 15 retailers, and says some of them will be launching in the next few weeks. This is the meat of the announcement we were expecting. Office Depot, American Eagle Outfitters, Barnes & Noble, Jamba Juice, Foot Locker, J.C. Penney, Guitar Center, Jos. A. Bank, Aeropostale, Nine West, Advance Auto Parts and TigerDirect are the ones I could get before the slide changed.

Now for a string of video testimonials from people like J.C. Penney CTO Kristen Blum. But CEO of Jamba Juice James White is here in person.

White talks about the convergence of online and offline, customer satisfaction, incremental traffic and brand strengthening, while my mind wanders to flavors of smoothies.

Marcus is back to recap. His big theme is scale, and he says that word a bunch of times to describe PayPal’s different categories: online, mobile, different sizes of businesses.

The offline launch will enable PayPal to tap into a market that’s 17 times as large as what it has today, Marcus says.

That was short and sweet. PayPal had given a target of 20 major retailers by year’s end, so announcing 15 in May in addition to Home Depot is pretty far along.

10:55 am: Okay, got the full list of retailers. Here they are: Abercrombie & Fitch, Advance Auto Parts, Aéropostale, American Eagle Outfitters, Barnes & Noble, Foot Locker, Guitar Center, Jamba Juice, J.C. Penney, Jos. A. Bank Clothiers, Nine West, Office Depot, Rooms To Go, Tiger Direct and Toys “R” Us.

That list includes some overlap with Google Wallet, including American Eagle Outfitters, Foot Locker and Jamba Juice. It seems clear that retailers are willing to try multiple strategies to see what works best.

First and foremost, non-GAAP quarterly profits are down by about 13 percent from the year-ago period, while sales were up by less than 1 percent.

Even so, the results beat the expectations of analysts: Per-share earnings were 56 cents versus the consensus expectation of 50 cents. And sales at $12.9 billion beat the consensus by about $600 million. Not exactly a blow-out quarter by any means, but Intel’s first fiscal quarter is always seasonally slow.

What’s probably bugging Intel shareholders who are selling it off after hours is the results of the PC Client group that sells chips into the personal computer sector. While Gartner just reported quarterly PC shipments that were better than expected (results which last week helped goose shares of Hewlett-Packard), Intel saw sales into PCs decline by almost 2 percent year on year to $8.45 billion. Sales in the data center group fell slightly to $2.45 billion.

Geographically, Intel saw its sales rise in Asia by 1 percent and fall in the Americas by 6 percent, while Europe increased by 8 percent.

Another thing that has investors worried a bit is probably the operating expenses line. They rose by about 20 percent to nearly $4.5 billion. The main boost seems to have been in research and development, on which Intel spent $485 million more than it did last year.

The conference call is set to begin shortly. Expect lots of questions from analysts about what’s going on and what Intel’s outlook really is.

Earlier:
2:03 pm: And the call is under way. CEO Paul Otellini is speaking. “Our committment to long term research and development is paying off.” Examples: We are ramping our 22-nanometer process and moving to tri-gate manufacturing. Basically, Intel is pushing the envelope on its manufacturing technology. “That’s allowing us to do things others can’t, like improve our Atom processors at twice the rate of Moore’s Law. … Our lead over the rest of the industry continues to grow.”

Otellini on Ultrabooks: With more than 21 designs already shipping and more than 100 designs in the pipeline, we’re very happy with the results. We expect Ultrabooks to reach mainstream price points. By the holiday season, he expects touch interfaces to give the experience of the tablet with the functionality of a notebook.

Otellini: China is the second-largest server market in the world.

Otellini: McAfee posted best first-quarter bookings in its history. Oops, Otellini called something a Day-Zero attack, when he meant Zero-Day.

Otellini: First Intel-based smartphone is coming this week.

Now CFO Stacy Smith is speaking. First-quarter results were slightly better than expectations. “Our business was impacted by the hard drive shortage. We believe it did not impact actual sales of PCs in the quarter.”

Smith: As hard disk drive shipments recover, we’ll see the beginning of an inventory replenishment this quarter.

Smith: We will be ramping up Ivy Bridge production and three factories.

Smith: Spending was in line with expectations. He expects spending as a percentage of revenue to come down in the second half.

Smith: Inventory grew by $400 million with nearly all that growth attributed to Ivy Bridge.

Smith: Against the backdrop of the hard drive shortage and weak macroeconomic conditions, our execution remained strong.

2:12 pm: Time for Q&A

2:13 pm: Question about unit costs.

Smith: It was consistent with what we expected. We have three new 22-nanometer factories. At the start of that ramp, the first products absorb the cost of the factories. Costs peak in the second quarter and come down as the ramp continues.

Question from Sanford Bernstein: Asking about the hard drive shortage impact. Have we seen all the snapback from hard drives coming back or is there potential for more seasonal growth?

Smith: Q2 is consistent with underlying demand. Inventory replenishment begins in Q2. We saw significant reduction in inventory in Q4 and then more in Q1. What you see in Q3 is where you really start to see the worldwide replenishment. They will replenish with Ivy Bridge, and a good Q4 with lots of catalysts driving the market.

And now a question on gross margins. It looks like they’re a little lower on some unit costs. Is this some evidence that the initial ramp of Ivy Bridge saw a push-out?

Smith: If you remember, we shifted the Ivy Bridge launch by three weeks. That was to make sure we had enough inventory. Ivy Bridge explains the good news in Q1 and the Q2 forecasts.

Question from McQuarie: A question about desktop and notebook.

Smith: We don’t forecast at that level of granularity. In general, what you see is that notebooks are growing on a unit basis. Emerging markets are growing and that’s a desktop market. We continue to actually see notebook demand growth.

Otellini: The first Ivy Bridge chips we’re shipping are quad cores, which are going into desktops. The dual core mainstream chips are going into notebooks.

2:22 pm: Question from UBS about Ultrabooks. Can you talk about where you help customers make changes in the bill of materials? I want to know, were you able to help them?

Otellini: The Ultrabook fund hasn’t kicked in to where it is achieving BOM reductions. Some of that is later this year. The biggest change is quite frankly competition. Asus is now shipping a very low profile hard drive in an ultrabook. The biggest change is trying to intercept the Windows 8 launch with sufficient quantities of Ultrabooks with a touch-enabled Ultrabook. Used to be a touch screen added $100 to the bill of materials, but now that is coming down considerably.

2:27 pm: Question from Longbow Research. Give us some insight into the mix you expect in terms of corporate versus consumer.

Smith: We dont get into that. For Q1 our mix was quite healthy. Generally what we see is relative strength based on Ivy Bridge, and then some price competition at the lower end of the market.

Otellini: Typically, the enterprise notebooks tend to be about a third of the businees. But more and more businesses are allowing employees to bring any kind of computer they want into the office. We have some ideas about improving the security and manageability of those devices over time, while still offering the choice.

2:30 pm: Question from Bank of America: Longer term to emerging markets go toward Ultrabooks or tablets?

Otellini: I don’t think anyone in the world knows the answer to that question. In the tablet world, people now buy them as complementary device and they already have PCs. What I’m excited about is the convenience and touch of a tablet with the productivity and the utility of a keyboard in an Ultrabook device.

(Personally, I have to agree here. I get a lot more done on a MacBook Air, which I think is really the first Ultrabook, than I ever did on an iPad. But that’s me.)

2:34 pm: Question from FBR: Can you help us understand what your capacity growth looks like? What do you expect utilization rates to be? (Basically, how busy are the factories going to be?)

Smith: We expect utilization rates to be high through the year. We expect some capacity growth, though probably not as much as you might expect.

Question from Citi: As you talking to potential customers in handset? What matters to them? Roadmap, or the fact that you will have capacity available?

Otellini: The roadmap is the best door-opener we have. … As customers look at the roadmap they want to find ways to differentiate from what’s out there, and services they can charge for.

2:40 pm: Deutsche Bank guy talked way to fast for me to get his question.

2:44 pm: J.P. Morgan asks about the possibility of getting Apple’s iPhone business.

Otellini: Anything is possible.

Another question from J.P. Morgan, this one about geographic regions.

Otellini: We don’t see anything fundamentally different from before. We are going into a year with a new version of Microsoft Windows, and that has been strong for the industry before. Also, we’ll be debuting Touch. Add it all up and the battle for consumer dollars isn’t going to be like it was last year.

Question from Goldman Sachs, asking about the cash position coming down a bit. How low do you feel comfortable with?

Smith: Be careful about free cash flow in Q1 relative. It’s depressed relative to hard drives. Second, remember there are a few big payments in Q1. In terms of cash balances, we don’t peg a specific number out there. In Q1, we’re comfortable with our balance. It’s been bouncing around this level for awhile.

Missed who this question is from: You talked early about manufacturing leadership. Can you update on 14-nanometer ramp? When will you come to market?

Otellini: We’ll give you more granularity in May. Generally its every other year.

And we’re done. Thanks for joining.

Details from the press release:

“Subject to declaration by the Board of Directors, the Company plans to initiate a quarterly dividend of $2.65 per share sometime in the fourth quarter of its fiscal 2012, which begins on July 1, 2012.

Additionally, the Company’s Board of Directors has authorized a $10 billion share repurchase program commencing in the Company’s fiscal 2013, which begins on September 30, 2012. The repurchase program is expected to be executed over three years, with the primary objective of neutralizing the impact of dilution from future employee equity grants and employee stock purchase programs.”

The money will come from Apple’s domestic cash pile, which allows the company to avoid the heavy tax hit it would face if it “repatriated” its overseas holdings.

My hunch is that CEO Tim Cook and CFO Peter Oppenheimer won’t have a whole lot more to say during their call, but we’ll check in, anyway. You never know! You can listen for yourself at this link, or follow along here for live coverage:

9:07 am: After some technical difficulties, we’re joining the call in progress. CFO Peter Oppenheimer is speaking.

Apple wants to, among other things, attract new investors. The dividend, as already disclosed, will be $2.65. The main intent is to offset the dilution expected from employee RSU.

We will expect first year’s dividend payments to be $10 billion, Oppenheimer says.

Commencing in fiscal year 2013, Apple will begin repurchasing shares, primarily from employee stock grant. Cash use to consume $4 billion in the first fiscal year.

That will eat up $45 billion in domestic cash over three years.

Now open for Q&A:

Barclays asks about the philosophy on dividend growth. He’s wondering if the $2.65 will get higher.

Oppenheimer: We’ll review the payments periodically with the board. Payments will be more than $2 billion a quarter, making it one of the highest dividend payers in the U.S. Still avoiding the tax hit from repatriating cash held outside the U.S. Sensitive issue there.

Barclays analyst is asking a follow-up. Can you reiterate confidence in future product pipeline?

Tim Cook is speaking. We had an incredible growth last quarter of 73 percent, despite the base on the growth being large. The pipeline is full of stuff. Our customers will be incredibly pleased with what they see.

Morgan Stanley question. She’s asking about international cash, almost $100 billion overseas. How does the board think about putting that to us?

Oppenheimer: Today, we’ve got plenty of U.S. cash to invest, pay dividends and buy back shares. Repatriating cash would incur significant taxes. We have expressed our views to Congress and the White House. We think there’s a significant disincentive. He didn’t answer the question, really.

Gene Munster of Piper asks about potential for stock splits.

Cook: We have looked at it. The current information we have would suggest there’s little support that it helps the stock. We are in a unique position, so this is something we continue to look at, and if we thought it were in the best interest of shareholders, we would do it.

Munster: Any color on iPad?

Cook: Record weekend, and we’re thrilled with it.

Goldman Sachs: How do you think about growth in repurchases versus growth in dividends? Which is more important?

Oppenheimer. We remain very confident in what we’re doing. We are squarely focused on achieving our potential in the business. We will continue to assess our plans periodically. Nothing further to say today.

Cross Research: How did you arrive at the numbers you announced today?

Oppenheimer: We opted to go with a hybrid approach after doing a lot of analysis and listening to input we were getting from the shareholders. Emphasis behind the dividend. Most cash is going there. $10 billion in first year is going out in dividends. He keeps repeating the “neutralize dilution from employee RSU.” We also want to maintain sufficient U.S. cash to take advantage of strategic opportunities from time to time.

I totally missed Shannon Cross’s second question.

Cook is speaking about using domestic cash versus overseas cash. Our emphasis will always be on creating innovative products. He says even with all this cash going out the door, the domestic war chest will be big enough to do whatever they need to do. Plus, they see it as good for shareholders.

Oppenheimer says there are 17.7 million RSU (restricted stock units) outstanding.

That’s it! We’re done.

It was a tough quarter, which is something HP executives will likely remind us all about during the conference call that’s set to get under way any minute. There were challenges on every front, from the shortage of hard drives to the decline in demand for printers.

So what’s the plan now? Perhaps CEO Meg Whitman will give us a look at the year ahead. I’ll be listening in and reporting what I hear.

2:03 pm: Opening comments from Steve Feiler, head of investor relations. Meg and Cathie Lesjak will also be speaking.

The audio is a little off. Maybe Steve should sit a bit closer to the phone?

2:06 pm: And here’s Meg. We’ve been working hard to set the right tone and calm the waters. She’s been traveling the world, talking to HP employee and customers. Eighty customer visits. So what have I found? I have found some skepticism and some incredible support.

The more time I spend listening and learning, the more passionate and determined I become.

I want you to understand where we’re going and why. In Q1, our performance tracks pretty close to the expectations we set in November. That said, we met our guidance. It was a tough quarter, with troubles in every segment. With the supply challenges, we focused on profitability rather than volume.

Now on to the printer unit. All of you know IPG has been the lifeblood of our company for a long time. But we also have to recognize that the business is being pressured on multiple fronts. We have work to do here, and are working to rebuild IPG’s leadership.

Software is a critical part of our portfolio, and key to strategy. Autonomy acquisition is going well. We see synergies across all our businesses.

2:12 pm: Now on to the macroeconomic environment. The U.S. has some positive signs. Guarded about Europe.

In the six months I’ve been CEO, my perceptions of the business have changed. Her issues are in three buckets: One, simplicity. She’s talking about SKU reduction, which means reducing the number of models of different products. With that, Meg is taking a key page from the Steve Jobs playbook at Apple, circa 1997.

2:14 pm: The second bucket is investment. There’s another stab at prior management for not investing in key lines of business.

Our current cost base just isn’t supportable. We’ve been running our business in silos. It’s made us too costly and too slow. We need to standardize, optimize and automate many business processes.

We have got to save to invest. We have got to save to grow.

I have no doubt that we’ll turn HP around.

2:17 pm: And here’s CFO Cathie Lesjak running through the numbers. Half of the revenue decline came from hard drive shortages. We made the decision to prioritize profitability over volume. We expect the supply will remain constrained in Q2.

PSG reported $8.9 billion in sales, down 15 percent year on year. Shipments down 8 percent.

Wow, consumer PC sales down 25 percent. That’s gotta hurt. That’s part hard drive shortage, but also some damage taken by Apple and the iPad.

Lesjak is talking about the legal spat with Oracle. The uncertainty around the Itanium-based servers has hurt sales considerably and, as legal papers show, HP makes a lot of money servicing those servers.

Software is looking good generally, but it’s too small to make a dent in the weak results elsewhere.

2:26 pm: Lesjak: We remain cautious about consumer and business spending. Hard drives will remain a problem. We still have hard work to do to align inventory levels with demand.

The expected decline in revenue will impact margins.

Back to Meg: I’d really like you all to take away these three messages: We’re committed to clarity. Two, we’re getting back to basics. Three, we are building HP to last, focusing not on short-term expectations.

Time for Q&A with analysts: First question from Barclays. It seems like a tone change for the printer group. Last time, it sounded economic and not secular, this time it sounds like it’s secular. He’s also worried about reaching the $4 EPS guidance for the year.

Meg: In IPG, we face a number of challenges. It’s a more mature market. I’m convinced it relates to macroeconomic problem. The sell-through of ink is at low levels, and it’s not just our ink, but industrywide. We do see pockets in decline. Consumers are printing fewer photos. We’re steady as she goes. Going to think hard about accelerating new business to compensate for the loss in ink sales. Also, the headwinds from the Japanese yen will remain. It’s a terrific business, but we’ve got some work to do.

Lesjak is talking now about the guidance question. The usual seasonal pattern shows that the second half of the year is stronger than the first. We think the hard drive shortage will be largely over by the third quarter.

Lesjak: There’s also an inventory correction to work through that will be largely done in the second half. Also, Autonomy will start showing results in the second half.

Question from Goldman Sachs: When do you expect to return to a “steady state” in IPG? How should we think about steady state?

Lesjak: There are three impacts to IPG: We continue to see weak consumer demand. That’s a headwind for ink sales and what we expected. And then currency, and then there’s a channel inventory correction. We expect challenging demand, but without the same headwinds as in first half of the year.

Sanford Bernstein question: There’s evidence of significant share loss across all businesses. It doesn’t appear you’re ceding share to improve profitability, because the numbers don’t support it. The data points to a widespread lack of competitiveness. I know you’ve talked about stabilizing the business. What does that mean, and how do you get there?

Meg: We prioritized profitability. We made a decision to priortize profitable products and customers and regions. Reiterating, we hope to get through the hard drive shortage by the second half. We didn’t have the perfect match for the disk drives we needed. Those two business, I’m not worred about endemic share loss. If you look at some of our other business — printers and ink — takes me to three big challenges. I don’t know if it’s a widespread lack of competitives. Our own execution, turning orders into products faster than our competitors. We’re world-class in how we buy our components. Our systems and processes were underinvested. We have an enormous number of SKUs, which leads to complexity in support and in selling. Some of our competitors do some of those things better than we do.

Then the Business Unit leaders are working hard to lower their costs, bring new products to market. PSG has some great products coming up, and in ESSN, too. Each BU leader has to work on strategic challenges. We have got to make sure we own the tectonic plate shift. Cloud, information management and one other I didn’t catch (sorry).

2:40 pm: Lesjak: We shipped servers that were less richly configured as a result of the hard drive shortage.

Follow-up question: When you both mentioned this concept of stabilizing the business, what does that mean? Is that holding share, growing in absolute terms? How will investors know, and what is the time frame?

Meg: The first thing we have to do is stop the revenue decline. The second is, then we have to start growing revenue, you have to gain share in every single market. The unit cost is going down, and you have to sell more. I would hope that as we get through 2012, you’ll see revenue decline flatten out, and as we get into 2013, we’ll start to grow. It depends on how fast we can get after some of these challenges in the business. A lot of this is in our own hands.

Lesjak: We let you know what our outlook is, and we deliver to it.

Meg: If you look at companies who go through these turnarounds, these things are not done in less than two years, and often they take three to five years. You’ll see forward progress. We’ve got a journey ahead of us.

Morgan Stanley: How are you assuming Windows 8, Intel’s Romley chip and other things will help you stabilize the business?

Meg: We feel good about Windows 8. We have x86 products. We have good reviews on our first ultrathin product. The better Windows 8 is, the better off we are. We’re rooting for a great Windows 8 product. You have to remember that PSG is only a part of the entire portfolio.

Question from Raymond James: Why did HP have such a significant impact from hard drive shortage relative to competitors? What is it about the supply chain that is the biggest in the world that put HP at a disadvantage?

Meg: We focused on profitability versus share. It was a remarkably fluid situation. Matching drives you ordered with the models. We were not as effective as we needed to be. It showed us that we have some challenges in our supply chain. We’ve got to get better in taking an order and delivering a product.

2:47 pm: Meg: We were not as advantaged as I would have anticipated. I think we’re world-class at buying, but if you look at the whole thing, there’s some advantages we can get.

Cross Research: How are you interacting with your direct reports, and how are they breaking down the silos?

Meg: We actually are a team. We have a cadence and a rhythm in how we meet. I couldn’t be more pleased with how the team is working together. If you were to ask the senior team, it would be a pretty positive feedback versus previous management. One thing I’m working on is bringing the entire product portfolio to customers as one HP. Our biggest customers want to buy from one HP, and not from different segments. I think the executive council members say the relationship with the CEO is as good as its been.

Lesjak: We’ve moved out of offices and into cubes. We’ve spoken more frequently with Meg than we have in the entire year. More over-the-cube-wall quick discussions. (Wow, all the senior execs at HP work out of cubicles instead of offices?)

Missed an entire question there. I’ll catch the next one.

Meg: Talking about printer business. The yen is a real problem.

Cathie: If you look at the yen increase year over year, it’s like 7 percent. It has been increasing over the last couple of years. We’ve been able to absorb it when it just became too difficult to take the cost out fast enough to offset appreciation in the yen.

2:54 pm: Question about services investment. Where is the bottom in services margins?

Cathie: The performance we delivered was in line with the expectations we gave last quarter. Revenue was up 1 percent, or flat in constant currency. The services we put in that category are services around cloud and security. We are on this long-term turnaround, and we are making progress, but we did see some margin compression from contract renewal. Almost all contracts get renewed at lower prices. We’re making investments in processes and IT to increase our ability to take costs out of services quickly. If you look at the outlook for 2012, we expect margins will continue to be down.

Meg: The way you have to think about services, we are going through a multiyear turnaround. In services, we know what the problem is, we have a plan, but it’s not a quick fix. It goes back to the assets we acquired in 2008 (EDS), then ran right into 2009 and the global recession. This has to be our solution selling arm, but we have a multiyear journey ahead of us.

2:58 pm: Incidentally, as I’m typing, HP shares are down more than 1 percent after hours, and that’s after falling 1.4 percent during the regular session. The view of the market appears to be more negative than it was early on, when the mixed bag of numbers first hit the wires.

I missed Maynard Um’s question, however.

3:04 pm: One more question: One about streamlining processes and what it means for operating expenses. And a follow-up for Cathie about cash conversion levels.

Meg: We have a strategy that I’ve seen work many times before. We have to save so we can invest. We have to streamline processes, optimize the supply chain, reduce SKUs and rationalize the go-to-market. What never works is to keep your cost structure the same and layer investment over it. Stabilize declining revenues and gain share in the categories we can keep. This is what great leaders do.

Cathie: We pay our annual bonuses in Q1, we accrue the expense in the previous year. It’s typical that Q1 is a low cash-flow quarter.

Meg is wrapping up. She’s incredibly optimistic, but she and her team have a lot of work to do. And that’s it.

We’ll have a liveblog commenting on the game, the commercials, the apps and more, brought to you by tech-and-sports enthusiast Ina Fried, with possible contributions from other staffers, if they can be pried away from the game.

Our coverage will kick off just before the game does. In the meantime, check out our techie guide to the Super Bowl with info on apps, streaming and more.

2:17 pm: It’s still more than an hour to go until game time, but if you want to watch, NBC is streaming the pregame show. http://nflstream.nbcsports.com/

2:23 pm: Sharing a few of my friends’ comments re: The Super Bowl:

“The Super Bowl … keeping Roman numerals alive for 46 years.”

and

“so I heard there’s a Madonna concert on today, with some strange pre-show and post-show entertainment …”

Feel free to email me your observations on the game, the tech and more to ina@allthingsd.com, and I will add in some of them, as well.

2:32 pm: Here’s what NBC’s streaming of the pregame show looks like:

2:35 pm: The NBC app also allows, among other thing, reviewing the ads and switching of camera angles.

2:43 pm: Getting my gear all ready for the game, and to monitor the apps. So far, I have at the ready a MacBook Air for the blogging and, to see the coverage, a Verizon/Motorola Droid Razr Maxx with NFL Mobile. And an iPad. May dig out one or two more gadgets, as well.

2:46 pm: My colleagues at The Wall Street Journal note that there is a traffic jam with folks trying to get to the game — an air traffic jam. I hate when I can’t park my private jet:

3:07 pm: Another shot of my setup as we get ready for the big game.

Meanwhile, it’s time for the starting lineup. Some guy named Manning is starting for the Giants.

The Patriots have some guy named Brady.

3:11 pm: It’s time to meet the players for both teams. And/or heat up the five-layer dip.

3:12 pm: On the commercial front, meanwhile, it’s an ad for Hulu Plus. No Baldwins or aliens, though.

If you miss a commercial, by the way, NBC says you can rewatch it on their site.

Not sure if the same goes for key plays.

3:16 pm: “America the Beautiful,” with Miranda Lambert and Blake Shelton. I missed who was singing on the TV. Luckily, NFL Mobile on Verizon Droid Razr Maxx is running about 10 seconds behind. Homegrown instant replays.

3:18 pm: Meanwhile, “American Idol” alum Kelly Clarkson is singing the National Anthem. So far I’d put “Idol” up by a touchdown over “The Voice.”

3:20 pm: Cut to commercial for Sacha Baron Cohen’s new film “The Dictator,” followed by a Verizon Wireless add for the Droid Razr, which now comes in colors. AJ’s excited: “You know me, I love colors,” he said.

As for me, I’m more excited by the Maxx and its extra battery life. Should have charged it up ahead of time to see if it could make it through the whole game.

Twitter is doing an interesting special Super Bowl page, monitoring how both teams are doing, tweet-wise:

3:26 pm: Meanwhile, on the field, New England won the coin toss and deferred to get the ball in the second half.

3:29 pm: As a reminder to all those enjoying the free livestreaming of the game by NBC, be thankful they have the game rights and not ESPN.

ESPN boss John Skipper told me at our D: Dive Into Media conference that he totally would have charged fans if he had the game rights.

3:38 pm: Quick game update: Giants will have to punt. Patriots will get it back, but deep in their own zone.

3:39 pm: Nice spot for Audi, touting the vampire-crushing power of its headlights.

3:41 pm: Whoa, intentional grounding call. Since Brady was in the end zone, it’s a safety. For you techie, non-sports fans, that’s two points for the Giants, plus they get the ball.

3:45 pm: Twitter is taking note of the fact that hashtags are everywhere in the Super Bowl ads, so far. Hashtags are the new URLs, says Gartner’s Michael Gartenberg.

3:50 pm: It was a catch and a fumble, but more importantly, the Patriots had an extra player on the field, so it’s just a penalty.

3:52 pm: Touchdown Giants, meaning Team Mossberg is off to a rough start, now down 9-0. Sorry, Walt.

3:54 pm: Best Buy just showed their cellphone ad — featuring, among other tech folks, Philippe Kahn, talking about the first cellphone camera. Also featured: Ray Kurzweil, the creators of Shazam, Instagram, Words With Friends and more.

It’s a fun spot.

3:56 pm: Also fun: The spot with a Chevy truck surviving the 2012 Mayan-predicted apocalypse. A bunch of guys in their trucks reunite, along with the Twinkies, which also survived. Not so lucky: The guy driving a Ford.

4:02 pm: Oh boy. Go Daddy at it again.

4:06 pm: Patriots kick a field goal to make it 9-3.

Meanwhile, colleague Joe Brown has dug up some most excellent Super Bowl related tweets, I’ll sprinkle in here:

@TheTweetOfGod notes this will be the last Super Bowl before the Apocalypse; @AndyBorowitz notes that porn sites are seeing a drop in traffic; while @JimGaffigan aptly points out that “The Super Bowl is like the Super Bowl of Super Bowl references.”

Borowitz also hypothesizes that Madonna’s halftime show will provide “a sneak preview of Lady Gaga’s halftime show in 2032.”

See something you like, send it my way to ina@allthingsd.com.

4:15 pm: Nice Volkswagen commercial mixes cute dogs and “Star Wars” to capture two key demographics.

4:20 pm: Aiming for equal time after that Go Daddy ad, there’s one that consists of just David Beckham in his underwear for 30 seconds.

4:23 pm: Interesting playbook for the Patriots, so far. I think it is the BlackBerry PlayBook.

4:28 pm: There are all these apps for making a game out of watching the Super Bowl. Hopefully, there is one that makes the Patriots make a game out it.

4:30 pm: Giants have to punt again, but they pin the Patriots deep again. New England will have it on their own four-yard line.

4:32 pm: It’s retro time, with Lucasfilm touting the 3-D version of “Star Wars,” and NBC touting the 53-year-old version of Madonna.

4:37 pm: Breaking: Teleflora steals ad team from Go Daddy. Then a funny ad from Sketchers, with a dog in tennis shoes.

4:38 pm: Wow, that Cars.com ad was creepy. With a capital “C” and a capital “REEPY.”

4:41 pm: Another tech note: NBC’s livestreaming is being aided by Vertigo, whose CEO, Scott Stanfield, asks everyone to help make the game the biggest streaming event ever.

4:43 pm: Grandma in wheelchair steals back Doritos bag by slingshotting baby to get it. Now it’s Etrade baby and pal “speed dating” in a hospital nursery. Babies are taking over.

4:46 pm: As for that football game thing, it’s almost halftime, with the Patriots in striking distance at the three-yard line, with 18 seconds to go.

4:47 pm: And Mossberg scores. Well, technically speaking, it was one of the Patriots on the field. Anyhoo, touchdown Patriots.

4:51 pm: And it’s halftime.

Or “game time” for many of my friends, who don’t understand why they are playing football at a Madonna concert, anyway.

5:00 pm: Hulu Plus gets another plug. Touts the ability to watch shows on all kinds of devices. Now it’s an evil(er) plan to take over the world.

Meanwhile, Shazam gets a shout-out in a Bud Light ad.

5:01 pm: And now, the moment you have all been waiting for … 1982.

5:04 pm: On the plus side, the wardrobe is fully functional.

5:06 pm: Meanwhile, if you Shazam the halftime show, you get a free LMFAO remake of Madonna.

5:11 pm: Dude, Madonna just stole the football field. We’re going to want that thing back.

5:16 pm: Here’s the Shazam app in action during the halftime show:

5:17 pm: And here’s how Madonna wrapped up her act, as seen on the one screen I haven’t talked about. It’s called a TV — people used to watch stuff on them:

5:23 pm: And, with some final halftime ads from Betty White and Clint Eastwood, we’re back to football. Brady and the Patriots have it just past their own 20.

5:28 pm: Walt carries it in again, as the Mossbergs extend their lead to 17-9.

5:31 pm: Just checked. RIM hasn’t made any personnel moves during this game.

5:36 pm: Some more great tweets curated by our fabulous Joe Brown:

@michaelianblack: Joan Rivers did an amazing halftime show.

@PFTompkins: That oughtta do it. World peace should be here by the next GoDaddy commercial.

@TheTweetOfGod: Patriots 10. Giants 9. Madonna 53.

5:39 pm: Giants did a kick-y thing. Now 17-12 Patriots.

5:39 pm: Update: Fiat also knows how to use sex to sell.

5:42 pm: I want to grab a beer, but I am afraid I might miss a commercial. Or accidentally grab a Bud Light Platinum, whatever that is.

5:43 pm: Meanwhile, NBC is plugging an NBC Sports Talk app.

Madonna gets a shout-out from her peers:

5:52 pm: It’s easy to miss, in all the tweets and ads and Madonnas, but there is actually a pretty good football game going on.

5:56 pm: It’s almost the moment you have all been waiting for … Samsung’s Galaxy Note commercial. It’s kind of like a futchdown.

6:06 pm: Loving the “Ferris Bueller” revamp Honda CR-V commercial with Matthew Broderick. #bueller

First Madonna, now Ferris Bueller. Glad my generation now runs all the companies. Or at least their ad agencies.

6:13 pm: Bud Light gets some “awww” points with its last ad, promoting the beer-fetching rescue dog, “Weego.”

6:21 pm: Woo Hoo. Careerbuilder monkeys. I’ve missed those guys.

6:21 pm: Fourth quarter, 9:24 left to go. You can text your vote to for Super Bowl MVP. Personally, I’ll need another 9:24 to give you my answer.

6:25 pm: Futchdown! Goofy ad for Samsung’s Galaxy Note phablet now on.

Not a lot of stylus fans on Twitter, as Samsung ad is getting roundly panned, as is the product.

6:29 pm: Dow Jones colleague Ian Sherr reports his stream of the Super Bowl is decidedly subpar. “None of the TV ads, and it doesn’t even break at the same time as TV.”

Of course, only at the Super Bowl does one complain there are not enough ads in Internet streams.

“I’ve missed several plays, and they keep playing the same ads with Dwight from The Office and “Act of Valor” over and over again,” Sherr said in a Twitter post.

6:32 pm: Meanwhile, it’s a two-point game, with 3:46 to play.

Giants have the ball, down two on their own 12.

6:34 pm: Throw to the sideline at 50-yard line ruled a catch. Patriots challenge, but looks pretty good. First key use of instant replay this game.

Yep, ruling on field confirmed, and will cost the Patriots a time-out.

6:37 pm: As for that Samsung ad, it was a first-ever commercial for director Bobby Farrelly, who is known for “There’s Something About Mary,” “Dumb & Dumber” and “Kingpin.”

If you need to re-watch it, it’s here.

I recommend doing so now, as there is another Go Daddy.com ad playing.

6:44 pm: Giants score, but likely would have rather used a little more clock.

New England will still need a touchdown, and have less than a minute to get it.

It’s now 21-17, Giants.

Sorry, was watching the game. First down, but clock clicking. Just 17 seconds left, though.

6:51 pm: Just nine seconds left now, with Patriots near midfield.

6:52 pm: Okay. Five ticks left, so this is probably it for both the Patriots and this liveblog. Hope you were at least entertained!

Incomplete. Giants win, 21-17.

6:55 pm: Disneyland or Disney World? That’s the only question that remains.

I love talking points as much as the next person, but there’s a striking similarity between recent statements by Yahoo’s co-founder and former CEO Jerry Yang and its new CEO Scott Thompson, who was just hired after a stint running eBay’s PayPal unit.

It seems from the pair that the exploitation of Yahoo’s troves of data might take center stage from the “premier digital media company” moniker that the Silicon Valley Internet giant has been using of late.

Premier consumer data mining and usage company just rolls off the tongue, doesn’t it? (And it’s also usually called Google!)

Here’s Yang from an interview with Walt Mossberg at our AsiaD conference in Hong Kong this past October (this is a liveblog with quotes and paraphrasing of quotes).

Q: As you look at what Yahoo could be, what are the one or two key areas that it could go after to truly transform itself?

Jerry: We’re really focused on trying to “turn Yahoo inside out.” We do a huge amount of services internally: Data, content, personalization. Lots of other people on the Web around the world could use that.

And, from my liveblogging, here’s Thompson last week on his aspirations, which were much less focused on Yahoo’s longtime — and, ahem, bill-paying — advertising business (which the new leader keeps saying he knows nothing about) than on exploiting its consumer data businesses (which he certainly does know about from running the online payments giant).

The data these Internet businesses create, the ability to use analytical technology to build a better businesses for your customers. … I feel certain that wealth of data is going to be exploitable for next generation products, next generation experiences. … My instinct says down in that data we’re going to be able to find ways to compete and innovate that the world hasn’t seen yet.

Data it is, then!

Demand Media beat Wall Street expectations in the third quarter, posting a loss of five cents a share. Investors had expected it to lose from four to six cents.

Revenue was up 25 percent to $85.1 million, compared to $65.4 million in the same period a year ago. Minus traffic acquisition costs, sales increased 26 percent to $78.1 million from $62.2 million.

The stock of the Santa Monica, Calif., social content company has suffered in the quarter due to worries about its traffic and growth, but it has recently bounced back after hitting all-time lows.

After losing almost nine percent today, in profit-taking ahead of earnings after a recent price surge, Demand shares rose over 17 percent in after-hours trading to $8.30.

Some more details, according to a Demand statement on the Q3 financial results:

Content & Media Revenue increased 27% to $50.7 million, compared with $39.8 million in Q310.

Traffic acquisition costs (TAC), which represent the portion of Content & Media revenue shared with Demand Media partners, of $3.4 million, or 6.7% of Content & Media revenue, compared with $3.2 million, or 7.9% of Content & Media revenue, in Q310.

Content & Media Revenue ex-TAC grew 29% to $47.4 million, from $36.7 million in Q310.

Registrar Revenue increased 20% to $30.7 million compared with $25.5 million in Q310.

In addition to its more high-profile content business, Demand also has a domain registry unit.

“We reported another strong quarter as we continue to build Demand Media’s foundation for long-term growth,” said Richard Rosenblatt, Chairman and CEO of Demand Media in the statement. “The Company is uniquely positioned to deliver data-driven professional content through its robust content publishing platform. We are now in the process of optimizing that platform while increasing our investment in video content and enhancing the quality, engagement and user experience of our sites.”

There will be a conference call at 2 pm PT today, which I will liveblog (as long as it is lively!).

Until then, enjoy the official Q3 earnings press release:

3Q11 Earnings ReleaseFINAL

Later today, Google Executive Chairman Eric Schmidt will appear at the Senate Judiciary Committee’s antitrust subcommittee for hearings on whether Google is a search bully or not.

Schmidt, according to written testimony obtained by the Politico blog, will be trotting out the company’s longtime argument that its competitors are “only one click away” from taking Google down.

And, in what can only be described as a you’ve-got-to-be-kidding furthering of that meme, Schmidt will apparently claim that Microsoft’s much tinier Bing search service could catch and pass Google by next year.

Reads the testimony, according to Politico: “Microsoft’s Bing launched in June 2009 and has grown so rapidly that some commentators have speculated that it could overtake Google as early as 2012.”

Say what? Say ridonkulous! The Facebook worry, I get, but costing-Microsoft-a-billion-a-quarter Bing?

That’s because in the most recent market-share report from comScore, Google had 64.8 percent of the total, with Yahoo at 16.3 percent and Bing at 14.7 percent. Even combining the pair — who are currently in a search partnership — they still have less than half the share that Google has.

In any case, although the Google-as-imminently-threatened concept displays a lot of gumption, it’ll be interesting watching Schmidt try to sell it.

And also to see Google’s critics call foul.

After Schmidt appears, there will be a second panel, featuring Yelp CEO Jeremy Stoppelman; Jeffrey Katz, CEO of Nextag; and Tom Barnett, spokesman for FairSearch.org and counsel to Expedia.

Stoppelman, who almost sold his online reviews company to Google in late 2009, has since become a vocal detractor of the search giant’s methods.

In his testimony as well as exhibits, all posted below, Stoppelman paints a more dire picture of Google:

“When one company controls the market, it ultimately controls consumer choice. If competition really were just ‘one click away’ as Google suggests, why have they invested so heavily to be the default choice on web browsers and mobile phones? Clearly they are not taking any chances.”

Stay tuned for my liveblog at 11 am PT, as well as other AllThingsD coverage of the hearings.

9.21.11 Verbal Testimony _10am final_

9.21.11 Written Testimony _clean_

9.21.11 Exhibits

Today, Demand Media beat Wall Street expectations in its second-quarter earning, growing revenue and lessening losses.

The Santa Monica, Calif., online content maker also announced that it had re-upped and expanded its advertising partnership with Google and also bought two start-ups in social media and advertising.

Now, it’s time for the inevitable conference call to explain it all to Wall Street analysts and the media.

2:02 pm PT: The call starts off with an unusually jaunty CEO Richard Rosenblatt, who quickly got to the real deal: Exactly how badly did Google’s changes to its search algorithm, under a program code-named Panda, hurt Demand’s content business?

Not much, says Rosenblatt, who reels off a list of things the company has done to improve its offerings, which have been dinged by many as, well, spam.

Rosenblatt was not having any of that, talking about removing 300,000 pieces of crappy content and also “quality improvements” with partners such as cheerily demented cooking goddess Rachael Ray. She might cook with spam — here is a delightful Spam Hawaiian recipe — but she ain’t spam!

2:13 pm: Now it is on to the acquisition of IndieClick. Essentially: It’s for the young people.

Then, international. Latin America Demand editorial via eHow en español! (Actually, the acquisition of Emergincast.com, an Argentine start-up. Coming soon to a blog site near you: ¿Cómo se hierve el agua?

Last, social media. Demand will be doing a lot more of it, like everyone else in the world, including more recommendations. I would really like it if some Internet company said it was going anti-social.

2:18 pm: The finance guy comes on, covering everything already in the press releases. Which is why I am cutting out here and getting a gluten-free doughnut at the Whole Foods store where I am writing this post.

It is as delicious as you might imagine a gluten-free doughnut can be. Which is to say: Not very!

2:32 pm: Q&A time from the Wall Street dudes — and, let it be said, they are all dudes.

The first question is about the “cleansing” of its cruddy content and if it is all flushed out.

It might be baked-on sludge, but Rosenblatt assures that Demand has it all figured out.

Then, a query about international and how the company decides what to pick. Algo, of course! And local content writers.

Back to the spam content: Does the need to have better content mean less of it? Kind of, since there is a lot more video. But still a lot of content churning out of Demand!

A question about Facebook and how to program Demand content into it. Good lord, it’s hyper-poking!

“It’s not clear the best way of how you expand into all these properties,” said Rosenblatt, specifically referring to its acquisition today of both IndieClick and RSS Graffiti.

The next question is how successful Demand is in the display and brand business, and how IndieClick, a premium ad company aimed at niche blogs, will be integrated in.

More on social media advertising’s future. Aaaghh, this is as obvious as a store-bought-crust apple pie baked by Rachael Ray.

Rosenblatt notes that its flagship site, eHow, is but one means of distribution, but Demand content is going all over the place and winging by people when they least expect it.

“Social is more effective … to try to find stuff you didn’t know that you needed,” says Rosenblatt, who also would not dis search as a means of discovery.

That’s important, since Google is a major traffic driver and advertising partner, when it is not terrorizing Demand and others with its search algo version of Defence Against the Dark Arts Professor Snape.

And presto, here comes a question about Demand’s Google ad relationship, which Rosenblatt touts nicely.

Of course he does. It’s tastier than spam, after all.

This morning, News Corp. CEO and majordomo Rupert Murdoch, his son James (who is also a top company exec) — as well as former employee and full-time lightning rod Rebekah Brooks — march on down to the British Parliament to answer questions from a committee there about the ever-growing PhoneGate scandal.

For those living under a rock, News Corp. is embroiled in ever more serious controversy about who knew what and when (also where, why and how much) in the hacking of phones of a myriad of well-known people in the U.K. by its News of the World tabloid newspaper.

Besides celebrities and politicians, that has included the voicemails of a murdered girl, an appalling act that has galvanized public opinion and the weak spines of legislators into action in this inquiry.

It’s sordid, it’s ugly and it makes for what could be an explosive event, starring the man who brought you “Titanic,” Glenn Beck, “Glee” and, most recently, the sale of Myspace.

There’s no question, getting the 80-year-old Murdoch on the ropes will be the aim of the committee members holding the hearing, and how one of the world’s most famous and legendary media moguls performs — or does not — will be a big deal to both interested observers and News Corp. shareholders.

By way of full disclosure, that’s not me, but this site is owned by Dow Jones, which is owned by News Corp. In other words, somewhere up the corporate food chain, Murdoch is my boss.

In any case, that has never stopped me or AllThingsD.com from telling it like it is, so here is the liveblog of what is sure to be a doozy of a media event:

6:36 am PT:: It all starts for the Murdochs, as soon as the former Scotland Yard head John Yates has completed questioning about the police’s obvious bungling of the various investigations over the years.

Rupert Murdoch and his son, James Murdoch, are on, looking grave and dressed in grey.

Sitting behind them are Rupert Murdoch’s wife, Wendi Deng, and his top adviser at News Corp., Joel Klein, who is heading up the phone hacking scandal internally at the company.

The hearing — in a room that looks like a high school debate could take place there — starts off politely enough.

But the first question is directed toward James Murdoch about his clearly incomplete investigation when phone hacking allegations were first made many years ago. He begins with an apology.

“These actions do not live up to the standards of News Corp.,” says the younger Murdoch.

He is interrupted by his father, Rupert Murdoch, who notes rather dramatically: “This is the most humble day of my life.”

The questioner quickly asks the obvious query, after James Murdoch claims News Corp. was not in full possession of the facts when execs had told a previous committee there was no reason to believe there was more widespread hacking.

Were News Corp. execs lying?

James Murdoch continues to insist that the bulk of evidence came out — “real evidence” — in later civil trials. And also, that News Corp. is now investigating the situation fully.

He throws around words like “proactive action” and “transparency,” which is probably cold comfort now to those hacked when things were less clear to News Corp.’s senior management.

Now up, Rupert Murdoch, who is asked quickly about statements he made about not tolerating wrongdoing and who had lied to him at News Corp. about the phone hacking.

Apparently, he “didn’t know” a lot about the hacking that took place, while also defending the non-hacking employees of his company.

But the questioner is still on him about exactly what he did know about the situation, which seems to be — at least according to his testimony — a lot of I-don’t-knows.

6:53 am: It continues about what Rupert Murdoch knew and when he knew it and what he did. Or not.

As Rupert Murdoch keeps up with this tone of not being clued in to what have turned out to be critical events, James Murdoch wants to keep jumping in with the details, which he is eager to impart.

“At what point did you find out criminality was endemic at News of the World?” asks the questioner.

Rupert Murdoch does not like the word endemic, but stresses that he was “shocked, appalled and ashamed” by the case of the murdered girl, Milly Dowler.

The questioner seems frustrated by Rupert Murdoch’s answers, which are, for the typically razor-sharp media mogul, unusually slow.

Like a persistent terrier who wants to perform, James Murdoch is back again offering to serve up the deets.

7:04 am: Now, it is onto the closing down of News of the World: Was the tabloid shut down because of the criminality?

“We had broken our trust with our readers,” says Rupert Murdoch. “We felt ashamed for what had happened.”

A new questioner is on, with a bizarre query about why Rupert Murdoch came in the back door of the Prime Minister’s house at 10 Downing Street on a recent visit there.

It’s a cloddish effort to show him as a powerful puppetmaster to pols, but only serves as a punch line.

Back on track, with questions about whether there was hacking in the U.S., which Rupert Murdoch said he could not believe had happened.

More questions about how badly the company acted, which came down to the questions about whether he was “ultimately” responsible for the hacking.

“Nope,” says Rupert Murdoch, who keeps insisting he relied on others, some of whom apparently “misled” him.

It’s an astonishing admission and, really, excuse, given he has been chairman, CEO and a very strong leader of News Corp. for more than a half-century.

7:16 am: A new questioner, who asks who decided to close down News of the World. It was Murdoch himself, his son and other execs.

Next up, why did News Corp. pay off a victim of hacking, which James Murdoch did without informing his father or the News Corp. board.

James Murdoch essentially points out that it is typical to do this in companies of the global scale of News Corp.

These are apparently very busy, busy, busy people, who do not seem to have time to notice how such juicy and best-selling scoops might have been magically produced by News of the World.

Onto ethical conduct guidelines, which News Corp. has in a pamphlet form, says James Murdoch, but pages which some at the company have obviously never cracked.

Rupert Murdoch is asked again about his culpability in the case, which he continues to maintain he does not shoulder the blame.

James Murdoch does note that the company “will think more forcefully … about our journalism and ethics.”

Given the situation, in which every day brings a new revelation of bad acts by News Corp. employees, this promise of better behavior seems to be a case of much too little and very, very late.

Rupert Murdoch still uses the opportunity to stress the need for a free press, despite its excesses.

7:31 am: More about the payments to settle with phone hacking victims and how soon the company realized the problems were more widespread.

James Murdoch talks about how he might have acted differently had he known more then as he does now.

“If we knew now what we knew then,” says James Murdoch, “we would have taken more action and moved more aggressively.”

But what else is he going to say? It’s a could-have, would-have, should-have line of questioning that is eliciting very little in the way of true information.

Finally, a good point about “willful blindness,” which is a term from the Enron scandal about avoiding knowing about problems you really should have known about.

“Is that a question?,” asks James Murdoch. It is a statement, actually, and a decent enough one.

“We didn’t do that,” says Rupert Murdoch firmly this time.

Still, soon enough, Rupert Murdoch is insisting he was not as involved as people have imagined him to be with the management of his newspapers.

A new questioner is pressing this important point, but Rupert Murdoch is not biting on a query about his legendarily hands-on managing style.

“I’d say, ‘What’s doing?’” he explains about his conversations with editors, but adding he might not have been told about payoffs to phone hacking victims.

The questions are in the deep weeds here, but it’s still interesting that Rupert Murdoch continues to maintain that his life was too busy to wallow in the details, however controversial and important those details might be.

7:55 am: More and more don’t-knows pile up and up in a giant mountain of acts perpetrated by someone somewhere, but not the Murdochs.

“I can tell you I was surprised as you were,” says James Murdoch about certain payments to various hackers and those who were hacked.

Was it Les Hinton, who then ran News International and later Dow Jones, from which he recently resigned?

Could be! Maybe! Mistake were made! Who knows!

Well, someone does!

It moves onto Brooks, the tarnished News International exec and editor whom Rupert Murdoch does note he still trusts. Finally, some certainty!

Brooks is definitely one of the more compelling characters in this drama, although the media focus on her striking red hair color seems odd and vaguely sexist, as if she is some flame-haired she-devil from media hell. She might certainly be guilty in this mess, but her fabulous hair has nothing to do with it.

(Rupert’s mane is grey, by the way, and James’ is brown, if you really need to know.)

Fascinatingly, Murdoch’s backing of Brooks has been strong and consistent, despite intense criticism of her by many in this scandal.

The payment of legal fees of perpetrators and payments to the victims in the hacking seems to obsess one questioner, who wants News Corp. to stop doing it.

Murdoch says he’d like to if contracts did not preclude that, which essentially means News Corp. will keep up forking over the legal fees and payments.

8:12 am: The attention turns to how James Murdoch found out about the various emails that showed there was more evidence of hacking than was first thought about and what he felt about it.

He says very little, noting that the matter is under police investigation. It’s not don’t-know now, but can’t-say.

The hearing is beginning to feel a little rope-a-dope, with the Murdochs apologizing and taking blows, saying very little — either claiming lack of knowledge or lack of ability to comment about the ongoing police inquiry — and tiring out the questioners.

It is a classic tactic of the boxing champion Muhammad Ali and it works in the ring.

Whether that will be the case with PhoneGate remains to be seen, but it certainly has made what could have been a more explosive hearing much less so.

Instead, it seems to have turned into a what didn’t the Murdochs know and when didn’t they know it hearing.

On questioner gets this irony. “That’s frankly unsatisfactory,” he says about the Murdochs continuing shock and surprise at the thorny situation they find themselves in.

Maybe it seems a little hard to believe, but the persistent story from James Murdoch is that they were told by their lawyers, the police and others that nothing was awry once the initial phone hacking investigation was complete and only found out about the larger problem in later civil lawsuits.

But, asks the questioner to Rupert Murdoch, should his editors and managers at News of the World have known about it?

Of course, they should have.

But, once again, the legendary media baron, who made his fortune and fame in disseminating news and information across the world in newspapers, on television, on satellite and on the Web — at least for now — can’t say.

So, was he “kept in the dark” about the situation? Rupert Murdoch acknowledges he might have asked more questions, although he noted his British newspapers were only a small part of his massive empire.

But, he adds, “Anything that is seen as a crisis comes to me.”

Well, not the phone hacking crisis, it seems.

But, they’re sorry. So sorry. And, of course, humbled.

8:54 am: Suddenly, there is a disturbance, in which someone seems to have possibly attempted to accost the Murdochs.

But it is not clear what has happened, as the hearings are suspended for 10 minutes.

James Murdoch leaps up quickly to protect his father, which he has been doing in this hearing verbally already, where the strategy seems to be to let him largely do all the talking.

Even faster on her feet and with arms raised toward a man in a plaid shirt and carrying a pie plate with shaving cream is Rupert Murdoch’s wife, Wendi.

The man seems to have managed to get some of the foam on Rupert Murdoch, but Wendi Deng appears to have partially thwarted her husband from receiving a full pie in the face.

It’s the first striking visual of this hearing, protecting the patriarch and the king of the empire from harm, no matter what.

Here is a video of the incident:

According to Britain’s Channel 4: “As the man was being led away in handcuffs escorted by a single police officer, he refused to give his name, saying: ‘As Mr Murdoch himself said, I’m afraid I cannot comment on an ongoing police investigation.’”

9:09 am: The room is cleared, so it is only the Murdoch crew behind James and Rupert Murdoch, and now the committee is even more solicitous.

Rupert Murdoch is without his jacket and his wife is being commended for her most excellent left hook.

Still, it’s back to business and the questioner does zero in on a major disconnect over how two media execs as famously aggressive and involved as the Murdochs were so passive in this hacking situation.

It “was a terrible shock,” says James Murdoch.

The same is said about what would be even more disturbing and recent allegations of the hacking of the victims of the 9/11 bombings.

Both father and son say there is no evidence of this so far, but they were surely looking into it.

While it certainly did not come through in what have largely been feckless questions from the committee, the final questioner does correctly ask the pair if they might want to pay more attention.

The last question is for Rupert Murdoch and finally gets to the real query everyone wants to ask.

Noting Murdoch is “captain of the ship,” she asks if he has considered resigning.

“No,” answers Murdoch firmly.

“Why not?” she presses.

“People let me down and it’s for them to pay,” says Rupert Murdoch. “But I think, frankly, I am the best person do clean this up.”

He finishes up with a statement about being sorry, how he was also betrayed and how phone hacking and bribery is wrong.

“Saying sorry is not enough, things must be put right,” he says.

Finally, something we do know.

At least once a day, BoomTown gets a call from investors, analysts or other troublemaking types–you know who you are!–wondering why Yahoo is still plugging away in search.

With a declining market share in the arena and a search technology outsourcing deal with Microsoft, it’s not a bad question to ask.

But Yahoo begs to differ, introducing a new feature called Yahoo Search Direct at a press event in San Francisco today.

I liveblogged it, natch.

10:14 am: I was late, as per usual, but walked in just as the session was getting started.

Yahoo’s Chief Product Officer Blake Irving–looking fetching in a purple cashmere sweater–was talking about search.

He immediately turned it over to Shashi Seth, Yahoo’s head search dude, who immediately said: “Answers not links.”

Huh?

Actually, the product is pretty nifty, showing a lightning-speed box that shows more robust search results, although not unlike offerings from both Microsoft’s Bing and, of course, Google Instant.

While both have different takes, it is essentially a direction in which search brings in maps, photos, and–of course–advertising.

You can see a movie times example here (click to make the image larger):

10:23 am: Wait, it was over before it started! Whoa. No more bells and whistles?

And I still was enjoying Irving’s sweater and I wanted to touch it, but that would have been wrong.*

Seth then took questions from the reporters.

“We believe the next generation of search…people are looking for answers,” he said.

Very true, but perhaps not so much from Yahoo anymore.

Still, Yahoo Search Direct is a laudable try and it’s also nice to see some innovation from the long-troubled company.

“We are the premier digital media company,” said Seth, parroting a new description of Yahoo that the Silicon Valley company is now using since its recent sales meeting in San Antonio.

I asked a question about whether there is a dedicated app for the tablet of Yahoo Direct Search, which sources had also told me was shown to the troops in Texas.

Yep! It will be ready later this year.

I also asked about how much all this search innovation was costing compared to return on the investment.

No answers from either Irving or Seth.

Someone then asked if there would be a lift in market share from the feature.

That’s the plan, Stan!

10:41 am: More questions about the comparisons to Google Instant. Of course, it’s the same type of thing, in the contest to win the King of Relevancy crown among consumers.

Google Instant. Yahoo Search Direct. Quora. My dentist, who seems to know everything. In case you didn’t know, dentists are very erudite.

Seth noted that even though Yahoo has only 15 categories covered in Yahoo Search Direct, there will be hundreds to come, as well as more features on top of this feature.

Personally, I want my search delivered to me on a silver tray by a man in a purple cashmere sweater.

Speaking of purple, the demo dude kept putting Elizabeth Taylor into the query box, which depressed me. Violet eyes now closed forever.

That was the real story today.

As if to round out the event, someone asked whether critics are right about whether Yahoo should still be in search.

“We’re in this for good,” said Irving firmly.

“Look, we are not focused on the past,” added Seth, who was not here in this very room at a similar Yahoo search event years ago, when similar promises were made about search going away from a page of blue links. “I don’t even know if you’d call it search in three years.”

What would you call it then?

“Find,” joked Irving. And later, “It’s actually ‘found.’”

Apparently, Yahoo was lost and now is found via Yahoo Search Direct.

*By the way, I touched the sweater, which was–in fact, Blake–periwinkle, which is a twee version of purple.

(You can see a video interview I did with Seth after the demo here.)

AOL CFO Artie Minson prepped investors for the call with a memo laying out expectations. Short version: AOL thinks HuffPo will earn about $10 million on revenue of $50 million this year (as long as you’re okay with using “adjusted OIBDA” as a proxy for “profit”). It also thinks the purchase will save it $20 million a year, but it’s going to spend around $20 million on restructuring charges when the deal goes through.

I’ll liveblog the call below:

8:02 am: Greetings! About to start now.

8:03 am: On the call: Tim Armstrong, Arianna Huffington, Artie Minson.

8:03 am: Armstrong makes a Super Bowl joke that I can’t quite follow, and I like football. But now praising Arianna, co-founder Kenny Lerer and outgoing AOL CEO Eric Hippeau.

“The Huffington Post is one of the best properties on the Internet.” Armstrong, Huffington and Minson are all BlackBerry users.

8:06 am: On revenue: This gives an opportunity to serve more brand marketers, who are “very interested” in the scale this gives us.

8:07 am: Spending next 30 days on integration. “Really synergies to be had.”

Next steps: Next 72 hours communicating with employees, talking to partners. 1,500 AOL workers on the phone this morning explaining deal to others.

“This may be the smallest disruption” internally of any deal I’ve worked on. Majority of integration done within 35 to 40 days.

8:09 am: We’ve looked at a bunch of companies, though we’re mainly going to concentrate on organic growth. But Arianna is great [many superlatives] and she “also happens to be a woman.”

8:10 am: Here’s Arianna.

8:11 am: “Amazing” how aligned two orgs are.

8:11 am: HuffPo was profitable last year. We were thinking about bringing in additional investors last year, and an IPO down the line. But this made perfect sense.

8:12 am: This deal provides a “dramatic acceleration” for the plans we already had.

8:13 am: Some praise for Patch, AOL’s local strategy.

8:14 am: Can’t wait to start!

8:14 am: Alrighty, then. Here’s Artie Minson with some nuts and bolts.

Actually, it’s some color on the deal. But a lot of it is in the prepared remarks he put out earlier this morning.

8:15 am: Again, $20 million in cost savings here. And again, we’ll have to pay up for restructuring: $20 million for cuts, and $10 million for purchase price.

8:17 am: Still basically reading from prepared remarks. Some bookkeeping talk re: compensation accounting.

8:18 am: Remember, display ad growth coming will finally start showing up second half of this year.

8:19 am: Q&A:

Q: Talk about content strategy. Does HuffPo become hub for content going forward? Does it replace Seed? And how long is Arianna’s contract?

A: “The press” has been talking about our content strategy, so let me be clear–we’re focusing on premium content. Things like Seed and StudioNow are platforms–you can do whatever you want with them, different quality levels, at different types of scale.

And then the other thing that is important about those platforms is the ability they give us to work with advertisers.

One of our main interests in HuffPo is their technology and publishing system. So now we have multiple systems [which he is saying is a good thing]. “Our content strategy hasn’t changed.” The “stuff that was out in the press about the AOL Way” was just one way of doing things. [This is not very convincing]

Arianna, tell us how long you’re going to stay.

8:24 am: Arianna: “I’ve told Tim I want to stay here forever. I want this to be the last act of my life.” Anything I want to do I can do here.

[Sorry, missed next part but it was a defense/explanation of content strategy.]

8:26 am: Armstrong: Arianna has a multiyear contract, but it’s open-ended.

8:27 am: Arianna: By the way, we’re going to bring back commenting to AOL stories, and socialize them.

8:28 am: Q: Why buy instead of partnering? Were there other bidders? Also, how will HuffPo politics affect AOL?

8:28 am: Armstrong: We do partnerships where there is “limited upside to those arrangements” so ” we can really spend time on the areas we want to win”–i.e., we don’t care about sports, we do care about women.

“Arianna is somebody we’d rather have inside our building than outside our building.”

“If there were or weren’t bidders on the other side,” I think we got the right price.

8:30 am: Arianna. “As we’ve said, again and again, Huffington Post was not for sale….Nobody was in a hurry to cash out, everybody believed that we could do an IPO down the road.” It’s just that Tim gave us a great offer. [hrrrm.]

On politics–we used to be all about politics, now we’re not. Just 15 percent of our traffic. We have a divorce section now.

Talking up AOL’s “college” section.

8:33 am: Q: For Arianna: More on Patch, please. What do think about what AOL’s done with it, and what you can do with it?

8:33 am: [Every time Arianna says "local level" I think she's saying "locker level." It's happened at least twice, maybe more, on this call.]

There’s a “greatest person of the day” feature we have, and I think Patch should use that. [Or maybe vice-versa, sorry.] I also like their five percent “giving back” rule, cause marketing, etc.

8:35 am: Armstrong: Again, we can do national and local. That’s important. NFL rights are important, and so are local news stories.

8:36 am: Q: Who’s going to sell what? And can you talk about pricing disparity between AOL and HuffPo?

8:37 am: Armstrong: “We would like to maintain all the people from both sales forces [except for Greg Coleman!]. I think we will end up with a large-scale, large-property organization–I don’t know exactly what that’s going to look like, though.

On sell-through rate: Slightly lower at HuffPo, because they’ve been ramping up traffic, and sales force. On CPM, same story. So we can bring up sell-through rate and CPM, and have a larger sales force. [This is pretty much the best argument for the deal that Armstrong can make.]

[BTW: Good back-channel discussion on Twitter right now about AOL's SEO skills, and the people behind it. None of that coming up during this call right now.]

[Sorry, I meant HuffPo's SEO skills, much of which stem from blueprint BuzzFeed CEO Jonah Peretti set out.]

Q: Why not use equity for this deal?

A: Because our equity is priced too low, essentially. But HuffPo employees did roll over 25 percent of deal consideration into AOL options. So as that equity gets more valuable, they’ll get upside.

8:45 am: Q: In your statement, you talked about OIBDA growth in 2013. More on that please.

Minson–probably going to stick to my prepared remarks on that one.

8:46 am: Last Q: Your acqusitions have been about toolsets or content. As you think about others going forward, what else do you want?

Armstrong: We have long-term vision. On plumbing: We’ve wanted to get platforms and plumbing straightened out, and we’re doing that now. Think about the bones or foundation of a very large property. That’s why we’ve been doing infrastructure, like with video–5Min and GoViral and StudioNow.

Going forward, we’ll be doing infrastructure. And we’ll continue to look at “media properties and media brands” that fit our strategy. [Remember, Web site owners: HuffPo just got 10x revenue.

8:50 am: Minson: But we're very price sensitive and we've walked away from deals.

8:50 am: Arianna: And we like women!

8:51 am: Armstrong sums up: Success "in the Internet space" requires vision and execution. That's this deal. And remember, content and brands become more valuable as tech gets faster, more advanced. And "expect us to stay on strategy and on point" going forward. "We're going to overcommunicate" with both sets of employees as we integrate. [You've been warned!]

And we’re done. Thanks for reading.

[Photo credit: Arianna Huffington]

This debut was supposed to happen a few weeks ago in San Francisco, with Rupert Murdoch and Steve Jobs sharing stage time. Instead, Murdoch will show off his new publication at the Guggenheim in New York, with Apple content boss Eddy Cue stepping in for Jobs.

We’ve got a very good idea of what to expect: A newspaper that’s both old-fashioned and cutting-edge, which will sell for 99 cents a week or $40 a year. And the best way to experience the new publication will be on an iPad, not at a museum.

Still, it will be interesting to hear News Corp. pitch this one in real time, and to see how it leverages all of its resources and a very rare Apple endorsement. (This Web site, we should note, is owned by News Corp. as well.)

10:40 am: Greetings! So excited to be in the Guggenheim that I’m starting this one a few minutes early.

10:44 am: And here’s Jon Miller, who has been shepherding this thing at News Corp. Here’s some fresh scoop! The Daily will be be live onstage for the demo, he says, but won’t appear at the app store until noon.

[Note: The Daily can be found here at the Apple App Store]

10:47 am: Miller is working the room very well; now chatting up Reuters’ Ken Li.

10:48 And Steve Rubenstein, who has been handling PR for the Daily launch. He semi-taunts me by noting that there were tasty canapés at Rupert Murdoch’s private party Tuesday night.

10:49 am: If you’d simply like to watch a livestream of the event, minus my commentary, head to thedaily.com at 11 ET.

10:50 am: That sound you hear is the rustle of departing page views.

10:51 am: Cunning of the News Corp./Rubenstein/event-planning crew to split up the press by species. Gives us something to talk about.

10:52 am: BREAKING NEWS! Jon Miller says Wi-Fi here at the Guggenheim has been working “intermittently.”

10:52 am: WAAAAAAY More interesting is that Engadget’s Joanna Stern being hassled for daring to take out a camera during a press conference. She is being moved three seats back. Where that’s OK, apparently.

10:56 am: Pre-launch music, btw: Some kinda samba thing going on. Festive and, dare I say, a smidge bit sexy. Rowr!

10:58 am: Slightly curious is that registration staff told media that they’ll have “review units” available after presser. But everyone in media has an iPad, right? It’s required, no?

Perhaps the notion is that the presser will end before noon, and the Daily won’t be available until then, so if you want to get hands-on in the meantime, that’s the way to go. Which would be smart!

On the other hand, if they’re simply handing out free “review” units to the press, well, that’s kinda smart too. Because the press likes free stuff.

11:03 am: Our crack tech guy Adam Tow tells me TheDaily.com site is now saying that the app will be available at noon ET. I can’t see that on my screen, but I’ll take his word for it.

Especially because that’s what Jon Miller said a few minutes ago.

11:05 am: Given News Corp. pub WSJ’s focus on privacy, and Apple’s, interesting to review the Daily’s:

When you use the Services, we may collect certain non-personally identifiable information about that use. For example, in order to permit your connection to the Services via the Internet, our servers receive and record information about your computer and browser, including potentially your IP address, browser type, and other software or hardware information. If you access the Services from a mobile or other device, we may also collect transactional information such as a unique device identifier assigned to that device (“UDID”), your geolocation, or other transactional information for the device in order to serve content to it. We also may use cookies and other tracking technologies (including browser cookies, pixels, beacons, and Adobe Flash technology including cookies), which are comprised of small bits of data that often include an anonymous unique identifier. Websites send this data to your browser when you first request a web page and then store the data on your computer so the web site can access information when you make subsequent requests for pages from that site. We may use these technologies to collect and store information about your use of the Services, such as pages you have visited, search queries you have run, and advertisements you have seen.

11:06 am: And we’re live. Here’s Rupert Murdoch, iPad in hand.

“Good morning. I’m Rupert Murdoch.”

Thanks for the “amazing Steve Jobs,” a man who has “single-handedly changed the world” of technology and media.

“Steve has been a champion of the Daily from day 1.”

“New times demand new journalism.” [hrm]

Trying to take best of traditional journalism, including “shoe-leather reporting” editing, “a skeptical eye” [hrm!] and combine them with awesome tech.

“”Simply put, the iPad demands that we completely re-imagine our craft”

Shooting for audience that is sophisticated and reads a lot, but not print.

We have that, but it’s niche. No “true news discovery.” The magic of newspapers “and great blog” lies in “serendipity.”
True!

Similarly, we must make the business of news-gathering viable again.

Goal is to be indispensable source for news and entertainment. “A robust new voice.”

Shout-outs to Jesse Angelo and Greg Clayman, who run editorial and business, respectively, for the new pub.

Daily will be 14 cents a day–99 cents a week–because no printing, delivery costs, etc.

More superlatives for the Daily, including a “sense of fun.”

Target audience is “tablet” audience–[note emphasis on tablet, not iPad].

And a shout-out to Jon Miller, too.

[Unless I misheard and it was News Corp. CTO John McKinley.]

“We believe the Daily will be the model for how stories are told and how they’re consumed.”

And another shout-out to “all our friends at Apple”

Okay. Here are Miller, Angelo, Clayman.

11:13 am: Miller starting off. Not a demo–this is live production.

Trying to figure out how to produce new news for tablet era. “We think we’ve developed that.”

Angelo shows off home screen of the Daily, with Egypt as main headline. Applause.

Have been doing live production for about six weeks.

11:14 am: They have a reporter on the ground in Cairo right now. Josh Hirsch [sp?].

Lots of big pictures, video embedded in text.

And here’s one of the 360-degree photos. Which look cool!

Can put audio behind them, etc.

HD video–here’s a clip about prisoners making toys in Angola prison. Note the bluesy background music. ’Cause it’s about a prison, duh.

11:16 am: Back to Miller. Have rethought navigation.

11:17 am: Back to Angelo, showing off swipey carousel. Sorta silly to describe this to you in a liveblog, but there’s a “play” function and a “shuffle function,” and a video anchor who will discuss the main stories of the day.

11:18 am: Back to MIller. “The Daily is not an island” can share to Facebook, Twitter, email.

11:18 am: Angelo: We can also pull HTML5 pages into device. Can also link out. [Subtext--we are TOTALLY NOT ignoring the Web, you dummies. We're not idiots.]

Bringing Twitter feeds directly into app. So you can see what Lily Allen (used to be semi-famous a couple of years ago) has to say about something.

11:19 am: Miller: We have apps and games section, with a link directly to Apple Store.

And we have an awesome sports section [sounds familiar!].

11:20 am: Angelo: Yes, check out our awesome sports section. Troy Polamalu talking about Clay Matthews’s hair.

“For sports fans, we really think this is the showstopper”–customizable sports filter by team/sport, brings in scores, tweets, etc.

11:21 am: Miller: Publishing once a day, with updates throughout the day “as the news warrants.”

Verizon sponsoring first two weeks of free subscriptions.

11:22 am: The art in this liveblog, by the way, is coming directly from livestream. Nice job, Adam Tow.

11:22 am: Here’s Eddy Cue. Never seen him before. A very, very, very big deal in media circles.

Running through iPad, iOs success. iPad customers are huge news eaters. 200 million news apps downloaded so far.

I’ve been using the Daily for the last two weeks. “It’s amazing.” Amazing that it’s done every single day. More superlatives, etc.

Basically, a repeat of what Miller et al just said.

Okay. Here are the new details on push subscriptions. First time Apple has used this tech. 99 cents a day, $40 a year. [ahem].

11:26 am: And now, oddly, press conference comes to a halt for a photo opp.

11:26 am: Waiting for them to set up chairs for Q&A.

Questions and Answers

How will back issues be handled? Where will old copies be stored?

Angelo: Best thing to do is to save articles you care about. And it will also be archived on the Web. Internal archiving not there for 1.0.

Q: When will other pubs start using subscription option?

Announcement “very soon for other news publications.”

Q: How will you measure impressions, etc. for advertising?

Miller: Will have tech built into app for that. I should have mentioned during presentation that we love advertisers.

Q: For Rupe: How will you measure success?

A: We want to sell millions. But keep costs low. We have spent $30 million so far, “all of which has been written off in figures we’ll announce today.” But overall costs $500,000 a week going forward.

Q: Another question about subscriptions.

A: A non-answer from Cue.

Q: Who/what does Daily compete with? And how will other News Corp. properties be integrated?

A: Miller: Gotta compete with everything. “you’re competing with Angry Birds at some level.” [Hey that's my line!]

Murdoch: In NY, for example, we already have multiple outlets competing with each other. This is another.

Q: What about breaking news? How will that work?

A: Angelo talking up twitter feeds, sports scores, but “we can drop in a new page if we want to, and we will.” BUT! As a conusmer, I don’t like Web sites that change constantly. It’s not a great experience. [THAT IS: This is a newspaper, not a Web site.]

Q: What’s the political tone of this thing. Centrist, right?

A: Murdoch: “The editorial position will be in the hands of the editor.” Cue Angelo, who sorta hedges. On op-ed page, “We’re patriotic.”

Q: Someone wants to know if Rupert is really into this. Also, will there be an Australian version?

Murdoch. Duh.

(An Australian version “always a possibility.”)

Q: Why do this with the Daily instead of existing brands. Also, what’s up with your phone hacking newspapers in the U.K.?

A: Murdoch: Existing tablet apps are what got me excited about launching a new one. No comment on “the other matter.”

Q: You’ll be working with other tablets besides iPad, right?

A: Murdoch. Yes. And “we’ve been quite honest with Apple about that.” We’ll defnintely be on all platforms. But Apple will be the dominant one this year, in my opinion.

[Sorry, missed a Q. Seems to be about what apps Murdoch likes.]

Q: More about the editorial voice, please.

A: Angelo: Thinking it through. We know that people spend a lot of time with these apps–35 minutes, 40 minutes. “It’s unbelievable.” So how do you create content rich enough to keep people there?

Q: What did Steve Jobs say about this in the last couple of days?

A: Murdoch: “He did call me last week” and told me app was “really terrific. He was extremely flattering.”

Q: How will people find this stuff, since it’s not on the Web?

A: Cue: We’ve downloaded 10 billion apps. People can find this stuff.

Miller: We feel really good about this. We didn’t want to make compromises.

Q: I ask about what’s available on the Web.

A: Some of it will be mirrored on the Web, when it can be done technically. [Sorry, hard to type and write.]

[Sorry, now even more confused about what's available on the Web and what isn't. Going to have to follow up with the gang later.]

[Where's Greg Clayman, by the way?]

11:47 am: Q: How do you balance a subscription model with a large audience that advertisers want?

Murdoch: “They’d pay a much lower rate per thousand if it was free. They realize it’s something that people want.” And we can tell them more about who sees it. “It’s not just scattered out there….We’ll draw a better class of advertiser, and a better rate.”

11:48 am: Q: What’s the split between ad and subscription revenue?

Miller: Subscription will be larger at start, and then eventually 50-50, “which is the magic number.”

And we’re done. Will try to follow up, may have more answers/comments here, or in a separate post. Thanks for checking in!

Here is the press release announcing the Daily:

Introducing The Daily

First National Daily News Publication Created for iPad Launches today in the Apple App Store

New York, NY, February 2, 2011 – Today Rupert Murdoch, Chairman and Chief Executive Officer of News Corporation, unveiled The Daily — the industry’s first national daily news publication created from the ground up for iPad.

“New times demand new journalism,” said Mr. Murdoch. “So we built The Daily completely from scratch — on the most innovative device to come about in my time — the iPad.”

“The magic of great newspapers — and great blogs — lies in their serendipity and surprise, and the touch of a good editor,” continued Mr. Murdoch. “We’re going to bring that magic to The Daily — to inform people, to make them think, to help themengage in the great issues of the day. And as we continue to improve and evolve, we are going to use the best in new technology to push the boundaries of reporting.”

The Daily’s unique mix of text, photography, audio, video, information graphics, touch interactivity and real-time data and social feeds provides its editors with the ability to decide not only which stories are most important — but also the best format to deliver these stories to their readers.

“News Corp. is redefining the news experience with The Daily,” says Steve Jobs, Apple’s CEO. “We think it is terrific and iPad users are really going to embrace it.”

Led by Editor-in-Chief Jesse Angelo and Publisher Greg Clayman, The Daily is the first application made available on the App Store as a subscription — which will be billed directly to an iTunes account. And because this paperless paper requires no multi-million dollar presses or delivery trucks, it will be priced at just 99 cents a week (or $39.99 for an annual subscription).

“The Daily launches at a moment when advances in technology are changing the job of the modern editor,” says Mr. Angelo. “These advances are giving us new ways to tell stories. We intend to take advantage of all of them, and make The Daily the new voice for a new era.”

Each day The Daily will publish up to 100 pages focused on six key areas: news, sports, gossip and celebrity, opinion, arts and life, and apps and games. It will offer views from across the political spectrum. They will come from across cultures and generations, across America and the world.

The Daily will feature Sudoku and crossword puzzles, localized weather reports, and a customizablesports package that captures news on the user’s favorite teams. Subscribers will also be able to leave comments on Daily stories in either written or audio form — as well as bookmark them in-app to read later.

As readers move through The Daily’s content, they will be helped by several highly intuitive navigation tools. And while The Daily lives on the iPad, most of its articles can be easily shared via Facebook, Twitter and email. The Daily will link out to the web, as well as bring the web into the app.

“In short, says Mr. Murdoch, “we believe The Daily will be the model for how stories are told and consumed in this digital age.”

The Daily has bureaus in New York and Los Angeles, as well as stringers across the country. Full companybios are available at TheDaily.com/about. Executive staff includes:

John Kilpatrick – Executive Creative Director
Steve Alperin – Managing Editor
Mike Nizza – Managing Editor, News
Richard Johnson – LA Bureau Chief
Sasha Frere-Jones – Editor, Arts & Life
Chris D’Amico – Editor, Sports
Elisabeth Eaves – Editor, Opinion
Peter Ha – Editor, Apps, Games and Technology

The Daily is also changing the way advertising is offered and consumed within a news publication. Full-page ad units are completely interactive, customizable, and offer a rich mix of branding and direct response opportunities. Launch advertisers include HBO,Macy’s, Paramount, Pepsi Max, Range Rover, Verizon, and Virgin Atlantic Airways.

“With The Daily, Rupert Murdoch has given us the chance to rethink the entire experience of news delivery and consumption,” said Mr. Clayman. “The ability to actively listen to and engage with our audience means we can continually provide an experiencethat consumers value in this fast-evolving tablet space. Together with our customers, our advertising partners, and the team at The Daily, we are excited to create a new form of media.”

About The Daily
The Daily is a first-of-its-kind daily national news publication built exclusively as an application for tablet computing. It provides readers the engaging experience of a magazine combined with the immediacy of the web and the need-to-know content of a newspaper, all while elevating user experience beyond the printed word. The Daily is a subscription-based news product, published 365 days a year, at the cost of $0.99 cents a week or $39.99 a year. For more information on The Daily go to: www.thedaily.com.

Finally, here are screenshots from The Daily’s listing in the App Store:

We’ll also see what they have to say about the Yahoo search partnership and its efforts to catch up with Google (and trip them up with antitrust headaches).

Liveblog

Okay. I’m onsite and nearly caffeinated. Yes, there are donuts, but Mobilized is going for the savory option.

10:03 am: Still waiting for things to get started here.

10:04 am: Microsoft search engineering head Satya Nadella comes out. “Okay, let’s get this thing underway.”

10:06 am: First up, some momentum stuff. Share is at 11.8 percent per comScore numbers released yesterday, up another 0.2 percent from October. Overall up 48 percent since launch. “We’re very, very happy with that growth.” Now over 90 million users, but the big deal, he says, is more heavy searchers. “We never had the fans of Bing and the heavy users,” Nadella says.

10:08 am: Nadella says Bing is still getting a larger percentage of 18- to 24-year-olds than its share of searchers as a whole.

10:09 am: “These are footholds that we have in the marketplace,” Nadella says.

10:11 am: Continued focus on specialized verticals (like travel, music, health, image search etc). Overall, such searches account for five percent of all queries, but specialized search makes up of 10 percent of Bing’s searches.

10:12 am: Partnerships: Yahoo is obviously the big one, but Nadella shows slide with Facebook, Twitter, Verizon., BlackBerry, Apple, Android, Foursquare and other logos.

There ave been 5.5 million downloads of the iPhone app.

Nadella says the toolbar deals are also important: They just give us a shot at acquiring the users. They have another one coming with Conduit. Also, they are now at least an option on iPhone and Firefox.

10:16 am: Nadella says the engineering team is focused on three areas, beyond the “arms race” of overall search quality–increasing the visual organization, task-centered nature and social elements of search.

“We’re neck and neck in terms of search quality and we are able to maintain it,” Nadella says.

10:18 am: Lots of talk about the ins and outs of search tech. Nadella says Microsoft has moved from a “neural net” approach to “boosted decision trees.” (No idea what that means.)

10:22 am: Effort to make search more social is important, but just beginning. “This is a journey we are at the very beginnings of,” Nadella says, but says social will change search in terms of how results are discovered, formulated and answered.

10:24 am: Nadella is talking about the importance of visual highlighting to call out various results as well as boosting interactivity, such as including forms within results so users can take action.

Still waiting for any new stuff, but we’re told it’s coming.

Nadella says the company has broken down a list of the tasks people are trying to do when they are trying to do more than just navigate to a particular site.

“We have a pretty granular understanding just looking at the query stream of what people are trying to get done.”

Microsoft has broken it down to some 150 categories, but here are some of the top ones: 4.6 percent of searches are music related, 1.8 percent clothing and shoes, 1.6 percent consumer electronics, 1.1 recipes, 1.3 percent home furnishings.

10:29 am: On to some new stuff.

New image search launching today, but first Microsoft is talking about visual search for things like finding movies and giving direct answers for some new types of queries.

10:31 am: Microsoft is talking about any sort of non-search result as “answers.”

In one case, an “answer” for the query “let’s make a deal” would be video episodes of the game show.

But Microsoft says that automatically putting it at the top is not necessarily best. What the company says it should do instead is put it below the first two results, such as the show’s homepage, which get more clicks than the video.

10:35 am: Also when a user searches flights from Denver to Las Vegas in June, Microsoft pre-populates the fields in a flight search with a guess at the dates, in this case the first weekend in June.

10:38 am: New image search represents first major changes in a year. Biggest shift is white space is gone with just a ton of tiles of images, with some categories at the top.

For example, search “Casablanca” and you get an option for the city in Morocco, another for the movie, a third for the style of wedding dress and another for the Casablanca Lily flower.

10:40 am: On to shopping. Quadrupled the number of products in its database.

10:43 am: Bing is adding a new focus on places as “destinations” with all the potential content from booking a flight or hotel to maps and attractions.

Which is nice, because I’m ready to go on a vacation right about now.

They use weather data to show times to go to and times to avoid a particular place.

10:45 am: Microsoft is beefing up event listings with partnership from FanSnap and other partners. You get ticket info, diagram of stadium, etc.

10:50 am: Back to social. Nadella says search can change by using one’s social graph to influence search results.

First example, you will start to see when your Facebook friends “Like” a page that is in search results.

For now, such results will only come up fairly infrequently, but Nadella says it will be a big deal when you do see pages that your friends have liked.

Search allows the data your friends share on Facebook to come to you when you actually want the information.

“In a way you are taking your friends with you,” says Microsoft’s Paul Yiu.

An example is when you are shopping for a product or going to visit a place–that’s a time when you really want to know what your friends think.

(Seems pretty cool, but wondering just how infrequently this will show up.)

10:57 am: Another example Yiu gives is a search one might do at 3 am for what will make your baby stop crying. There are lots of results, but one that your friend likes might be worth trying first.

11:00 am: Bing is also using one’s Facebook social circle to rank results in people search–i.e., if you have a friend in common, it will rank that “John Doe” higher than one you don’t know.

11:01 am: Nadella is back to talk about local and maps and how that integrates with mobile. Behind him Blaise Aguera y Arcas is pulling out several phones to do a demo. (And they look like iPhones.)

11:03 am: Aguera y Arcas takes the stage to show some changes coming to maps, first on the desktop. He notes the recent shift away from putting its most powerful map features on a Silverlight-powered site. Now it is moving that all to an HTML5-based site that needs no plug-ins.

11:07 am: Bing is bringing the “tasks” concept to searches within maps. A search for a restaurant now brings up not just a map, but more info on the eatery and also the ability to make reservations via OpenTable.

11:09 am: Aguera y Arcas switches to the iPhone. Shows how people can add their own panoramas to maps using a cellphone.

11:13 am: iPhone demo over 3G is going really slow. Aguera y Arcas asks how many of the reporters in the room are using 3G.

11:15 am: Although its going painfully slow, looks like Bing app starts to recognize a restaurant search and pops up options like types of cuisine and price. The goal is to save keystrokes.

Other options are things like get a map, make a reservation, menus, etc.

Still R-E-A-L-L-Y S-L-O-W.

“This bandwidth situation is really going to suck for what I have to demo next.”

He switches to a first-person StreetSide view, but all we see are dots.

“This is so sad,” Aguera y Arcas says, lamenting that we aren’t able to see all the cool stuff. There does seem to be some new StreetSide view stuff on the iPhone app that could be neat, assuming it runs faster on the street than inside this demo room.

11:23 am: We’ve reached a new low. “Close your eyes and imagine….” Aguera y Arcas says, and then describes what the app would do if we could see it.

11:23 am: And they have switched to Wi-Fi. “This is so exciting,” Aguera y Arcas says. Now he’s going back to StreetSide. “That’s so much nicer.”

As for directions, Bing now has bus directions with schedule info in addition to driving and walking directions. “It’s about time,” he says. “I’ve been waiting for this one myself.”

Another feature reminds you to do something when you reach a certain place, like call someone or check-in to FourSquare or Facebook.

11:29 am: Aguera says we are in Search 2.0–where you do more than just search and get results.

Image search is an example. Shows the coming ability to search for something by using a camera to start a search. Basically you can shoot a picture of a page and use any of the terms there to start searching (It uses character recognition in the background).

Questions and Answers

11:32 am: How big a deal is Google Instant?

“We are absolutely studying Google Instant,” Nadella says. Says they could match it. It’s a question of whether it makes task completion easier. “Is it a value or a distraction?” Doing studies and so far Microsoft’s research says it is mixed at best.

“It’s not a game changer. It’s a nice feature at best.”

He hedges a bit on whether it is something Microsoft needs to match.

11:39 am: Mobile features were demoed on iPhone. So when will they come to Windows Phone 7 and other platforms?

Nadella says they now have software for most major phone operating systems, including Android.

“The different devices have different schedules,” he says.

11:42 am: And we’re out of here….Thanks for tuning in.

Although Andy Rubin’s keynote at D: Dive into Mobile is scheduled for just before dinner, expect to hear a lot of talk about dessert. On the menu are Froyo, Gingerbread and perhaps even a hint of Honeycomb.

Google did release a couple of tasty treats already on Monday–announcing plans for the Samsung co-developed Nexus S as well as the release of Android 2.3 (Gingerbread). But I hear the cookie jar isn’t quite empty yet.

In between sugary snacks, Kara Swisher and Walt Mossberg will pepper Rubin on the many issues facing Android and the wireless industry. Mobilized will have live coverage of the session at this spot beginning around 6:45 pm PT.

Liveblog

6:37 pm: The crowd is still settling into their seats here at the Ritz-Carlton San Francisco, the swanky home to the inaugural D: Dive Into Mobile.

6:40 pm: Lights dim. Kara Swisher and Walt Mossberg take the stage. “My husband, Walt Mossberg, and I would like to welcome you to this intimate dinner,” Swisher quips.

6:42 pm: Ironically, the crowd was asked to silence their mobile devices, but Kara says they should just feel free to leave them on.

6:44 pm: It’s Rubin time (and he has brought a satchel of goodies with him).

Rubin is asked about the Nexus One and why it didn’t shake up the business model. “We bit off a little more than we can chew.” Rubin says that they were hoping for a model more like that in Europe, where people can pick a phone and then separately pick service, typically at retail stores like Carphone Warehouse. “We were trying to do that model in the U.S. and only do it online.”

6:46 pm: Kara: So have you given up on that business model?

Rubin: With Nexus S, which is the thing we announced today, we still have that notion of an unlocked phone. But we are not selling it ourselves, but through traditional channels, in this case Best Buy.

6:48 pm: Walt: How is Android doing?

Rubin: Android started as an eight-person start-up. “During that time at Google we obviously staffed up.” Now there are 172 different phone models using Android after the OS was launched two years ago with one, the T-Mobile G1.

Rubin credits the quality of the software and the open nature of it.

6:49 pm: Walt: I notice more and more they are taking on the personality of the carrier, not Google, not the handset maker. There are lots of what I would call craplets. Verizon, for example, swapped out Google for Bing. Is there a danger it is being taken over?

Rubin: That’s the nature of open. That’s actually a feature of Android.

He takes a swipe at Windows Mobile, saying that the alternative is a commoditized world where all the phones have to have a start menu in one place and all the icons have to be tiles.

6:54 pm: Kara: Do you consider yourself the Microsoft of phones in that regard?

Rubin: No. We’re probably more like the Linux of phones, and that’s a true statement.

Walt: You mean hard to get drivers for, only for geeks, no real consumer would buy it?

Rubin: No, I think we’ve already proven that wrong. Bad analogy.

6:55 pm: Discussion about all the crapware that comes on many phones.

Rubin: The consumers are voting and the consumers are voicing their opinions.

6:56 pm: Rubin has some relatively nice things to say about the iPhone.

“I think everybody is embracing the iPhone. They are pretty open.”

Rubin says that most developers actually are having a pretty easy time getting their apps approved by Apple.

6:57 pm: Kara: How do you consider Apple as a competitor?

Certainly they make great products, Rubin says–robust, solid, good user experiences. A lot of consistency across applications. More recently I see them getting involved in the other end of the spectrum–services like a bookstore, the app store.

6:59 pm: Walt: What about Apple’s massive data center? That’s another area of competition for you guys.

Rubin talks about the power of Google’s ad-based model, which allows the core advertising to fund all kinds of applications.

Walt: Do you think Apple has the DNA to do this?

Rubin: “My assumption is Apple is a company that learns from its mistakes.”

7:01 pm: Kara and Walt: Are you profitable? Is Android profitable? Does Android make any money?

Rubin: We’re making money on the advertising that’s generated through Android.

Walt: Are you profitable if it was broken out as a separate business?

Rubin: Yes. [Wow. I'm curious about the math, but maybe if you add all the searches on Android-based devices.]

There’s no way I would have ever been profitable as a start-up. I probably wouldn’t have made it as a separate company.

7:06 pm: Walt: How do you see the rest of the competition beyond Apple?

Rubin: I don’t think it’s ever going to be just two [Apple and Android]. There’s a lot of innovation and a lot of ideas out there.

Rubin says there is a fundamental advantage to Android and iPhone since they are new and designed from the ground up.

He notes even Windows Phone 7 has legacy code from the original Windows Mobile from way back when.

“You just have this package of stuff that was invented before the Internet,” Rubin says. “When the architects built that product, they didn’t have the Internet in mind.”

7:08 pm: Walt: Is there anything you do like about Windows Phone 7?

Rubin: It was a big bet. They struck upon that notion of the centerpiece of the main tiles. It’s a good 1.0 product. It does look different and it does look unique. It’s solid. I’m not the predictor of being successful.

He says if he were to give advice to Microsoft, he would suggest that it give more freedom to carriers and phone makers so the devices don’t look the same.

Kara: Have you gone to Finland to woo Nokia?

Rubin: I haven’t been to Finland.

Walt: Forget Finland, have you tried to convince Nokia?

Rubin just laughs (a-ha).

7:12 pm: Kara: The discussions with Nokia–talk about them in detail.

Rubin: The company has new leadership [referring to CEO Stephen Elop]. They are evaluating lots of alternatives. I’m open-minded and a big proponent of Android.

Rubin again declines to talk about any meetings he may have had.

7:14 pm: What about the challenge of iconic products like RIM?

Rubin: Talks about the challenge of legacy and points out Motorola had that problem when it became overly dependent on the Razr. Then, “they bet the company on Android,” he points out.

Rubin said RIM is doing the right things–acquiring assets like QNX and DataViz to build a more modern operating system.

7:16 pm: Walt points out that RIM will be here Tuesday–PlayBook tablet in hand.

7:16 pm: Back to the discussion about persuading companies to use Android.

Rubin: If it’s good–and we all believe that it’s good–everybody can use it.

“You don’t need to be a partner of Google to run Android.”

7:17 pm: Walt asks about tablets. Are they exciting to you? Are they important to you? Can they replace laptops for some people?

Rubin: I think what is going on in tablets is interesting. It’s fundamentally changing the model of computing interaction.

It is much more physical. You touch it. You feel it.

7:19 pm: What changes in the paradigm? It’s not a laptop. It’s not a phone.

Rubin points out that we used to have PDAs, but the cellphone eventually replaced it. The tablet is a sort of in-between device so the use case is less clear. You might definitely have it on the couch, but maybe not on the subway.

7:21 pm: Walt: What makes it more interesting and more immersive? There is something different there?

Rubin: If you do a good job, what you’ve done is make it a reflex. Like a car. You learn how to drive and you can drive almost any car. You don’t get distracted by things. That’s the result of many, many years of evolution. That’s true of any consumer product. They become almost like second nature for you.

7:24 pm: Kara and Walt ask about privacy.

Rubin: There is nothing in open source Android OS that sends keystrokes or what applications you use to Google.

He encourages people to look at the source code.

Walt: There are Google services that do collect certain things?

Rubin: Yes, like on other platforms. But he encourages people to read the company’s privacy policy.

7:27 pm: How do you overcome the perception that Google wants to collect more information than the others?

I think you just have to be transparent. You have open source–be inspectable. Any other interpretation is either FUD or just people who don’t understand.

7:28 pm: On to the goodie bag. Rubin pulls out a Nexus S. Says it is his personal device.

Kara: Oh good. She grabs it and pulls it close to her.

Now Rubin is showing the features, screen, etc. He’s talking about the Near Field Communications technology that is actually printed inside the back of the case. NFC allows a phone to scan specially printed tags.

Walt: Is that what sends all the information back to Google?

Rubin: Laughs. Goes back to demoing NFC and showing the Nexus S scanning a tag, which sends a URL for a video of the Nexus S to the phone, which then starts playing.

7:31 pm: Rubin talks about the applications: Buying coffee, getting coupons.

What we are hoping is third-party developers create a lot of cool apps. Devices can also use NFC to exchange contact info between two devices as well, kind of like beaming in the old Palm days.

7:32 pm: Rubin is talking abut the Nexus strategy.

To give a “Pure Google” phone. Google works with the hardware maker to take maximum advantage of Android’s features.

7:35 pm: What’s new with Gingerbread?

We added a garbage collector. Added broader voice over Internet Protocol support. Can cut, copy and paste without a trackball.

7:36 pm: Walt: What about video calling? I know there are third-party apps that do that. It seems like a natural thing that it belongs in the phone function.

Kara: FaceGoog or GoogleTime.

Rubin: There’s a whole bunch of software engineers hitting their keyboards back in Mountain View. If consumers want it, we’ll add it. [He strongly hints that it is coming, points out there already is Google video chat for PC.]

7:38 pm: Rubin reaches into his bag of tricks again. Pulls out a prototype Motorola tablet to show a forthcoming version of Google’s mobile map application.

7:38 pm: Shows the improved 3-D abilities and new panning and zooming options. What we are showing off here is some pretty cool performance.

“It will be available for cellphones in a matter of days,” Rubin says.

What allows the new presentation is that maps are no longer a series of tiles, but rather vector graphics.

7:40 pm: Vector data is smaller and more efficient, so users can load data in case they go offline. “You could load a whole state,” Rubin says.

This app runs on Android only for now, though it will work on tablets and phones.

Walt: What about PCs?

Rubin: That would be a natural extension.

7:41 pm: What version of Android is running on that tablet?

Rubin: Honeycomb [the next version of Android, due out some time next year]. There are no buttons on the Motorola tablet. He’s showing his personal email again.

7:43 pm: More on Honeycomb: We added new APIs to Honeycomb that allow an application to split its views to multiple views. On a a tablet they can be side by side, while on a phone they might be one after the other.

7:46 pm: On to Q&A.

7:46 pm: What about the Chrome OS team? What’s the delineation between the two?

Rubin: That’s a good question. Google was born on the Web. “I don’t think it would be doing its job unless it reinvested in the Web.”

But evolution of the Web had stagnated a bit, prompting Chrome. “It’s kind of slowed down a bit.”

Apps vs. Web?

There’s no need to argue. We’re doing both, Rubin says.

7:50 pm: What are the plans for the Android team to focus on the enterprise?

We did a little bit, Rubin says, but he likens it to baby steps. Support for VPN and some secure browsing. Gingerbread has some added features like remote wipe. Each release you will see more and more.

7:51 pm: App discovery. What are your plans?

Rubin: This is all evolving. The Android market is evolving as well. Gingerbread allows “related applications.” We are always adding features.

As a search company, if we can’t help you discover apps, I think we have a problem. We should be very easily able to organize a few hundred-thousand apps.

7:53 pm: Question about mobile payments; What is Andy Rubin’s vision? Groupon?

Rubin: I think there is a lot of opportunity. It is not an opportunity that is going to be seized by one company. Today Android does carrier billing integration, so you can put apps on your carrier bill. Creates an efficient micropayment option.

With Nexus S having added gyroscope capability, can see things from even within a store. Should help make, for example, better coupon apps.

7:57 pm: Android on TVs?

Rubin: That’s exactly what Google TV is. It is Android running on a set-top box. The first versions of that are running an Intel processor.

Have demonstrated the same app can run on both a three-inch screen or a flat-panel TV.

People are building all kinds of things. Refrigerators, ovens, automotive. Rubin says the nice thing about open source is that he and Google don’t have to be involved in every use. “We knew what to do to make it scale as widely as possible.”

7:58 pm: Question about carrier data plans and pricing.

Rubin: Average usage on an Android phone is 440MB a month. Rubin points out we are at a bandwidth crunch, but that it tends to be a cycle. New networks tend not to be overwhelmed by demand at first, but then the demands grow. Then new networks come along.

How should OEMs try to differentiate?

Rubin: I think HTC has done a really good job with Sense. Motorola has Blur. People are really differentiated.

Rubin says he often hears complaints about fragmentation. “Fragmentation” is the wrong word. Different phones do things differently, but that’s differentiation. Basically the apps are still compatible, Rubin says.

8:04 pm: Is Android too clunky? Will we see a sea change where Android really gets more user friendly?

Rubin: I would probably characterize Android today as an enthusiast product for early adopters–or wives of tech enthusiasts.

8:05 pm: Rubin says the company made some concessions that led to “geeking it out.” But then there are apps that offer easier customization and personalization.

8:07 pm: Walt points out places where it requires an extra step to do things like compose an email, while the iPhone does it in a single step.

Rubin: Yep. We get it. You will see the fruits of that investment in the tablets first and then in the phones. It’s going to get better. Honeycomb will be a good start

8:08 pm: Applause and they exit stage. ‘Night.

Palm-CEO-turned-HP-exec Jon Rubinstein and Qualcomm CEO Paul Jacobs faced off with Kara Swisher of All Things Digital at a Churchill Club event last night in an entertaining discussion on the future of mobile tech.

If you missed the live video feed of the event, check back with us–we’re working to repost the video. For those who want to read text, here is my liveblog of the event.

6:48 pm PT: We’re just finishing dinner. It was a chicken in some sort of puff pastry. Nothing is happening onstage, as if that wasn’t clear by the fact I am describing the meal. I think they will get started around 7:15 or so.

7:10 pm: Just about ready to go, with intros going on now. (And I just stole Kara’s seat at the head table.)

Kara: They’re both guys. Paul is taller and they work in tech.

7:14 pm: The plan is to talk about the future, but the event begins with a trip down memory lane as Jacobs holds up the Qualcomm PDQ–arguably the first smartphone combining a cellphone and Palm Pilot. For those who don’t remember, it it was bigger than a Palm Pilot and a huge phone strapped together.

7:20 pm: Digital device history continues. We’ve traced the last decade in digital devices, from the iPod through the Treo and iPhone. Don’t forget ringtones and cellphone bowling, Jacobs reminds us, referring to the Brew operating environment that Qualcomm developed.

The iPhone changed everything, Jacobs says, because it showed that the phone makers just weren’t putting enough work into the phone’s user interface.

7:28 pm: Talk is shifting to where we are today. What are the key things that are shifting? User interfaces, touch, etc. “The other things we are seeing is all of our lives are moving into the cloud,” Rubinstein says. On the limitation side, Jacobs points to the limitations of bandwidth: “We don’t have enough spectrum right now,” Jacobs says, adding that the industry and government are working on it. ‘We are just going to have to be more creative about how we get content to the devices.”

The other big limitation, Jacobs says, is battery life. You can do all this cool stuff on your phone, but then the battery dies three-quarters of the way through the day. He puts in a plug for Mirasol–Qualcomm’s low-power display technology.

Rubinstein concurs that battery and bandwidth are the two biggest issues. “Battery technology has not progressed at the same rate as all of the other things we are trying to do,” Rubinstein says.

7:38 pm: What about all the operating systems out there, Kara asks. Rubinstein: “There’s plenty of room in the market for multiple systems,” he says, adding it won’t be like PCs, where one operating system dominates. “It’s just different today.”

Rubinstein says it’s still the infancy of the major transition. Put on the spot to rank the operating systems, Rubinstein says that clearly Apple and Android are going gangbusters. The battle, he says, is for who is going to be No. 3. “We’d sure like to be that.”

Jacobs: “I agree. It’s very early days to be calling winners and losers.” He sees pretty wide diversity of operating systems, at least for the next five years, unless the operators really clamp down. Even then, there are some alternate distribution channels emerging. Either way, Qualcomm’s in good shape as an arms dealer, he points out.

7:45 pm: Discussion of carriers. While they are immensely powerful, Rubinstein says they won’t be the only distribution channel for every wireless device. “They are not all going to go through the carriers,” Rubinstein says.

More and more screens will emerge, Rubinstein says. If I fast-forward enough years, he says, the walls are going to be big displays capable of talking to other devices.

Jacobs notes that people will be able to use their device with any tool they have access to, from a big screen to a headset to a wireless keyboard. He says Qualcomm is working on a technology that would allow wireless headsets that could work in-ear like a hearing aid.

7:50 pm: Talk about some outlandish things. Rubinstein has already thrown out the idea of a headset in your pillow. Rubinstein points out that there will be a lot of sensors, pointing to the Nike+iPod as a really early example of what we can expect a lot more of.

7:55 pm: Augmented reality is also going to be big, the panelists agree. “The (StarTrek) tricorder is going to happen,” Jacobs says. Health care will also tap mobile technology, particularly in emerging countries where there is less regulation, carriers are trusted and there are fewer skilled health care providers available. “It’s a very efficient way to manage health,” he says. “Over the next few years we will see this happen,” he says. Eventually it will come back to developed markets, but today there is too much legacy and too much regulation in places like the U.S.

8:10 pm: Sorry for the delay–we were fixing some issues with the video coding, which hopefully should be solved now. Anyway, Rubinstein and Jacobs have been throwing out things that they expect in the next five years.

Jacobs’s list includes digital networked textbooks, cellphones as gateways for health care, as well as using augmented reality to translate all the signs and menus in a foreign country.

Rubinstein and Jacobs both see a digital wallet becoming a reality, with Jacobs throwing out the idea of an end to checkout lines as the phone could pay and the store could electronically disable the security on goods, allowing the whole transaction to take place without interaction with store personnel.

“Legal shoplifting, that’s interesting.” Kara says.

The technical hurdles aren’t that big, Rubinstein says. “Clearly NFC (near-field communications) is coming.” It’s more of a social problem than a technical one, Rubinstein says.

8:21 pm: Some good audience questions. One, on what does it take to deliver an Apple-like experience. Rubinstein, who has experience as part of Apple and trying to “out-Apple” Apple, says he thinks that the key is delivering an intergrated experience.

“I don’t think Apple is the only one that can do it, but I do think it is important to have all the elements,” he says.

Another question is on the future of mobile TV–a question that prompts Jacobs to cover his face (Qualcomm spent a bundle on its MediaFlo mobile TV service that saw very limited consumer uptake and Qualcomm is now evaluating what to do with it).

Too few people liked what the service had to offer, Jacobs says, referring to limits on content, screen size, etc. Jacobs said it appears that probably broadcast makes sense for live events, while streaming with TiVo-like controls makes sense for everything else.

“I actually believe strongly in mobile TV, still,” he says.

8:30 pm: Okay. That’s a wrap from me. Thanks for tuning in. If you want to hear more from Rubinstein, he will be speaking at next week’s D: Dive Into Mobile conference.

But the troubled Web property is a…really troubled Web property, its News Corp. parent stressed today. And it needs to get its act together before it gets kicked off campus.

That’s the message that COO Chase Carey took pains to get across during his company’s earnings call this afternoon.

Revenue at Myspace was down $70 million compared to the same quarter a year ago, the company said, and “traffic numbers are still not going in the right direction, Carey said. Which means that its “current losses are not acceptable or sustainable.”

Okay. But Myspace has been in decline for some time, and Jon Miller and Mike Jones have been trying to fix it for more than a year. And last year at this time, we heard a similar assessment, only then Carey kept calling the site a “work in progress.” So how much more time do they have?

Carey: “We judge in quarters, not in years.”

My understanding is that when Miller took the job as News Corp.’s chief digital officer in the spring of 2009, he believed he had a real shot at fixing the social network, which had already cooled from red-hot to not at all.

But sources in and out of News Corp. tell me that Miller and his team are now merely hoping to patch the service long enough to find a buyer. Perhaps no one has told Carey, who seems to be conducting an anti-sales pitch.

——————-

EARLIER:

First look at Rupert Murdoch’s latest report card: News Corp. ended the September quarter with revenue of $7.4 billion and earnings of $0.27 a share (after factoring out a one-time tax gain). That’s almost exactly what the Street was looking for–expectations were $7.4 billion and $0.24 per share.

A quick run-through by unit:

• Cable: Up, because ad dollars are up and so are those affiliate fees that cable providers don’t want to pay but do.
• Movies: Down, because last year the company had an “Ice Age” movie in its results, and this year it’s fairly hit-less. It is making money selling reruns of “How I Met Your Mother,” though.
• Broadcast TV: Up, because local TV stations are doing better than last year, when they were still crippled by the recession.
• Satellite: Down, because costs were up.
• Publishing: Up, because newspapers are doing better than last year, when they were terrible. Ad revenue is up 13 percent worldwide. (This is where I note that News Corp. owns Dow Jones, which owns this site.)
• Random other stuff: Down, in large part because of Myspace and the rest of News Corp.’s digital unit, which is still trying to turn around.

I’ll come back to liveblog the conference call at 4:30 eastern, in the hopes that Murdoch says something interesting about politics, pay walls, the economy, Myspace, Apple and/or Google. He usually does!

LIVEBLOG:

BIG bummer: No Rupert on call today–because he’s traveling. (Some place with no phones? What’s up with that?)

CFO Dave DeVoe running through segment performance.

Cable: Some boasting about Fox News, FX, Big 10 Network, etc.

Movies: Nothing new here.

TV: TV stations up, but broadcast network losses up big “from higher cancellation costs.”

Satellite: [Apologies, had to duck out for a second.]

Newspapers: Again, ads up in all big newspapers.

Other/Digital: $70 million lower search and ad revenue at Myspace y/y.

Guidance: Leaving unchanged (though DeVoe notes that Myspace is still under plan).

COO Chase Carey:

Lots of focus on our retrans deals, and they are “critical” to our future. “We will be taking this business to a whole new level of profitability.”

Lots of growth ahead in International pay TV market.

Walk through of “key initiatives” throughout the company.

[Still sulking over Rupert-less call.]

Fox Film hasn’t had breakout hits, but no stinkers “in an industry known for them.”

We’ve got Jim Cameron locked up for Avatar 2 and 3, you know. And Modern Family is going to make us a pile of money in syndication.

Wish the World Series wasn’t such a bummer, and a short one. But NFL on Fox doing great.

WSJ still growing. Building digital business that “will take time to emerge.” “We feel very good” about subscription business in U.K.

“We’ve been clear that Myspace has been a problem.”

But relaunching “and we feel really good about” it. “Current losses are not acceptable or sustainable” and current management knows it, even though it’s not their fault.

But we know that we have to work very hard in coming months to get this thing sustainable.

[This is some of the most negative commentary I've heard yet from News Corp. on Myspace. Hard to sell an asset when you're describing it this way.]

Q&A:

Myspace: How much time do you give the relaunch to figure out if it’s successful. And what if it’s not?

Carey: We judge in quarters, not in years. Goal is to get to a place where top-line revenue is going in the right direction and “a clear path to profitability.”

We feel good about the relaunch. But “our traffic numbers are still not going in the right direction” and we have to stabilize that.

Fox TV content on digital platforms: It’s available on Hulu and Fox.com. How is that strategy going, and will you continue to be open?

Carey: Broadly: “This digital arena is still evolving.” We’re very focused on managing rights. Key issues: Windows, ad load, pricing. [Not answering at all, really.] “We think the digital arena is a very important one” particularly mobile, iPad, but “look, scarcity of our product is a real value.” But we’re learning as we go. “I do think it’s important that the digital platforms continue to develop dual revenue stream options.” That’s critical, and options are just beginning to evolve.

More on Myspace: There are a lot of operations in “other” besides Myspace: Mobile, Fox Audience Network, etc. What else could improve there?

Carey: Only two other businesses in there: Mobile, and outdoor networks, (and IGN). Not a lot of room for growth in those businesses.

So it’s really about Myspace?

Yes.

Avatar: What’s upside here?

Carey: Sequel to the most successful film ever? It should be pretty good! “Enormous events, without comparison or rival.”

[Please bring Rupert back!]

Please talk about terms of new Cameron deal?

Nope.

On retrans: Cablevision said they got better terms by holding out for a couple weeks. How do you react to that? If true, will we see more of these holdouts?

[Also a question about BSkyB I'm not that interested in.]

Carey: Mostly I saw Cablevision complaining that the government didn’t bail them out. But we feel pretty good about where we are. We didn’t think the government needed to get into it, and it would have been nice if the government would have been clear up front “it may not have gone off the air at all,” but whatever–”this was a matter to be dealt with between private parties.” [Ignore all those press releases we sent out!]

Can you talk about advertising trends and expectations?

DeVoe [I think]: They haven’t changed.

Cable margins: How long can you keep growing them?

Carey: We have room to drive a number of our channels, via more distribution, jacking up fees, advertising, etc.

What about getting more money from regional sports networks?

Carey: Won’t get into specifics.

[We want Rupe! We want Rupe!]

International channels seem to be doing well. Where is that growth coming from?

Carey: Part of it is the weak U.S. dollar. But overall, growth is “big and broad.”

Oh man. Even Chase Carey is yawning as he answers the question.

[Skipping accounting question.]

Back to network TV: Please talk about sports programming costs, etc. NFL, baseball, NASCAR. You spend a lot. Does retrans help support those costs? Or will you move some of that to cable?

Carey: I don’t think it makes sense to differentiate broadcast and cable much anymore. That’s the point of retrans–to make broadcast look like cable, with dual revenue stream.

On sports: It’s expensive, and draws big crowds. “It’s a unique strength in a world of DVRS” but “they come with big price tags.” We’d like to continue running it, but we have to do it at the right price.

Retrans does help, though–networks that are only ad-supported won’t be able to pay for these rights over time. Still, gotta be disciplined, etc.

Back to digital: What’s going on with Google TV? Are you thinking about different devices and different screens as a way to window, instead of calendar? I.e.: Make it available on PC but not on the big screen, etc.

Carey: I think within the house, the difference between screens won’t matter. I do think mobile is a discrete platform. [And some general chatter about tablets.]

But generally, “our content is incredibly valuable” and “we’re not going to throw it out there for everybody” unless we get compensated for it.

[Boring question about syndicated TV. Carey flipping through papers]

Hey, what about M&A deals, like Yahoo?

“Things like Yahoo are because the press needs things to write about.” [Zing! Also, hey, Jon Miller!] “We don’t need to make any acquisitions. But if there’s something out there, we should consider it, but we’ll do it in a very disciplined way” like we have in the past. Generally, we’d rather build than buy. “But if we see something we can acquire at a very attractive price that fits, we’ll take a look at it.” We’re not shopping.

[Skipping another cable channel question.]

Time for press Q&A:

How do you make broadcast look more like cable?

Carey: Retrans fees, like we’ve been talking about for the past couple years.

What about doing “premium video” (windowing movie release on TV?).

Carey: Looking at it.

What about further delaying movies to Netflix, Redbox beyond 28-day window (Warner talked about this today)?

Carey: We’re okay right now, but we’re looking at it. But as VOD grows, windows will change and evolve. But right now “we feel what windowing we’ve done has been good for us.”

Color on Apple TV 99-cent rental, please:

Carey: It’s pretty new. Only relevant for the past month or so. Too early to judge.

What’s your vision for European and British markets after you buy Sky? Will you buy Endemol?

Carey: Don’t really want to talk about it, too early.

Please talk about Times of London pay wall performance to date. Also, what are you thinking about your iPad newspaper in the U.S.?

Carey: Re U.K.: “We feel very good about it. Realistically, it’s very early….This is not something that’s a one or two quarter game.”

Same thing with the “whole digital arena” evolving, etc.

Hah. Refuses to talk about iPad newspaper. Which is not a newspaper!

Call finished, mercifully.

Later today, BoomTown is being force-marched back into Facebook’s Silicon Valley HQ for yet another press event.

Recently, there has been one for Facebook Places, another for the new sFund for social start-ups and another for, well, I forget.

But there will be lunch!

This time, it is a “mobile event” and the invite–seen above–shows two cups and a string.

While rumors of a Facebook phone seem unlikely to be the topic of the day, it would be cool if Facebook made the first DixieCupPhone.

Other possibles: An Apple iPad app, some more smartphone integration, a Groupon social deals competitor and, likely, some dull new technical information from the social networking giant.

Until the 10:30 am event, from which I will be liveblogging, here is a very funny image of an alleged FacePhone by the most excellent Sean Percival:

BoomTown motored on down to the Microsoft campus in Silicon Valley on a fabulously sunny day to liveblog the latest Bing event.

The software giant is updating its search service, announcing deep integration–part of a deal announced last year–with Facebook.

The theme, according to Microsoft (MSFT) SVP Yusuf Mehdi, quoting the Beatles, was search with “a little help from your friends.”

Let’s hope it’s not: “Help, I need somebody.”

11:35 am PT: Mehdi kicks off the show, announcing the line-up, which includes Facebook CEO and co-founder Mark Zuckerberg.

Well, it just got 100 percent more interesting here in this nondescript auditorium.

Mehdi talks a little bit about the future of search and making it better. He talks about social being an important part of it.

While I’d have gone with Barry Manilow, he quotes the Beatles.

Mehdi is followed by Microsoft Online Services Division President Qi Lu, who throws more love bombs at Facebook.

“With the partnershop of Facebook and Bing, we will be able to unlock…how people in a social relationship can be first-class citizens in a search experience,” said Lu.

It sounds so lofty, even though it is mostly trading movie review recommendations or good places to take the kids on a rainy Sunday.

Lu thanks Zuckerberg effusively and invites him onstage.

11:54 am: No hoodie.

Zuckerberg is also “honored to be here,” giving us a little history lesson about the origins of the social networking giant and its various and sundry efforts.

I’ll be honest, the lack of donuts is making me distracted.

He’s not actually saying more than bromides about “what would social search look like.”

And looking around at who would be the right partner in the arena. Microsoft! Of course! That giant investment way back when was nice too!

“They’re really the underdog here,” said Zuckerberg in the first interesting comment, noting that overdogs–that would be Google (GOOG), which he does not mention by name–never innovate much.

His take: Underdogs are the best.

12:01 pm: Mehdi is back to show off the wares in a demo.

First, what’s there. Web search in Facebook and Facebook status updates on Bing.

Zzzzzzzz. Get to the good stuff!

First, a module that brings in a Like module from Facebook into the search, with all the other information provided by Bing.

It is, said, Mehdi, particular for a person.

“This is going to profoundly change how we search,” he said of personalized experiences.

Mehdi also shows off a way to differentiate your friends who have names of famous people, who are the ones who come up on search first.

Interesting, but people search is not the biggest problem I have.

He also says more is coming, such as friend experts surfacing in search and Like in every result on a page that it was possible. Yipes!

Also, thank the Lord, the ability to turn it off.

12:15 pm: Now Facebook exec Dan Rose comes up and starts talking about the Facebook-Microsoft bromance.

Apparently, four years is an eternity in Silicon Valley in terms of a relationship.

Actually, four weeks is long, so congrats you two crazy kids!

I’d celebrate with a donut if they were here.

“More and more” social in Bing, said Rose.

It’s a match made in digital heaven!

12:22 pm: Q&A time!

So what more? The press is so unsatisfied! Yes, we are.

Zuckerberg takes the lead. New interfaces! More!

A privacy question. “This is Instant Personalization,” said Zuckerberg, who said that Facebook has five partners in that effort.

He explains Instant Personalization, saying he wants to clear up misconceptions.

It’s private enough, you oversharers!

“Just because it is all public information about you, this is really good,” he said.

But is it by default? Of course, it is. That’s Facebook modus operandi!

Opt-out should be tattooed on employees at Facebook as a requirement.

Bing does put up a warning at the top of the page, but only five times. Then, you need to go foraging to turn it off.

Next: Does Bing search queries get sent back to Facebook? Not necessarily.

But, “everything is going to be social eventually,” said Zuckerberg, as long as it is public.

Public is apparently the new black.

More questions about new Facebook Groups and other deets, none of which is that bracing.

Apropos of nothing, I am considering asking a question about the ever-exciting Hewlett-Packard (HPQ) scandal, just to jack up the volume.

I try to ask a question about Zuckerberg’s underdog comment, but no more time.

But Zuckerberg sort of addresses it, going on about why he has picked Microsoft as the favorite.

While he does not say it, it’s because Facebook is the overdog here and, as you know, every overdog needs an underdog.

Speaking of cartoon heroes, here is the opening of that classic television show:

Conclusions: It’s really cool! And also, it’s totally, definitely, going to kill someone!

Exactly who that will be is unclear: Maybe it will be Microsoft’s (MSFT) Bing! Maybe it will be Twitter, which is supposed to be “real time,” too! Or maybe it will be the dark arts of search-engine optimization!

Maybe! Or maybe it will be more like Apple’s (AAPL) Ping, which was declared a MySpace Music killer before Steve Jobs finished presenting it last week. Now that people have actually used Ping, though, it seems less homicidal and more benign/inept.

In any case, one thing Google Instant won’t do is make any significant impact on Google’s P&L. So says J.P. Morgan’s (JPM) Imran Khan, in a note he just published (almost instantly!). His big takeaways:

It won’t make Google (GOOG)  any more money, in the near-term:

We think this new product will have little to no impact on monetization rates. We see this product as an improvement to user functionality and think that its impact on advertisers will be limited. All of the ads typically associated with the suggested search appear as normal as the query is being entered. No changes have been made to serving or ranking. Although the constant updates to the results page may result in more ads served as a person types a query, this should only impact CTRs not the number of clicks as a user will not likely click on an ad until the appropriate results appear.

But it won’t cost Google anything, either:

Management expects the impact on costs to be in line with their existing search cost growth curve. Engineers adjusted the product to have as minimal an impact on servers and data centers as possible. Management expects the impact to be in line with the existing search cost growth curve.

But! If people like it (it really is cool), and that prompts them to search more, then that’s a good thing for Google, long-term.

OK! Back to the killing fields!

Steve Jobs held court this morning at Apple’s traditional September music event, unveiling goodies like a refreshed lineup of iPods; Ping, a new social network built into iTunes 10; and an updated Apple TV, with support for TV and movie rentals. Also announced was iOS 4.1, with a multiplayer Game Center, High Dynamic Range photos and HD video uploads over Wi-Fi.

The complete liveblog coverage:

9:34 am: John, Kara and Adam are here waiting for the doors to open at the Yerba Buena Center for the Arts for the start of the event.

9:54 am: Packed house today as these events often are. Seated in the theater, we’re treated to another variation on the Jobsian playlist: The Beatles, Clapton, etc.

9:58 am: A first “take your seats” warning. There’s a piano stage right, presumably for today’s musical guest. Long shot speculation in the audience that it may be Lady Gaga who was reportedly spotted on the Apple campus about 2 weeks ago.

10:00 am: Jobs takes the stage at 10 AM sharp to enthusiastic applause.

10:00 am: Job recognizes his “partner in crime” who’s in the audience today: Steve Wozniak.

10:01 am: And with that, we’re off. First a quick retail update. Jobs discusses Apple’s new stores in Paris and China, notes that the latter with its massive glass cylinder is a monument to glass engineering.

10:03 am: On to London. Another slick store in Covent Garden, Apple’s 300th. Jobs notes that Apple now has stores in 10 countries and will soon add an 11th — Spain. “We’re seeing 1 million visitors to our stores on some days, several days a month.”

10:04 am: “Our stores are bringing a lot of new users into the Mac family,” says Jobs, noting that about half of Mac purchases are made by first-time Mac buyers.

10:05 am: Moving on now to iOS devices. Apple’s shipped 120 million iOS devices since the first iPhone launched, says Jobs, adding that Apple is activating 230,000 iOS devices a day. “People throw out a lot of numbers about how many devices they’re activating per day,” he says. “We are doing 230,000 activations a day. …We think some of our friends are counting upgrades in their numbers … and we think we are ahead of everyone — if we were counting upgrades, our number would be WAY higher.”

10:06 am: “200 apps are downloaded from the App Store every second … we’ve got over 250,000 apps in the store and over 25,000 of them are iPad apps,” says Jobs. “Today we’re introducing iOS 4.1.”

Among 4.1′s features and updates: bug fixes to proximity, Bluetooth, etc. TV show rentals, High Dynamic Range Photos …

10:08 am: What’s an HDR photo? Job explains that it’s a camera that takes 3 photos in quick succession — one that’s normal, one that’s underexposed and one that overexposed and then melds them together into a better photo.

Some examples appear behind Jobs on screen and they do indeed seem much improved over the typical iPhone photo.

10:09 am: On to Game Center. “Game Center is all about multiplayer games,” says Jobs. It’s about playing games with your friends and if you don’t have any friends, it will find some for you to play with.”

10:11 am: Job’s invites Mike Capps, president of Epic Games to demonstrate a new Game Center game. The game’s called “Project Sword.” Like Street Fighter but with armor and swords. Very impressive in its detail. Game play includes demonstration of “boot-to-the-face” which goes over well with the audience.

10:14 am: Demoer is getting is ass kicked by his assistant. “This is what I get for bringing a designer with me to demo a game” Project Sword will be available for purchase in time for the holidays.

10:15 am: iOS 4.1 will be available for iPhone and iPod touch next week.

10:15 am: Now a sneak peak at iOS 4.2 for iPad. “This is all about bringing everything in iOS 4.1 to iPad,” says Jobs. “We’re also adding support for wireless printing.”

Printing is managed via a Print Center app.

10:16 am: Also coming in 4.2 Airplay — a new version of Airtunes that allows streaming of not just music to mobile devices, but pictures and videos as well.

10:17 am: Jobs demonstrates multi-tasking on the iPad. Plays some Jack Johnson tunes, checks e-mail, browses the Web. All pretty seamless.

10:18 am: Demonstrating Folders now. Works exactly as it does on iPhone. “We love these features and when can’t wait to get them on the iPad,” says Jobs. “So when is 4.2 coming out? November. And it will be free for all iOS devices.”

10:19 am: “And now I’d like to get on to today’s entree: the iPod,” says Jobs. “How many iPods have we sold? 275 million. … One of the secrets to the iPods success is that even though the iPod has a very high market share, we never rest on our laurels, we try to improve them for our users. And this time, we’ve gone all out. … It’s the biggest change in the iPod line ever.

10:21 am: Onscreen the evolution of the iPod shuffle from candybar to its latest buttonless iteration. People missed the buttons, says Jobs. So we’ve added them back. New shuffle looks alot like the second generation shuffle, but with a clickwheel. 15 hours of battery life. Comes in 5 different colors. 2GB for $49.

10:23 am: “Now let’s look at the iPod nano,” says Jobs. Again an overview of evolution of the device’s design.

“We wanted to make it smaller, and there’s only one way to make it smaller and that’s to remove the controls. And there’s only one way to control a device like that — touch. The iPod nano is now multitocuh based.

10:25 am: The new nano is 46 percent smaller and 42 percent lighter than its predecessors. 29 hour battery life. Supports Voice memos, Genius mixes, built-in FM radio. Clock.

10:26 am: A quick demo of music discovery. Jobs scrolls through the device’s library, pulls up an Ella Fitzgerald song. Navigation seems relatively easy despite the small screen size. Scrolling, swiping all work well. Screen also supports rotation via touch.

The new Nano comes in the same colors as the shuffle, plus two more — graphite and red. $149 for 8 GB, $179 for 16 GB.

10:30 am: Moving on to the iPod touch now, which Jobs refers to as the “iPhone without the phone.”

“The touch has become the most popular iPod,” says Jobs. “… Even more importantly, it’s become the #1 portable game player in the world. The touch outsells Sony and Nintendo’s portable offerings combined.”

1.5 billion games and entertainment downloads to the iPod touch alone.

10:32 am: Here’s the new iPod touch. Same form factor, but significantly thinner. It’s also been updated with Apple’s Retina Display and Apple’s A4 chip — the same one that powers the iPhone.Also on board a front-facing camera and FaceTime support for video chat. HD video recording. 40 hours of music playback.

10:33 am: The 8GB is available for $229, the 32 GB for 299 and the 64GB for $399. Pre-orders begin today.

10:36 am: And here’s the new ad campaign — iPod touch “All kinds of fun.”

“This is the strongest line-up of new iPods we’ve ever had, “says Jobs. “But as you know iPods are part of a great duet with iTunes … People have downloaded 11.7 billion songs from iTunes, 450 million TV episodes, 100 million movies, 35 million books. 160 million accounts world-wide.”

10:38 am: Jobs continues: Today we’re excited to introduce iTunes 10 … And we’re giving it a new logo. Since digital sales are outpacing those of analog music, we figured it’s about time we ditch the CD graphic.”

10:39 am: Focus of iTunes 10 is about discovery — “what are my friends listening to? what concerts are they going to?”

There’s really not a good way to do that, says Jobs. So we’re introducing Ping — a social network for music that’s built right into iTunes.

Bad news for MySpace …

10:41 am: You can sign-up to follow people on Ping just as you would on Twitter and it generates a custom top 10 chart of the music they’re listening to.

Interesting. Jobs has now mentioned Lady Gaga 5 or six times as he lists of examples of music and concert discovery. Maybe she’s not such a long-shot musical guest after all.

10:43 am: “Ping is for social music discovery and you can follow people and be followed,” says Jobs. There are privacy restrictions though — a “Circle of Friends” feature that limits sharing to a specific group of users.

“You can get as private or as public as you want and it’s simple to do it.”

10:44 am: Jobs begins his Ping demo. he scrolls through some tour photos that Jack Johnson’s been uploading. He posts a comment, scrolls lower and notices that a friend has posted something about a new song he likes. “I can purchase the song simply by clicking on it … and I can click through to see the entire album.”

Another mention of Lady Gaga, who — you guessed it — has a page on Ping and has evidently been uploading concert videos to it

10:48 am: A few more Ping pages — Yo-Yo Ma, Apple PR queen Katie Cotton, and Jobs himself.

“Now, Ping is not just available on your computer,” says Jobs. “It’s available on your iPhone and your iPod touch. … Ping: it’s a social network for music that’s built into iTunes and it’s available today.”

10:50 am: And here it is. One more thing …

10:50 am: “Actually, it’s one more “hobby”,” quips Jobs. The product: Apple TV, of course.

Jobs notes that since it’s introduction, the Apple TV hasn’t done as well as Apple had hoped. “We’ve sold a lot, but it’s never been a huge hit.” Neither has any competitive product, he adds.

“It turns out people don’t want a computer on their TV,” says Jobs. “They already have computers. They go to their TVs for entertainment — not for another computer. This is a hard one for people in the computer industry to understand, but it’s really easy for consumers to understand. They get it.”

“What do people really want,” asks Jobs. ” They want Hollywood moves and TV shows — not amateur hour. They want everyhting in HD. They want lower prices, they don’t want another computer and they don’t want to think about managing storage. They don’t don’t want to sync to their computers, they just want to watch TV … and they want this device to be silent, cool and small. … So we made something new for them.”

10:53 am: “We’ve created a new version of Apple TV. … It’s about a fourth of the size of the original.”

New Apple TV has HDMI, ethernet and a power cable — only.

10:54 am: Interesting. “We’ve gone to the rental model on this … there are no purchases on Apple TV. We’ve gone to a rental-only model and because of this, there’s no need for storage. You simply stream everything from your computer, there’s no syncing.”

10:55 am: Content?

First run HD movies for $4.99, day-and-date of DVD release.

HD TV show rentals: 99 cents and still commercial free.

10:56 am: “Now this is a big step that not all the studios wanted to take, so we’ve got Fox and ABC taking it with us now and we expect the other studios to follow,” says Jobs. “… And if you’re a Netflix subscriber, you can stream Netflix movies to Apple TV.”

10:57 am: Quick overview of the UI. Elegant. Interface now includes tomato ratings from Rotten Tomatoes. Easy previews. Viewing generally begins in a matter of seconds, says Jobs.

10:59 am: Also supported by Apple TV: Flickr, YouTube, Mobile Me.

“All these things and it all comes out of this little box,” says Jobs. “It’s amazing.”

11:00 am: The demo continues. Jobs browses Iron Man, looks over some customer reviews, Robert Downey Junior’s CV and then rents the movie. After a second or two the movie begins. Jobs scrubs ahead to a battle scene. Video quality is impressive.

11:02 am: Jobs edits his Favorite list. He notes that there’s a new episode of Glee, clicks to purchase and plays it. Moving on now to Internet content. First up Netflix. Jobs checks out his Instant Queue. Among the movies listed there: The Matrix and Lethal Weapon 4 (Lethal Weapon 4?!?)

11:04 am: Now a demonstration of the device’s slideshow feature. Standard stuff and about what you’d expect.

11:05 am: Jobs circles back to Airplay and explains that you can use it to stream movies from other devices to Apple TV.

11:06 am: He begins playing Pixar’s Up on and iPad, pushes a button and streams it to the Apple TV.

“Your going to be watching a movie on your iPad, come home, press a button and continue watching it on Apple TV.”

11:07 am: Looks like Apple TV is getting a new price as well. Wow. Apple’s dropped the price from $299 to $99. Pre-orders begin today. The device should ship in about 4 weeks.

11:08 am: Now a recap of today’s announcements: the new shuffle, a new nano, a new iPod touch with FaceTime — “The strongest line-up of iPods we’ve ever had, a new iTunes, with Ping a social network for music and finally a new Apple TV.”

11:10 am: “We started doing this music stuff for a really simple reason: we love music. And even though we;re a little more successful now than when we started that love hasn’t changed one bit….

Looks like today’s musical guest is not Lady Gaga, but ColdPlay’s Chris Martin.

11:12 am: Chris Martin takes the stage … “This probably the toughest closing gig I’ve ever had. I don’t have any new products to announce … anyway, I’ll just play one song and then another and another until you feel like lunch.”

11:21 am: After a few songs, Martin pauses: “I’m not sure what to do … is Steve around to tell me what to do next …We’re moving on now to Coldplay 2.6 … this one has a lot a features, multiple chords that our competitors aren’t yet aware of …. it’s in the chord of ‘i minor’”

11:23 am: My colleague Peter Kafka weighs in on Ping: “Well, there’s Facebook’s music service. It’s run by Steve Jobs.”

11:24 am: A few more media tidbits from Peter via Twitter

– Fox statement sets limit on $0.99 iTunes rental trial “working with them over the next several months to explore this innovative offering.””

– Disney statement on 99 rentals much less reserved than Fox. No timeline or “experiment” mentioned

11:25 am: Looks like that’s it from Martin. He leaves the stage to a standing ovation and Jobs returns.

“Thank you for coming. I hope you’re as excited about this stuff as we are … and we’ll see you soon.”

And that’s it. The event ends.

The Google and Verizon plan that the New York Times reported on last week is out. And, as Google and Verizon have said, it’s not what the New York Times had reported: A pay-to-play arrangement where Google gets the ability to speed its stuff across the Web by paying a premium.

Instead, it’s a three-tiered policy proposal–and absolutely not a “business arrangement,” the two sides insist–that will both mollify “network neutrality” advocates and worry them.

You can read the full thing here, and see Google and Verizon’s explanation of the policy/plan below. The fast version:

• The Web stays open, everyone gets treated equally–everyone with “legal content,” that is–and Google won’t be paying to move its stuff faster than the competition. It’s what everyone who says they care about network neutrality demands.
• But! Verizon and/or others telcos/cable guys/ISPs want the right to build and/or use “new services.” And those could have different rules.
• And! The open Web policies described above are for “wireline” services–i.e., pipes and cables into your home or office. But wireless broadband is a different animal. And it would have different rules, too.

The second and third points, of course, are where things will get sticky. The Google/Verizon statement is intentionally vague about what these new services would be and who would build them and what would be on them. But in the conference call to explain the statement, reporters immediately began referring to the “new services” as a “private Internet,” and I bet that name will stick.

Google CEO Eric Schmidt, for his part, insists that his company wants no part of the “private Internet” or whatever it is that may or not be built. Google “likes the public Internet,” he said, and later upgraded his affection to “love.” And asked repeatedly whether Google would use any of the new services, he repeatedly said no.

Which makes it appear as if Google has made the following trade: Give us unfettered access to whatever we want on the public Web, and we won’t squawk about secondary services you build on your “private Internet.” Which we’re not calling the “private Internet” and we’re not going to use anyway. And when it comes to mobile, well, that’s a different discussion.

There was very little discussion in the press Q&A about wireless, which is odd, given the amount of time my colleagues (and our readers) spend obsessing about the iPhone and Android and the BlackBerry, etc., etc. But surely we’ll hear more soon enough.

Meantime, what about the thing-that-doesn’t-exist-and-is-not-a-private-Internet? What are you supposed to do with it anyway? Especially, since, according to Schmidt, you won’t be using it for Google search or to watch YouTube clips?

The policy statement offers some suggestions: “Health care monitoring, the smart grid, advanced educational services, or new entertainment and gaming options.” Okay, but aren’t all of those things best used on the Web–the “open Web,” that is–anyway?

And here Seidenberg is quite vague. On two separate occasions, he suggested that the “private Internet” might be a good place to stream 3-D video. But surely he’s thinking about uses beyond “Pirhana 3D.”

But for better or worse, all of this is going to get thoroughly vetted in Washington, so I’m sure we’ll hear more about in the future. For now, enjoy your open Internet!

Earlier:

Google and Verizon are about to conduct a joint press conference, presumably to explain what the two companies are and aren’t doing with regard to network neutrality.

Last week, the New York Times reported that the two companies were working to push forward legislation that would allow Internet service providers to prioritize certain traffic on their wireless networks. Verizon and Google, in unusually loud proclamations, said the Times got the story wrong; the Times said it was sticking by its story.

Verizon and Google both plan to publish statements on their public policy blogs at 1:25 pm Eastern, and the call with Google CEO Eric Schmidt and Verizon CEO Ivan Seidenberg is scheduled for 1:30. I’ll cover it live here:

Live Blog

1:28 pm: Waiting on the promised policy blog posts. Nothing yet. *Unless Google and Verizon are conspiring to keep my computer from getting the information!*

Verizon blog now sputtering, gurgling. Perhaps something’s about to emerge…

Well, if you’re bored, here’s a Tom Petty video.

1:36 pm: No blog statements, but call is starting anyway.

Here’s Schmidt, introducing Seidenberg and their respective public policy chiefs.

Over past years, to Schmidt’s surprise, VZ and GOOG have found “more and more” that they agree w/r/t public policy.

Google needs investment and infrastructure that VZ and telcos provide; he hopes they need Google and others software..

So public policy statement coming.

But first more about Google: Open internet very important to us. Google has has enough money to get whatever it needs on the Web, but next generation of companies will need access to open Internet.

Schmidt: Lots of chatter and reporting about this since last Thursday, “Almost all of which has been completely wrong”, even though we love “sophsticated critcism.” So please read what we have to say before you talk or type.

Here’s the link. Schmidt summarizing but I’m linking. So you’ll have to read for yourself…

Seidenberg finishing up list of talking/policy points that Schmidt started. But trying to paraphrase what he’s saying nearly impossible, since it is laden with legalese and is oblique (intentionally so, I assume). So going to hang tight for a minute.

Seidenberg. “Why now, why Google”? “This debate has been somewhat hijacked by a lot of discussion and issues that are not really reflective of what the company is doing”…
So….”we agree with Google” that proposal is to “follow a consumer-driven orientation”. Ugh. Such non-language.

Q&A

Q on principle six. What does that mean? Would it mean that Google, using Android phone, on a non-public Internet, could buy up capacity to offer YouTube on Fios at a better price or speed?

Seidenberg: I think the answer is “no”. But let’s explain this. “There’s no paid priortization that would come from Google over the Internet, period.” BUT. If google or someone wants to bundle a new service with new features and that was transparent to everybody, that would be permitted.

Schmidt: Right!

Q: But you could have YouTube channel on Fios, right?

Seidenberg: Sure.

Schmidt: We wouldn’t do that. “Google likes the public internet”

Q: Richard Waters from the FT seems to be underwater.

But Seidenberg thinks he can hear him. We couldn’t degrade capacity of public internet in order to build up private capacity. We’ll start out by serving public internt. But if we have additional capacity we’ll build out both.

Q: What’s your incentive for building out public internet.

Seidenberg: “So many ways” to monetize growth.

Schmidt: Verzion and others have incentive to make pubic internet more useful, “simply because it’s what their customers want”. And there’s enough excess supply to build both. And we’ll make sure that they follow up on these promises.

Q: And to be clear – Google, including YouTube, will always be on public internet?

Schmidt: Yes.

Q: Someone from Reuters, speaking very quietly.

Schmidt: “There is no business arrangement.” btw us and Verizon. Want to be very clear that those reports (in the Times) were “false, misleading and incorrect”.

Seidenberg: “There is no business arrangement”

Q: Talks with FCC?

Both Schmidt and Seidenberg. Yeah, we’ve talked to them.

Seidenberg: We’re doing this call now to clear up erroneous reports.

Missed a question. Apologies.

Q: Please talk more about the alternative non-public internet thing you’re talking about is. What is it? And why not run it w/same rules as public internet. And Eric, are you really sure you won’t use this thing?

Schmidt: Nope. We won’t’. “We love the public internet”

Seidenberg: We’re not saying there’s an alternative internet or that we’ll build it. But if someday someone builds it, we’d like to be able to use it.

Q: OK, so what would an entertainment service on this non-public Internet be like?

Seidenberg. I’ll give you an answer “and then you’ll trivialize it”. But! Let’s say the Metropolitan Opera wants to do 3-d broadcast. Maybe they don’t want to use the public internet for that.

Q: I know there’s not a business arrangement. But why do it behind closed door?

Schmidt “This is not a deal. This is a joint policy announcement”. It’s in everbody’s interest to follow the policy, and that’s what we’ll do.

Seidenberg: “Ditto!”. And of course, we’ve talked to others as well. Carriers, folks in government, etc.

Q: All of these services (like video) are moving into IP networks, which is the Internet. So what wouldn’t be in included in the public internet here?

Seidenberg: Do you think 3-d should go over the internet? Then recites talking points from memo again. “It’s not that difficult” to understand.

Schmidt thanks everyone for getting on call (No problem!). And thanks for Verizon management for their help on this, because it’s a really big deal for everyone in the United States.

Call ends.

[Image credit: James Thompson]