If the company’s revised net-loss forecast of ¥780 billion — its previous projection, in October, was ¥420 billion — proves accurate, it would be the second-largest ever for a Japanese manufacturing company. Hitachi Ltd. lost ¥787.34 billion in the fiscal year ended March 2009, as the financial crisis struck.

Read the rest of this post on the original site »

The Japanese entertainment and electronics conglomerate reported a net loss of ¥159 billion ($2.09 billion) for the quarter ended Dec. 31, compared with a net profit of ¥72.3 billion in the year-earlier period. Revenue fell 17% to ¥1.822 trillion during the quarter.

Read the rest of this post on the original site »

The company’s stronger-than-expected core earnings come about a year after predecessor Motorola Inc. split its smartphone and set-top box businesses from its mobile and networks operations. Tech giant Google is now in the process of taking over Motorola Mobility after it made a roughly $12.5 billion bid for the smartphone maker and its extensive patent portfolio.

Read the rest of this post on the original site »

The company swung to a crushing €1.07 billion ($1.4 billion) loss for the three months ended Dec. 31st, down from a €745 million profit in the same period last year. Group sales dropped 21 percent to €10 billion from €12.65 billion.

Read the rest of this post on the original site »

The Kyoto-based videogame maker also offered an even bleaker outlook for its full-year earnings for the year to March, saying Thursday that net losses will be three times greater than its projections in October as valuation losses on foreign-currency holdings from the strong yen continued to swell.

Read the rest of this post on the original site »

“We do not take changes to our release schedule lightly, and this short delay will ensure that Max Payne 3 delivers the highest quality, groundbreaking entertainment experience that is expected from our company,” said Chief Executive Strauss Zelnick.

Read the rest of this post on the original site »

Shares rose 4 percent to $9.95 after hours on the stronger-than-expected results. The stock had climbed 11 percent this year through the close.

Read the rest of this post on the original site »

Excluding charges for compensation and other items, Salesforce reported earnings of 34 cents on sales of $584 million, up 36 percent. The problem was the quarter’s billings — the sum of revenue plus the change in deferred revenue was $567 million; 3 percent, or nearly $20 million, off the consensus.

But never fear, says CEO Marc Benioff. The company is well on its way to breaking the $2.3 billion revenue barrier, and it would be the first cloud software company to do so. The company also said it expects fourth-quarter sales in the range of $620 million to $624 million, which would be ahead of the consensus of $610 million. And it said that its expects earnings of 39 to 40 cents, which is lower than analysts had expected by a penny. One the brighter side, guidance for the 2013 fiscal year, which starts in February, was ahead of the consensus by 4 percent.

The larger question is the size of the cloud opportunity, for which Benioff is the ultimate salesman, spokesman and advocate. As successful as Salesforce has been in disrupting the traditional software model and giving companies like Oracle and SAP the occasional headache, what remains unclear is how much new services like Chatter.com — the social enterprise and collaboration features that Benioff can’t seem to stop talking about — are contributing to the top line, and whether they will justify the cost to build them.

Then there’s the valuation. Salesforce finished the regular session trading at a valuation of 615 times its trailing earnings, and it has been in sky-high territory for some time. Last month, Salesforce stock nose-dived after comments from hedge fund manager Whitney Tilson on CNBC that Salesforce might be due for a 75 percent drop, a la Netflix. Salesforce shares fell nearly 5 percent that day, to $123.

As I write these words, it’s trading six dollars lower than that, at $117. Tough day.

The Japanese entertainment and electronics conglomerate reported a net loss of ¥27 billion ($345.7 million) in its fiscal second quarter, compared with a year-earlier profit of ¥31.1 billion. Revenue was down 9.1% to ¥1.575 trillion.

Read the rest of this post on the original site »

The Taiwan personal-computer maker had previously said that it expected a profit in 2011, but Acer Chief Executive J.T. Wang said Wednesday that inventory adjustments, falling demand for notebook PCs and a weakening global economy led to a change in outlook.

Read the rest of this post on the original site »

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.

After the markets close tomorrow, Demand Media will report its second-quarter earnings.

Wall Street is expecting a solid performance from the Santa Monica, Calif.-based online content maker compared to last year.

The consensus of estimates by analysts is for Demand to lose one cent a share, which is much smaller than the 55 cents a share loss from the same period a year ago. It is also an improvement on a previous loss of five cents a share for this quarter that investors had been predicting.

Nonetheless, the company’s stock hit its all-time low yesterday, after a strong IPO in January. Since the summer, it’s been all downhill, with Demand shares off 50.4 percent since early May.

Since it went public, the stock is off 63.1 percent.

Sony, a consumer electronics bellwether for Japan and maker of iconic products like the Walkman music player, recorded a net loss of ¥15.5 billion ($198.7 million) in the quarter ended June. That compared with a net profit of ¥25.7 billion in the same period a year earlier.

Operating profit for the quarter was sliced by more than half to ¥27.5 billion from ¥67.02 billion a year earlier. Revenue declined about 10% to ¥1.49 trillion from ¥1.66 trillion.

Read the rest of this post on the original site »

But it didn’t go on for long in the case of David Einhorn’s high-profile hedge fund Greenlight Capital, which today dumped an investment it made earlier this year in Yahoo on high hopes of the value of the Internet giant’s stake in China’s Alibaba Group.

That was before the ugly public fight Yahoo got into with Alibaba over its Alipay payment unit and especially with its voluble CEO Jack Ma.

In a letter to investors, Einhorn (pictured right) said the kerfuffle, which has hit Yahoo’s stock hard, “wasn’t what we signed up for.”

Yahoo shares are down just below two percent today and are now at $15.52 each.

Einhorn said in the letter that his fund had “a modest loss” in Yahoo, which sources said was about $20 million.

Einhorn had bought less than .65 percent of Yahoo, or about 8.5 million shares in March, which he said was due to his feeling that the company was undervalued with regard to its Asian assets.

Said Einhorn at the time: “We would not be surprised if YHOO’s 40 percent stake in Alibaba Group alone was ultimately worth YHOO’s entire current market value.”

Fast forward to today:

“The Partnership bought Yahoo! (YHOO) earlier this year based on a sum of the parts analysis, which included putting substantial value on its Chinese assets. Shortly after the purchase, the value of the Chinese assets came into doubt as the CEO of the Chinese unit hived-off a valuable subsidiary into a corporation that he personally controls. From there, the finger pointing started in every direction. This wasn’t what we signed up for. We exited with a modest loss.”

Here’s the full Einhorn letter, which appeared on zerohedge.com:

Qlet2011-02

Groupon’s S-1 filing for an IPO last month certainly got a lot of ink.

Unfortunately, much of it was negative, focused on several controversial parts of the document. Most scrutinized were large slugs of money taken out of the social buying site by its founders, as well as aggressive accounting terminology to make large losses look less, well, large.

Rattled by the intense media and analyst reaction to the filing, sources said the Chicago-based company commissioned a poll of its consumers and merchants to gauge the impact.

One source familiar with the survey said that top execs and its board wanted concrete reaction from key constituencies, instead of relying on “noise from the echo chamber” of Wall Street and Silicon Valley.

And, said several people who had seen the poll, it should probably come as no surprise that the impact of the drumbeat of Groupon-is-doomed news on merchants and consumers was low, with only one percent saying that they had formed a negative opinion of the company from the filing.

That, of course, does not mean that those important groups for Groupon aren’t disgruntled about a whole laundry list of other issues.

But — for now, at least — an S-1 with some warts isn’t one of them.

Whatever the case, Groupon will continue to face scrutiny as it moves to amend the filing after comments from government regulators, and also when it reports its latest financial results soon for the three months ended June 30, 2011.

And those are numbers that everyone will surely be paying attention to.

The Japanese electronics giant said it posted a net loss of ¥388.80 billion ($4.74 billion) during the January-March period, from a loss of ¥56.57 billion in the year-earlier period.

The tax asset writeoff that translated into the hefty net loss is an indication of how the March 11 earthquake and tsunami has shattered Sony’s expectations for a robust current fiscal year.

Read the rest of this post on the original site »

The Japanese entertainment and electronics conglomerate cut its net-profit outlook for the fiscal year that ended in March to a ¥260 billion ($3.19 billion) loss from the ¥70 billion profit it forecast in February.

Read the rest of this post on the original site »

The Wall Street Journal reported earlier tonight that Microsoft–in what would be its most aggressive acquisition in the digital space–was zeroing in on buying Skype for $8.5 billion all in with an assumption of the Luxembourg-based company’s debt.

Sources told BoomTown tonight that the deal for the online telephony and video communications giant is actually done and will be announced early tomorrow morning.

The purchase–which has been spearheaded in closely held negotiations by Microsoft CEO Steve Ballmer, with an assist from Business Division CFO Amy Hood and top dealmaker Charles Songhurst–is a bold move for the software giant and its biggest acquisition in more than three decades.

The big price will give Microsoft–which has struggled in its online efforts and has lost billions of dollars for its work–a big brand name on the Web.

With Skype, which has been aggressively expanding, Microsoft will continue to lose money in its Internet efforts. Skype lost $7 million on revenue of $860 million. Operating profits, which Skype preferred to highlight, were $264 million.

And–let us not forget–Skype’s debt is $686 million. Silver lining: That’s slightly less than Microsoft’s Online Services division losses in its most recent quarter!

But, sources said, the concept is bigger than just money, including getting access to Skype’s 663 million registered users.

Skype, which had been headed bumpily toward an IPO until now, will apparently be integrated into Microsoft’s Windows Live and other online communications efforts in both the consumer and enterprise arenas, sources said.

Think Kinect connecting.

Skype has had a big-company owner before–eBay Inc. paid $2.6 billion in cash and stock for it in 2005, as a way for the auction site’s buyers and sellers to communicate.

A 70 percent stake in Skype was sold in 2009 to investors such as Silver Lake Partners, Andreessen Horowitz, and the Canada Pension Plan Investment Board. It then valued Skype at $2.75 billion.

So, obviously, the deal is a big win for them. In addition, at the time they made their investments, Skype was a huge legal mess with lawsuits flying.

Skype has since gotten cleaned up enough to attract Microsoft.

Other suitors have looked at Skype, including Google, although acquisition interest by Facebook was very much overblown, said several sources.

Interestingly, Microsoft’s new smartphone partner Nokia also held meetings with Skype’s CEO Tony Bates, a former Cisco exec who arrived at the company last fall.

Interest in Skype by Microsoft was first reported by GigaOm’s Om Malik on Sunday.

Tune in at 5 am PT for the official press release, apparently, and lots and lots and lots of analysis of whether Microsoft paid too much for Skype.

Yahoo has lost another one of its top advertising sales execs, Mitch Spolan, to a hot start-up of the moment–this time to LivingSocial.

The move by Yahoo’s head of North American field sales is the second major loss by the Silicon Valley Internet portal to a social buying site. Another Yahoo sales lead, Lee Brown, left Yahoo late last year to head sales at Groupon.

Spolan–who is a long time Yahoo sales exec, having survived a myriad of new bosses and management turmoil over his dozen years there–will become SVP of national sales at the Washington, D.C.-based LivingSocial.

In an interesting irony, he will be competing directly with Brown, who used to work for Spolan at Yahoo, in the red-hot online local discounting space.

Another irony: For the first time in 12 years, Spolan will be missing Yahoo’s national sales meeting, which is next week and where his latest boss, U.S. head Ross Levinsohn, will be selling the troops on the changes he will be making to revitalize the company’s advertising business.

Here’s the official press release:

LivingSocial Expands Executive Team Appointing Former Yahoo! Executive to Senior Vice President of National Sales

Local Commerce Leader Appoints Mitch Spolan to Build Out Team, Helping Merchants Nationwide Leverage the Powerful LivingSocial Platform

Washington D.C., March 8, 2011–LivingSocial, the online source for people to find handpicked experiences at a great value, today announces the continued expansion of its executive team with the appointment of Mitch Spolan to senior vice president of national sales. Spolan will lead development of LivingSocial’s national accounts and will expand the nationwide team to work with advertisers and marketers to better leverage LivingSocial’s powerful marketing platform. Additionally, he will focus on creating new opportunities to monetize LivingSocial’s assets through innovative, consumer-friendly advertising models.

“We are very excited to have Mitch join the senior executive team. Mitch’s extensive experience developing new online advertising opportunities and working with top marketers will help accelerate national brands’ adoption of the powerful LivingSocial platform,” said Eric Eichmann, chief operating officer of LivingSocial. “His hands-on approach, creativity and technological know-how will play an integral role in helping LivingSocial build upon its leadership position in the local commerce space. “

Spolan brings more than a decade of media sales experience to his position as LivingSocial’s senior vice president of national sales with the majority of his professional tenure residing with Yahoo!. Most recently he served as Yahoo!’s vice president of North American field sales, where he led his team to grow revenue and share with Fortune 500 clients by redefining creative opportunities. Spolan began his career as an architect and moonlighted as CEO of Innovation Solutions, an interactive advertising agency he founded specializing in creative design, media buying and planning for small businesses across the country.

“I’ve been following the group buying space from its beginning, both from an industry perspective and as a consumer myself. It’s rare that you get the opportunity to see a new industry born,” said Spolan. “LivingSocial has created a new medium where both marketers and consumers are big winners. I look forward to continuing to innovate on this incredibly powerful marketing platform as LivingSocial continues to dominate the local commerce space.”

Analysts had been calling for Sirius to break even in its fourth quarter on revenue of $740 million. Instead it reported a loss of $81.4 million, or two cents a share, on revenue of $735.9 million. The reason for the miss: An increase in operating expenses and $85.4 million in debt-extinguishment losses.

Unfortunate. Still, the company’s latest financials weren’t without some good news. Sirius added 328,789 new subscribers in the fourth quarter, up from 257,028 in the fourth quarter of 2009. And it ended 2010 with 20.2 million subscribers, 8 percent more than the 18.8 million it claimed at the end of 2009, and well above its target of 20.1 million.

Posting fourth-quarter earnings this morning, Sprint said it added 1.1 million total wireless subscribers, 58,000 of them two-year contract customers. Quite a milestone for a company that hasn’t seen a gain in postpaid subscribers in 13 quarters and a sign that Sprint may finally be turning a corner. Another good sign: Postpaid churn fell to 1.86 percent from 2.11 percent in the third quarter, and prepaid churn fell to 4.93 percent from 5.32 percent. And another: For the quarter, Sprint added almost 1.1 million wireless subscribers, its best showing in nearly five years.

All welcome news, even if Sprint is still losing money. The company reported a fourth-quarter loss of $929 million, or 31 cents a share, on revenue of $8.3 billion, up from $7.9 billion a year ago. Analysts polled by Thomson Reuters most recently forecast a loss of 30 cents a share on $8.15 billion in revenue. Said Bernstein analyst Craig Moffett, “Sprint CEO Dan Hesse might be forgiven for the temptation to hang a “Mission Accomplished” banner on the aircraft carrier that is Sprint. To his credit, he expressly declined to do so. Still, the company has at last achieved post-paid and total subscriber growth, customer service levels have improved, churn rates have been brought under control, and revenues were up.”

At $4.41, Sprint shares are up 1.15 percent in early trading as I write this.

Then again, it’s been headed that way for quite some time–it’s just that News Corp. (which also owns this Web site) is now being that much more forthright about it. News Corp. COO Chase Carey said today that the company is “actively engaged” in discussions about “strategic alternatives”.

Which is exactly what the company said a few weeks ago, shortly after laying off several hundred workers.

The only difference today was that Carey said it in an earnings call, not via a public relations proxy, and it seemed clear from his tone that the company is done with the social network.

When an analyst asked about his projections for Myspace’s losses for the remainder of the year, you could hear the surprise in his voice, when he reiterated that the “focus is on strategic options.” And asked again about timing for a decision, he said that the company was “actively engaged” in discussions.

That is: Make us an offer.

For the record, News Corp.’s $275 million charge on its digital operations, announced today, breaks down this way: $107 million of that is for the restructuring, and the remaining $168 million is a writedown, presumably focused on Myspace.

And for those who care, costs for the Daily are being assigned to News Corp.’s publishing group: $7 million of the $30 million it has spent so far were assigned to this quarter.

EARLIER:

It’s an all-News Corp. kind of day around here. Jumping on the company’s earnings call, where we’re certain to hear about the just-launched Daily tablet newspaper, along with details about the company’s $275 million writedown on its digital businesses.

(Once again: News Corp. also owns this Web site. I don’t think we’ll get mentioned during the call, though.)

4:34 pm: And we’re off. Here’s the link to News Corp.’s earnings release, so you can play along at home.

4:35 pm: On the call: COO Chase Carey and CFO Dave DeVoe. No Rupert Murdoch, which is odd since he appeared happy to answer questions this morning during the Daily unveiling.

4:36 pm: Carey on that digital charge. Also included in that number, if I understood him correctly: Losses from sale of Jamba, FAN digital display network.

4:39 pm: Now time for some context: Cable is doing nicely, as it always does for News Corp. Ad sales up 17 percent, affiliate fees up 11 percent. And that includes the one-month blackout we had with EchoStar, which cost us about $30. million.

4:39 pm: Film: We’re down, but part of that is because we had a great quarter a year ago, comparatively. But “Black Swan” is great!

4:40 pm: TV: Up, due in part because of political ads. NFL ratings and prices are up, which is good because the World Series wasn’t as good as it could have been.

4:41 pm: [If you're interested in News Corp.'s satellite business, I'll direct you to the earnings report. Back shortly.]

4:42 pm: Publishing: Down from last year. Advertising is up across the board, but Harper Collins is down, and we invested in the Daily [so that $30 million charge is *not* included in the $275 million?]

4:43 pm: “Other”: Pretty much Myspace at this point, which is a mess. A loss of $156 million, which is $31 million worse than last year. Myspace results are “worse than our expectations.”

[Apologies, that was DeVoe.THIS is Carey:]

4:44 pm: Ad markets up at all our cable businesses, but we’re not dependent on that, because we have this great revenue stream from subscriber fees.

Fox News beat all other news networks combined. It’s the No. 4 channel in basic cable. All our affiliate deals are coming up, and we’re going to get a lot more from the cable and satellite guys for the rights to that channel.

4:47 pm: Ad market strong for broadcast, too. “Absolutely thrilled” with “American Idol”‘s performance. Fox Sports doing great, too. NFL was best ever, and Super Bowl will be great. NASCAR may be down a bit, though.

And don’t forget that we’re now starting to get paid by cable guys for our Fox broadcast, too, which they used to get for free. “We’ll be taking this business to a whole new level of profitability.” Will generate $1 billion annual operating income in a couple of years.

4:50 pm: [Satellite talk, which makes me drowsy yet again.]

4:51 pm: TV studios doing great. Making a pile from “Modern Family” reruns. “Glee” a money maker, too.

Film studios not as strong this year, but that’s the nature of the business.

And don’t forget “Avatar” 2 and 3!

4:52 pm: On the Daily: Rupert is still giving briefings on this as we speak–exactly the kind of thing we should be doing.

On Myspace: Completed “rebuild” of business, and “right-sized it.” And “now is the right time for News Corp. to consider strategic options for the business…and we’re “evaluating strategic alternatives.”

Time for Q&A: First question was about retrans fees, which I missed. But retrans worth “hundreds of millions of dollars.” Carey says.

Q: Color on ad market, please.

Carey: “It’s really good, solid growth” across all platforms. Print not as much as TV, but everything’s strong.

Q: What do you think of TV Everywhere?

Carey: “I prefer to call it “authentication.” But “it’s a good thing…it’s struggled to get going” because cable systems have been resistant. But “at the end of the day, success has got to be built on making it a good experience for consumers or they’ll find another way….At the end of the day, consumers are going to migrate” to good experiences. “It hasn’t gotten very far.”

Q: More on authentication, please.

Carey: I don’t think that the right way to do this is to say, “You can watch something on cablecompany.com or Fox.com”–you should be able to watch it when you want, where you want.

[A lot of "you know"s in Carey's last answer.]

Q: Please talk about how you will monetize Fox content. Disney just did a Netflix deal, and most of that value comes from ABC content. What do you think about doing something similar, and making old shows available online, and do you think “Modern Family”‘s value has decreased because of online exposure, as Turner said?

A: Two different values–delayed access to current content, and library content, which is what Netflix is doing. Netflix is competing for library rights, generally. We’re a buyer–at FX–and as buyer, I wouldn’t want to pay a lot of money for syndicated TV and have it also show up at 20 million homes at Netflix. In general, TV businesses have been selling their product too cheaply. “We need to make sure we’re getting fair value for our product, no matter what the distribution channel is.”

5:06 pm: Q: What about moving up windows, etc. for video on demand?

Carey: Creating an early window “is very important for us.” Getting that window properly priced is important, and I think you’ll see people moving forward with it in the first half of this year.

[Sorry missed a question, and next one is about satellites. Even Carey is yawning as he answers.]

Q: What are your expectations for Myspace losses for the year “or earnings”?

“Focus is on strategic options” [as in, who cares? We're selling this dog. Do you have a dollar?]

Q: How does Hulu fit into your vision about monetizing content at Fox, etc.? Also, what’s up with TV syndication dollars? Still strong? If so, why?

A: “Hulu…they’ve done a great job.” Glad they’d doing subscriptions. And “I think the digital marketplace is going to continue to evolve…not going to speak for their strategy” etc. [i.e., non-answer].”

Meanwhile, “TV continues to prove itself…as second to none” in terms of value to consumers, advertisers.

Q: What are economics of the Daily? When will you break even, and what does it mean for newspaper strategy in general?

Carey: “The Daily is not a newspaper. It’s a news product” so don’t think about it as part of our newspaper business, or part of our television business.

By the way, we should do that with all brands and content. Not ruling out the Web, but for us, the digital play is figuring out how to leverage “the content brands that we have.” And digital is great because “for a pretty modest investment” you can create great stuff.

Five hours into our launch, I won’t talk about breaking even.

DeVoe: Like we said, we spent $30 million so far, and another $500 thousand a week going forward.

Q: Your prices and subscriptions for digital are based on household, not per connected device – ie, charge familes more, single people less. Wouldn’t that cut down on piracy, too?

Carey: DirectTV does charge per box, actually, and I think cable guys are doing that too, based on number of TVs. But “I’m not sure there’s a lot of upside” in that for cable networks, etc.

[Apologies, have to duck out of this for a few minutes]

[Back now, thanks]

5:30 pm: Sigh. Another Sky question!

5:31 pm: Color on timing of Myspace decision, and premium VOD launch?

Carey: Actively engaged in Myspace discussions now.

Finished. Apologies for multitasking during this one. Need an extra pair of hands, eyes, ears and another mouth today.

With the offering, LinkedIn hopes to raise $175 million. The company reports revenue for the 2009 fiscal year of $120 million and a loss of about $4 million. And for the first nine months of 2010 it reported revenue of $161 million with a profit of $1.9 million, or about 4 cents a share. It may be profitable now, but it doesn’t expect to be profitable on a GAAP basis in 2011 because it expects its costs to increase. Leading the list of costs it expects to increase: Technology infrastructure.

As of Sept. 30 it was sitting on nearly $90 million in cash.

As BoomTown’s Kara Swisher reported earlier today, the offering will be led by Morgan Stanley, with J.P. Morgan Securities, Allen & Company and UBS Securities all part of the underwriting team. No mention of Goldman Sachs however, which is also an investor.

The Mountain View, Calif., company runs what it calls “the world’s largest professional network on the Web with some 90 million members in 200 countries and territories.” The filing reports a monthly average of 65 million unique visitors during the three-month period ended December 2010, nearly double the 36 million from the same period in 2009, and 5.5 billion page views during the same period, up from 2.8 billion in 2009.

LinkedIn’s had a head count of 1,000 990 full-time employees as of Dec. 31. Of those, 524 were in engineering, product development and customer operations; 313 were in sales and marketing; and another 153 were classified as general and administrative.

Revenue for the first nine months of 2010 breaks down like this:

LinkedIn says that 27 percent of net revenue came from customers outside the U.S.

CEO Jeffrey Weiner made $462,297, including a base salary of $250,000 a year and a bonus of more than $211,000. He has options to purchase 3,521,237 shares at an exercise price of $2.32 per share, and blocks of these options vest on a monthly basis. So far, options on about 1.6 million shares, or about 45 percent of his total option grant, have vested.

CFO Steven Sordello made $342,507, with a base salary of $240,000 and a bonus of $101,306. He has options to buy about 295,000 shares in various blocks, with strike prices that range from 46 cents to $2.32 a share.

Founder and chairman Reid Hoffman owns more than 19 million pre-IPO shares, or a little more than 21 percent of the company. With valuation estimates for the company ranging from $2 billion to $3 billion, Hoffman’s stake would be worth somewhere between $428 million and $642 million.

Weiner owns 3.8 million shares, or about 4 percent, a stake worth between $82 million and $123 million. Among LinkedIn’s VC investors, Sequoia Capital has a little less than 17 million shares, or 19 percent, followed by Greylock Partners, with 14 million shares, or a little less than 16 percent. Bessemer Venture Partners has 4.6 million shares, or about 5 percent. They invested total venture funding of $103 million and collectively hold stakes worth between $796 million and $1.19 billion, depending on the valuation.

LinkedIn’s long-awaited entry into the public market is one that many expect will be followed by other Internet firms in the coming year, including Zynga, Chegg and, finally, Facebook. And news of the filing comes on the heels of yesterday’s IPO by Demand Media, a Web publisher based in Santa Monica, Calif., which went public yesterday, with an offering that valued the company at $1.5 billion. Another anticipated IPO, by Skype, looks like it will be delayed until later this year.

Yet an IPO is only one of the various scenarios that could take place at LinkedIn. According to NetworkEffect’s Liz Gannes, one scenario could be an acquisition by Google or Microsoft that takes place either right after filing of the S-1, or right after an IPO. Recent stock purchases have pegged the company at a valuation of about $2 billion, and an IPO would likely push it even higher.