Recently, Funzio sold to Japan’s Gree for $210 million, and Zynga acquired OMGPOP for $180 million; not too long before that, Electronic Arts paid $750 million for PopCap.

In an interview, Pocket Gem’s COO Ben Liu said that mobile game companies are hot commodities right now, but to sell is shortsighted.

“We feel like it’s the early days of mobile,” Liu said. “There’s a decade-long shift occurring from PC and the Web to mobile, and games is only the first vertical to take off. There’s so much opportunity. We need all of our attention on that to be successful.”

Liu would not disclose the company’s revenue, but said that it has been growing extremely fast. Over the past year and a half, the company has moved its offices five times to accommodate the growth of its staff — from 10 to 120 employees.

And as of a few months ago, the company recorded 60 million app downloads since its founding in 2009. Its hit title Tap Zoo generated 20 million downloads alone.

Pocket Gems’ games fall into the “casual” genre, and are focused on building products that have fairly addicting play; they attract a predominantly adult female audience. The games normally have “tap” in the name — Tap Zoo, Tap Pet Hotel and Tap Jungle allow players to build, respectively, their own zoo, pet hotel and mystical rain forest.

Last week, Pocket Gems released its first game exclusively for Android, called Tap Dragon Park, which allows players to train dragons to defend their kingdoms.

Pocket Gems has been able to rise in the rankings without having to tap investors too much. (Maybe their next game will be Tap Bank?) It has raised $5 million in capital from Sequoia Capital and a handful of angel investors, and is profitable.

Here are Liu’s thoughts on some of the issues facing the mobile games industry.

On making acquisitions versus being acquired:

Liu says Pocket Gems isn’t entertaining offers at this time, but will consider making acquisitions of its own. “We’ve been completely focused on organic expansion, but I think as we continue to grow, something we’ll look at is acquisitions, as well. We are focused on building a great team organically, and are opportunistic.”

How many games can you release in a year?

“Last year, we launched 10 games total. Some of them are new IP that requires a larger team and can be franchise-sustaining, and others are seasonal titles or extensions.”

Is there an issue with copycats in the space?

“Yes, all of our games have been cloned extensively by most of our competitors. But that’s one of the prices of success. We’ve always prided ourselves on being an innovator. The thing that is difficult to clone is creativity. … We have a saying: Pocket Gems is a leader and not a follower. And many of our competitors have a fast-follower strategy.”

What are your thoughts about third-party distribution platforms, like Gree and DeNA, which are trying to create mobile social networks?

“We haven’t opened our games to third parties. It’s in our interest to develop our own platform. Their businesses are really compelling, but there’s no winning platform yet in the mobile space. We have our own loyal community, which is a powerful game engine. We don’t want to be dependent on someone else’s platform. Our own great platform is a powerful source of marketing, and it is good at letting our users know about the games. That’s the most effective.”

Is summer a good time for people to play and discover new mobile games?

“It’s a good time. People are on vacation and in transit, and it’s a natural device to use during those times. And people have more downtime and free time. We’ve found historically for it to be good. Holidays are another.”

But after a major company-wide restructuring and the divestiture of several non-core businesses, CEO John Chambers (pictured here at D5) is finding that turning the massive Cisco ship around — something he seemed to have started two quarters ago, and which continued last quarter, isn’t coming easy.

There’s the global economy to worry about. All that messy complicated news coming out of Europe about sovereign debt and cuts in government spending around the world has a way of eating into technology budgets both at Cisco’s government customers and at its large enterprise customers.

Cisco’s guidance for the quarter ending in July was especially worrisome for investors, who promptly sent Cisco’s share price plummeting by more than 8 percent in after-hours trading. Cisco called for revenue to grow between 2 percent and 5 percent, which works out to sales in the range of $11.4 billion to $11.8 billion, well off the consensus forecast of $12 billion.

Guidance on earnings was equally disappointing. At 44 cents to 46 cents a share, the midpoint lags the consensus by two cents.

So what’s going on? I asked Chambers about it in a phone interview with AllThingD held after the conclusion of Cisco’s conference call with analysts.

AllThingsD: John, the markets clearly don’t like very much what they saw today. So, from a high level, what happened — good, bad and indifferent — with this quarter?

Chambers: The first thing from a high level is that we’re executing pretty well on our vision and strategy, and we did exactly what we said we would do. We guided for growth of 5 percent to 7 percent for the year and for the first nine months we’re at 7.5 percent [revenue]. We said profits faster than revenues, and we’re at 9.5 percent. Earnings per share increasing 13 percent year over year for the first nine months and gross margins down just 1 percent primarily on product mix. We’re winning versus our key competitors and winning at a pretty fast rate. When you’re number one or two in most product categories, holding your own in switching and making it very challenging for the Huawei’s of the world, the Junipers and Hewlett-Packards … Juniper and HP we’re pulling away from and we’ll see if we can maintain it. Huawei, for the first time we’re getting much better and competing against them and understanding their weaknesses. And if you look where we are in terms of the bigger picture, we’re in the right markets. We’re in the mobility market. We’re in video. We’re in the cloud market. We’re in the social networking segment. We’re pulling them all together, and our customers are buying the architecture in a pretty good amount. Even in service providers, where most people thought they would never move toward having preferred vendors, we’re seeing something close to that at some service providers and at many of them they are starting to think about going all-Cisco.

So on things we can control and influence I think we’re in pretty good shape. In terms of the market, I’d like to add another couple of points [of growth] in service providers, another couple of points from commercial customers. The public sector is at 3 percent. I’d take that for the year, but we think it’s going to be flat, give or take a couple points.

The issue is the enterprise. And there the problem is not that they don’t have the money or that they don’t understand that it’s important to get productivity. It’s that they’re uncertain. When they are uncertain, that’s because of economic issues primarily because of Europe. And uncertainty on government policy. Then you see people deciding not to invest. And that affects not only capital spending but jobs.

So I think the market understood what we’re saying and I think most people would give us credit for being a very good indicator of what the point in time change is. But this is not necessarily a given for what is going to happen in the second half of the year. I’m just trying to be as transparent as I know how.

The July quarter is usually your seasonally strongest. Given that your guidance was relatively weak compared to the consensus, what are we to make of the quarter coming up? Is it a secular weakness or mostly the economy? Are your competitors just taking it on the chin worse that you are?

Let’s look at Juniper. It’s down 6 percent a year and routing down 9 percent. Huawei is growing 11 percent a year, but its service provider segment is growing only 3 percent. HP’s networking business is back to the levels in their switching business to what they were when HP first bought 3Com. There’s an explosion in the data center business, it’s to the point that companies who have been there a long time like IBM or HP, we’re growing 67 percent and their servers are flat or slightly down. So the results speak for themselves in terms of what we’re doing right in some areas. But we’re learning to tie things together in a way that saves customers money, saves them time to market and allows them to achieve their business goals quicker. That is the game we’re playing for. The major thing we’re after is getting the enterprises spending again. Customers — almost uniformly — are saying that my business is okay, not great, they expect it will go up gradually, and that they’re probably going to spend more in the second half of the year than they did in the first. But immediately as a follow-up to that, they all say that’s true only if they’re not surprised by something from the economy. That’s the kind of uncertainty we’re seeing, and in talking with my peers in the industry who are in similar markets, they can finish my sentences. The question is whether it’s temporary or is it a blip? We just don’t know yet.

So given the restructuring we’ve been talking about for the last year or so, is Cisco the right size? Your overall headcount is down more than 8,000 from a year ago, but it’s up by more than 1,300 since the last quarter. Are you at the right size or are there more changes coming?

Out of the 1,353 people we added, the vast majority were either advanced services or engineers. We needed more engineers. The additions were around either building products or converting services. In terms of our organization structure, we re-did Cisco. We’ve learned from what we did well in the past, and you wouldn’t see the turnaround as quickly as we did if the structure weren’t so strong. But we needed to restructure how our customers buy, and how we build products. We needed to be nimbler and simpler in how we get decisions done. And that is a journey. In the past we tended to get a market transition, good or bad, and take off on a good one or address a bad one, and we would end up gaining market share almost always coming out of these. We’ll see if we do it again this time. But we weren’t constantly reinventing ourselves to avoid hitting the next wall or the next inflection point. That is what we’re trying to do. This is a continuous journey. While we were four or five inches around the waist, I think there’s still more work to be done in our middle levels. I think you’ll see us address that in the next year or two. Does that mean we’re going to adjust the market given that the market may have slowed? I’m not sure it has yet, we’ll know in a couple of quarters which way it’s going. The answer is, not in a major way. It’s too early to say which way this market is going. We’re not going to over-react or under-react.

You just made a major acquisition with NDS, about $5 billion. You still have a lot of cash on the balance sheet. What’s your stance on acquisitions?

Ongoing at Cisco we will do innovation through internal development, including internal start-ups, through strategic partnership, and acquisitions and intergrating all of the above. NDS is one of multiple moves that we will make, not just in the video space for us, but it was also a major cloud play for us and a major social media move if we do this right. It plays right into the sweet spot of our service providers and content providers. Our ideal target has not changed: 100 engineers with a product that is just about to come to market, where our customers say that if they were owned by Cisco they’d buy a lot of it. The $5 billion price is higher than what we’ve traditionally paid, but it’s on the order of Stratacom and Tandberg, for which we paid about $3 billion each. But our ideal target is smaller, and you’ll see us continue to be selectively active in the market.

You’re said to be heavily focused on gross margins. One point that came up on UCS: You say it’s growing like crazy, off a low base, but one of the analysts pointed out this week that it has the overall effect of bringing down the gross margin a bit. How are you addressing that?

That’s true on specifics. UCS by itself, even with a premium versus our peers, is going to be below our gross margin of 65 percent. So, by definition, as you add more of those it has a major effect on gross margin. When you combine UCS with our Nexus 2000 and 5000 switches the blended version gets the margin higher, though still not as high as the overall gross margin. Our challenge on gross margin, and the reason why we’re going to focus aggressively on each gross margin area this year, is that it’s more of a product mix issue than it is an issue of pressure on gross margins on any specific product. In terms of the base for UCS, it’s getting close to a $2.5 billion run rate and probably closer to $3 billion by now. So the base is getting larger, and in North America our market share is close to 20 percent and globally our best guess is 14 percent as best as we can tell. So that’s pretty good execution.

At this point, as he did last time we talked, Chambers asked me what song I’d pick to musically illustrate Cisco’s quarter, sticking with a tradition started a few quarters back and continued last quarter. I told him I wanted it to be a surprise, but that I think he’d like it.

This quarter, I dedicate to Cisco Ringo Starr’s “It Don’t Come Easy.” The hard work of transformation done, Cisco is finding that, despite being leaner and meaner, it has still got some way to go and finds itself in a tough market. In the video below, Ringo performs with fellow Beatle George Harrison at the 1971 Concert for Bangladesh. As everyone at Cisco knows, nothing worth having comes easy.

Zander Lurie — CBS’s SVP of strategic development, who worked on a number of its key digital initiatives — is leaving the media giant.

Lurie has been involved in everything from the company’s acquisition of Clicker to its recent spate of licensing deals for digital distribution of its premium content to the integration of its CNET tech news unit.

He does not have another job lined up, but is looking for an operational role, he said in an interview.

Lurie was CFO of CBS Interactive, before moving to his corporate role. Previously, he worked on M&A at CNET.

“CBS is now at a place where everything is really integrated and working between all the digital platforms and our sports, news and entertainment products,” said Lurie. “So, I want to get out and build something new and from the ground up.”

In an interview, co-founder and President Anil Dharni said the company was founded two and a half years ago, but it didn’t make its first mobile game until nine months ago. Since then, it has launched three titles, including Crime City, Modern War and Kingdom Age, all of which have generated more than 20 million downloads.

The quick multimillion dollar sale is reminiscent of Zynga’s recent $180 million purchase of OMGPOP, which had been around for awhile but only recently catapulted to the top of the iPhone charts with its overnight hit Draw Something.

Dharni said the two back-to-back sales are not necessarily an indication of a trend in mobile games.

“We tend to hear only about the successes,” he said. “If you look at some of the other mobile gaming companies, some have gained traction but there’s others struggling that have fallen off the charts. … I think the downward trend is also happening.”

All three of the company’s games are free to play and monetized through in-game items. Both Kingdom Age and Modern War are among the top 25 grossing apps on the iPad. Crime City is the company’s oldest title. Neither Funzio nor Gree disclosed how much the apps are grossing, but Dharni said what makes its games stand out from the rest of the pack is player retention. And generally, the longer players engage with the games, the more likely they are to make purchases.

Funzio, which previously raised $20 million in capital, is expecting to be completely integrated into Gree’s San Francisco operations, relocating all of its 125 employees to Gree’s offices, where the two will have more than 300 employees all told.

“From day one, the thing we proposed was that we didn’t want to be an independent studio. We want to be integrated as much as possible in Gree,” he said.

Gree, which is a mobile-gaming powerhouse in Japan, is aggressively trying to build a worldwide social network for games on mobile devices. Rivals include DeNA’s Mobage network, which came to market through the acquisition of San Francisco-based Ngmoco, and Apple’s Game Center.

Funzio will now begin developing games for Gree’s mobile social platform, although they will not necessarily be exclusive.

Dharni said both he and the company’s co-founder and CEO Ken Chiu started talking with Gree a few months back, and since then had discussions with a number of other suitors, whom Dharni characterized as the “usual suspects.”

What stood out about Gree was its vast experience and knowledge about the mobile gaming space, he said.

“Mobile games in Japan make a ridiculous amount of money and we are just getting started in America. They are two to three years ahead of us in terms of understanding game mechanics and monetization. We can learn so much from them,” he said. “They are super smart and hungry folks and their vision matched ours. We had excellent alternative options, but we found the perfect partner.”

Late today, it announced the acquisition of Funzio for $210 million.

At that price, it exceeds what Zynga just paid for OMGPOP, which arguably had just one hit game. Sources said at the time that Gree was also one of the bidders in that deal.

Funzio, which is based in San Francisco, has developed a number of well-received mobile social games, including Crime City, Modern War and Kingdom Age, all of which have generated more than 20 million downloads.

“The team at Funzio is creating some of the best mobile games in the world today. This acquisition allows us to join their talent and expertise with our vision for a mobile social gaming ecosystem,” said Naoki Aoyagi, Chief Executive Officer of Gree International, in a release. “We are extremely excited to expand our mid-core portfolio and continue to show how the mobile games market is the inevitable next step for gamers worldwide.”

Funzio’s executive team, including CEO Ken Chiu and COO Anil Dharni, will join Gree International as Senior Vice Presidents while CTO Ram Gudavalli and VP of Engineering Andy Keidel will join as Vice Presidents. In February, Gree announced aggressive hiring plans in San Francisco. The company said it was moving into a new 41,000-square-foot office this spring, which will enable it to double its headcount to about 300 employees.

In May 2011, Funzio raised $20 million, and more recently, TechCrunch reported it was seeking to raise $50 million at a $350 million valuation.

Gree is aggressively trying to build a social games network for mobile phones, similar to the network Facebook has built for social games on the Internet. Rivals include DeNA’s mobage network, which came to market through the acquisition of San Francisco-based Ngmoco, and Apple users would compare the network to the iPhone and iPad’s Game Center.

But in order to attract users, it must first have good games. For foreign companies, like DeNA and Gree, it’s even more important for those games to appeal to Western markets as they try to expand here.

Now, with the acquisition of Boston-based PickupZone, it is rolling out a way for retailers to combat one of Amazon’s newest programs, called Lockers.

One inherent strength of physical retailers is that they have stores where users can shop as well as pick up items they’ve purchased online. Likewise, one of Amazon’s weaknesses is that it is entirely online.

But that could be changing.

The e-commerce giant has started testing out a service called Amazon Lockers, which allows consumers to pick up packages from secure mailboxes at 7-Eleven. So far, the service is being tested on a limited basis in Amazon’s hometown of Seattle.

Earlier this month, we reported that Amazon is working hard to expand Prime beyond Amazon.com, and that there are a number of options for additions, including the ability to pick up items in person.

The early tests by Amazon to provide Lockers — and the possibility of combining the service with Prime — is clearly motivating retailers to leverage their physical stores.

As part of the acquisition, ShopRunner said it will launch PickupPoints, a network of locations at retail stores where ShopRunner members can go to pick up their packages. Between PickupZone’s locations in Boston and Chicago, and store footprints from ShopRunner partners, including Toys “R” Us, American Eagle, PetSmart and Sports Authority, it can easily beat Amazon to the punch by offering more than 30,000 potential pickup spots, the company said.

ShopRunner declined to comment on how much it paid for PickupZone, a privately funded three-year-old company. PickupZone is modeled after Kiala in Europe, which has 7,000 pickup points in five countries, and was recently bought by UPS.

ShopRunner said PickupZone’s co-founder Hooman Hodjat will join the company.

And here’s the reason why: There are hundreds of game companies competing on Facebook, and Zynga is single-handedly grabbing 15 percent of all the revenue.

A report published by Digi-Capital, an investment bank focused on videogames, says this year will be a strong one for consolidation, based on the number of discussions it is having with investors and management teams.

The bankers said the catalyst for the consolidation is either lack of revenue, or profitability, or both. The report said that Zynga, Wooga, King, Electronic Arts and Peak Games are all doing well, but as you get further down the list, many others are struggling to gain momentum.

Meanwhile, the leaders in the space — and particularly Zynga — are constantly having to come up with new games to keep their user base engaged, which is good news for companies that have strong games or teams and are looking for a buyer.

In the first quarter of 2012, Digi-Capital reports, 30 deals closed across all game sectors for a total value of $1.7 billion. In particular, casual, social, mobile and massively multiplayer online games were in demand.

In 2011, a total of 113 games transactions took place, for a total value of $3.4 billion.

Zynga, which recently spent $180 million to acquire OMGPOP, said it is looking to purchase more companies — and has the deep pockets to do it. Besides the leading social games company, the report noted that other companies looking acquire or invest are from China and South Korea, and they are specifically interested in social, mobile or other free-to-play games in domestic and international markets.

Before you get too excited, Facebook didn’t disclose Zynga’s actual results, but it did provide an update on how much Zynga is contributing to its overall revenues.

Over the next three days, analysts will do their best to extrapolate what these numbers mean for Zynga.

In late afternoon trading, the market reacted somewhat positively. Earlier this morning, Zynga’s shares were down as much as 6.9 percent. But, after the filing was released, Zynga closed down only 2.4 percent and was trading at $9 a share.

In the first quarter, Facebook said Zynga made up 15 percent of the social network’s revenue, from both advertising and the sale of virtual goods. In comparison, Facebook estimated Zynga contributed 19 percent of its revenues for all of 2011.

As it stands today, the two companies are an inseparable pair. Zynga is Facebook’s largest partner and Facebook is where Zynga attracts most of its user base.

Facebook is able to generate revenue from Zynga three ways: Processing fees generated from the sale of virtual goods using Facebook Credits; third-party advertising on pages generated by Zynga’s games; and direct advertising from Zynga.

On the surface, it looks like Facebook is becoming less reliant upon Zynga. But Facebook did not explain why Zynga’s portion of the pie fell this quarter, and it’s hard to compare one quarter to a full year of results.

Facebook did warn that Zynga recently launched games on its own Web site, and that it could choose to try to migrate users from Facebook to its own platform. “We may fail to maintain good relations with Zynga or Zynga may decide to reduce or cease its investments in games on the Facebook Platform. If the use of Zynga games on our Platform declines for these or other reasons, our financial results may be adversely affected,” Facebook wrote in its update IPO filing.

Zynga is also investing more heavily in mobile, including its recent acquisition of OMGPOP, which leverages Facebook’s social graph, but does not profit from when companies only use the network for credentials on the mobile phone.

In addition to revealing how much revenue comes from Zynga, Facebook also broke down how much revenue came directly from the game maker compared to third-party advertisers. Facebook said direct revenues, including payments and advertising, made up 11 percent of its revenues in the first quarter, and an additional four percent of its revenues came from third-party advertisers displaying ads on Zynga’s pages. As previously disclosed, the same results from the year ended 2011 were 12 percent and seven percent, respectively.

But because Facebook lumps together both advertising and payment revenue when disclosing Zynga’s contribution to the company’s revenues, it’s nearly impossible to back-out Zynga’s revenues.

In an interview with Bloomberg, CEO Mark Pincus said he’s looking for both great teams and companies that have break-out hits.

It’s not a big surprise that the social games company would go on a buying spree.

As the largest social games developer on Facebook, it has created a hits-driven business, and since it is virtually impossible to sustain a near-perfect record of hits, it must also buy them.

The San Francisco company also has the resources to pull it off. Thanks to its IPO last year, it has $1.81 million billion in cash and no debt, and in January, it hired Barry Cottle from EA to head-up acquisitions and corporate development.

OMGPOP is a case in point: It developed a game called Draw Something, which was an instant sensation on iPhones and Android devices. Zynga paid more for the 40-employee company than it did for the past 22 acquisitions combined. Over the past year, it also tried aggressively to purchase both Rovio and PopCap, which ended up selling to Electronic Arts.

And now it’s telling the world that its purse strings are loosening.

“We’re sitting in a very advantageous position,” Cottle told Bloomberg. “We have a significant amount of cash, we have no debt, and we have access to debt to be as aggressive as we need to be.”

Shares of the New York-based company gained $6 to close at $27.06 today after Reuters reported that the company was in the process of hiring a financial adviser after it received takeover interest from private equity firms.

Travelzoo spokeswoman Lisa Moore declined to comment on whether the company was for sale.

Travelzoo is one of the pioneers in the daily deals business. For more than a decade, it has been sending subscribers a weekly email highlighting what it calls the top 20 travel deals.

A list of obvious acquirers for Travelzoo includes Google, which famously failed to buy Groupon for $6 billion. More recently, Google bought travel company ITA Software. Amazon could also be interested as it pushes AmazonLocal, its daily deals business; however, it already owns a percentage of LivingSocial, the second-largest deals company after Groupon.

A host of other companies could also take a look at the deal, including its travel competitors, such as Expedia or Priceline, or several international providers.

Unlike Groupon, which takes a cut of the revenue when a deal is sold, Travelzoo uses an advertising model where companies pay a fee to get in front of its large email audience. More recently, the company shifted gears to enter the local deals space, offering discounts on restaurants and other local services. In those deals, it charges the merchant a percentage of each transaction.

Today, the company’s market value hovers around $300 million, falling way short of Groupon’s $9 billion valuation and making it a prime acquisition target.

The company’s main assets are its sales team and its list of subscribers, but generally, it is not known as a technology leader. The company’s Web site is still fairly basic with a red, white and blue theme and has very few pictures, which the company says is on purpose. Before any acquisition closes, the potential acquirer would want to know how much the two companies’ subscriber bases overlapped.

In 2011, the company reported revenues of $148 million, up from $112 million over the same period during the previous year.

Condé wouldn’t disclose a purchase price but people familiar with the transaction tell me it’s around $14 million. That number includes earnouts for some of the two-year-old company’s employees.

So no, it’s no Instagram. But it’s still significant for Condé to spend money buying new digital stuff. And the company intends to buy more, says president Bob Sauerberg: “We’re out there looking.”

At the end of 2010, Condé’s parent company Advance Publications announced that it had set up a $500 million M&A kitty and hired former Yahoo executive Andrew Siegel to run the fund.

ZipList, which lets users find recipes online and assemble shopping lists which they can sync to their iPhone and Android phones, will continue to operate as a standalone brand. But Sauerberg says Condé will integrate the service with its existing online food brands, like Epicurious. “Think of Condé Nast as one of ZipList’s first new customers,” he said.

ZipList already has integrations with other publishers, including Martha Stewart Living Omnimedia. Martha Stewart was also an investor in Ziplist, along with Softbank Capital. The start-up raised a reported $4.5 million, which means investors will get their money back on this one, likely with a modest return.

Increasingly, that phrase can be applied not only to Las Vegas casinos, but also to Facebook, which takes a 30 percent cut of game developers’ revenues for the right to be on the social network.

“Facebook is almost the same business [as casinos],” said Chris Satchell, CTO and EVP of research and development at International Game Technology, which makes both traditional casino games and social games. “Facebook has real estate and customers, just like the casinos.”

Since 1981, IGT has been developing and manufacturing slot and video poker machines for casinos. Some of its games include recognizable brand names such as Wheel of Fortune, Big Buck Hunter, The Hangover and Sex and the City. Now, the casino game-maker is trying its hand at social games.

To make the leap, in January IGT acquired Seattle-based Double Down Interactive for $500 million. This week, the company launched their latest social game, called American Idol Slot, within Double Down’s casino on Facebook, which ranks in the top 25 by drawing 5.4 million gamers a month.

The American Idol game lets people spin the wheels featuring the faces of Season 11 contestants with host Ryan Seacrest looking over their shoulder. The free-to-play game allows you to win additional chips. Those who aren’t as lucky can buy 75,000 for $1.

The company says the game was in development prior to the acquisition, but says it is an example of how the two companies make a great fit.

Satchell said the idea is to enable cross-platform gaming experiences, so that players can connect to games before, during and after visits to casinos. Obviously, using big names helps.

But he also sees Facebook as a way to introduce casino games to a younger crowd, who are more likely to go clubbing at a casino than play highly profitable slot games.

“If we could just get them to understand that it’s fun. Social gaming is a good way to do that, and it’s a good business in its own right,” he said.

It’s a good business now, but it may be an even better business in the future when online gambling is legalized.

Late last year, the Department of Justice issued a new interpretation of the Wire Act of 1961. Under the new ruling, it interprets the Act as only outlawing bets on sporting events — not all events and contests. With that clarification in place, it will now be up to each state to pass legislation outlining operating procedures.

Some states have already passed laws, encouraging several companies, including IGT, Zynga and Caesars Interactive, to place their bets.

In a blog post, Google disclosed the purchase but did not reveal the terms. The New York-based company was working on a number of payment technologies, including prepaid and gift cards.

It is no secret that Google Wallet has had a difficult time since launching about a year ago.

Since then, any momentum it had created was squelched when it failed to secure partnerships with the four major wireless providers in the U.S. Today, it only works on a handful of Android smartphones sold by Sprint. Other carriers — most notably, Verizon Wireless — have refused to adopt the Wallet and instead are working on their own mobile payments strategy in a joint venture called ISIS.

Additionally, the Google Wallet technology relies on near field communication, or NFC, which is not available at all retailers or embedded in many phones.

In the meantime, other companies have had some successes. EBay’s PayPal has rolled out its payment technology in all 2,000 Home Depots, and other companies, like Square, are going after the small-to-medium-sized businesses.

Google has also faced a number of internal setbacks, including a couple of departures from the team, such as the resignation of Vikas Gupta, who was the head of consumer payments, and the reassignment of Stephanie Tilenius. Additionally, it was reported today that Google Wallet’s co-founding engineer Rob von Behren has joined Square, according to NFC Times.

Osama Bedier, Google wallet and payments VP, wrote in the blog post that TxVia has partnerships with some of the industry’s best-known brands and manages more than 100 million accounts.

“Their leadership team has played an instrumental role in defining the fast-growing prepaid card segment of emerging payments,” he said. “We’ve worked closely with TxVia over the last year, and they’re a forward-thinking team that will help us take the next steps in realizing the future of commerce. We welcome the TxVia team to Google.”

True to his word, the entrepreneur has done a lot in the past eight months.

He sold his start-up to eBay for $240 million; became PayPal’s VP of Mobile; and launched PayPal’s mobile payments service, called Here. Now, he’s been named president of PayPal. The position opened up in January, after Scott Thompson stepped down to become CEO of Yahoo.

Now, with his appointment, Marcus’s list of things to do grows a lot longer.

In an interview, eBay CEO John Donohoe emphasized that what PayPal needs more than ever is an entrepreneur at the helm, one who can take advantage of all the opportunities that lie ahead.

“It’s the right time for PayPal to combine the global scale and reach with a product guy and entrepreneur like David, who is going to take PayPal to the next level,” he said.

PayPal, which is eBay’s fastest-growing division, is pushing into two new hot areas: Mobile payment and point-of-sale.

Mobile payments are taking off as people shop online from their phones and tablets, while offline is a massive opportunity dominated by the Visas and MasterCards of the world.

It’s hard to put a dollar figure on the market opportunity, but PayPal tries putting it in perspective.

In mobile alone, it expects payment volume to hit $7 billion this year, up from $150 million in 2009. For point-of-sale, it will double PayPal’s $70 billion business if it captures 2 percent of all sales. If it captures 4 percent, it will triple it.

Before joining PayPal, Marcus was the founder and CEO of Zong, a mobile payments company that was building a platform that allowed users to charge purchases to their carrier bill. Today, PayPal uses Zong’s platform for mobile payments, and is also leveraging it for its offline payments business. For instance, when using PayPal to pay at the register, users don’t need to have their wallet or phone with them. They can simply enter a phone number and PIN to pay. That technology is live today at more than 2,000 Home Depots.

Donahoe said he was impressed by Marcus when eBay was still in talks to acquire Zong.

“He really felt deeply that if he could get Zong to PayPal’s scale that we could do extraordinary things,” Donohoe said. “From the moment he joined, it’s been fun to watch an innovator who’s been recognizing that he can innovate at scale.”

Over the past seven months, Marcus has been charged with the launch of PayPal Here, which allows small-to-medium-size merchants to accept payments using a small dongle plugged into a smartphone. The service, which launched earlier this month, is nearly identical to a service offered by Square, a start-up founded by Twitter’s Jack Dorsey.

Marcus said he was really impressed with how fast it was to launch such a complicated product that required encryption and compliance on a global scale. In the first 24 hours, the company signed up more than 1,000 businesses an hour for Here.

“The organization came together, and we built it really quickly,” he said. “I’m excited in this new capacity. If we innovate at scale, we can change the world in a meaningful way.”

TechCrunch first reported the acquisition, which was posted on the FeeFighters’ blog.

“Our goals have always been to help small businesses run more efficiently, and by teaming up with Groupon, a pioneer in local e-commerce, we are able to execute on that goal even better than we were as an independent company,” writes FeeFighters’ co-founder and CEO Sean Harper.

Terms of the deal were not disclosed.

Harper said that most of FeeFighters’ employees will be joining Groupon, and that it does not have any major changes planned for its product line.

The company is known for providing businesses with a way to compare fees for various payment methods, based on volume and average transaction sizes. It also has built an online payment gateway, called Samurai.

It’s not immediately obvious why Groupon would be interested in FeeFighters, but over the past few months, it has been working hard to establish itself as a company that provides many services to small business, including lead-generators like daily deals.

For instance, earlier this week, it rolled out Groupon Scheduler, which allows spas and salons to book appointments with customers online.

To accomplish this goal, Groupon has acquired a number of tech companies.