The democratizing of 3-D printing just saw its first big deal, with the sale of MakerBot to Stratasys for $403 million in stock, with an additional $201 million in performance-based earn-outs.

Stratasys is a larger industrial 3-D printing company, which has been around since 1989, while MakerBot has pioneered the desktop 3-D printing. But it has sold more than 22,000 3-D printers since it was founded in 2009, especially the most recent MakerBot Replicator 2 unit.

With it, a consumer can print out small objects, such as a plastic figurine. But the entire 3-D industry is innovating rapidly and things such as replacement body parts are also being printed on some machines.

MakerBot will continue to operate independently, out of its new factory in Brooklyn, Minneapolis- and Israel-based Stratasys said. MakerBot also has one retail store in Manhattan, where it shows off its printers and the thousands of objects that can be made from it.

Stratasys is a publicly-traded company, which merged with another company in the space called Objet, last year.

In 2011, MakerBot raised $10 million from a number of investors, including Foundry Group, RRE, True Ventures, Facebook exec Sam Lessin and Amazon CEO Jeff Bezos’ personal investment group Bezos Expeditions. Thus, it’s obviously a big win for them all.

“We have an aggressive model for growth, and partnering with Stratasys will allow us to supercharge our mission to empower individuals to make things using a MakerBot, and allow us to bring 3-D technology to more people,” MakerBot CEO and co-founder Bre Pettis said in a press release. He will continue to lead the company.

Said Stratasys, about its move into the “prosumer” or “maker” arena: “The merger enhances Stratasys’ leadership position in the rapidly growing 3-D printer market, by enabling Stratasys to offer affordable desktop 3-D printers together with a seamless user experience.”

Indeed, sources close to the MakerBot said it was on track to reach revenue of more the $75 million in 2013, a huge leap over last year’s $10 million in sales. It could be more if its new scanner product is released on time and sells well. It will allow a user to scan an object and then render a digital file that can be used to print it, all without requiring drawing skills.

In addition, MakerBot also had many offers for additional funding, said sources, at similar valuation to the sale.

Stratasys said the transaction is expected to be completed during the third quarter of 2013, subject to regulatory approvals. There will be a press conference tomorrow morning about the deal at MakerBot’s New York HQ.

Dish Network CEO Charlie Ergen

In a statement issued late Tuesday, Dish said that the “extreme deal protections” included in Sprint’s revised acquisition agreement with SoftBank made a counterbid impossible.

Sprint’s behavior has “made it impracticable for Dish to submit a revised offer by the June 18th deadline,” Dish said. “We will consider our options with respect to Sprint” while focusing on a separate offer for Clearwire.

While Dish’s $25.5 billion bid for Sprint was greater in size than SoftBank’s, the wireless company complained that it wasn’t final and “actionable.” So it set tonight as a deadline for the satellite TV provider to make it so by submitting a best, final offer. Evidently Dish simply couldn’t get it together in time, or thought better of it given those extreme deal protections mentioned earlier.

Dish’s decision to end its pursuit of Sprint clears the way for SoftBank to acquire the carrier. Sprint shareholders are scheduled to vote on the Japanese company’s $21.6 billion takeover offer on June 25.

Dish’s full statement below.

“While Dish continues to see strategic value in a merger with Sprint, the decisions made by Sprint to prematurely terminate our due diligence process and accept extreme deal protections in its revised agreement with SoftBank, among other things, have made it impracticable for Dish to submit a revised offer by the June 18th deadline imposed by Sprint. We will consider our options with respect to Sprint, and focus our efforts and resources on completing the Clearwire tender offer.”

Accel Partners has added longtime tech exec Rob Solomon — who was most recently president and CEO of Groupon — as a venture partner. The high-profile Silicon Valley venture firm said Solomon will focus on early stage and growth equity opportunities and focus on “operational issues like product management, scaling infrastructure, business operations, and mergers and acquisitions.”

Said Accel Partner Andrew Braccia in a statement: “[Solomon] has been at the helm of some of the most high profile consumer internet brands and has demonstrated a unique ability to inspire and lead teams through both rapid growth and challenging times.”

Indeed, Solomon has had a long Silicon Valley career, including as an top exec at Yahoo, running its e-commerce efforts. He was also CEO of SideStep, a real-time vertical search engine in the travel sector that was later sold to Kayak and is also on several boards, including HomeAway.

But Solomon is best known for his stint as the No. 2 exec at the Chicago-based Groupon, the once high-flying daily deals site. But, for a variety of reasons, including wanting to be located in California, he left the company two years ago.

Solomon emailed me last night to explain why he decided to take a job as a VC at Accel and here’s what he wrote:

“I love the tactics and strategies associated with scaling up Internet companies. Nothing is more exciting then digging deep into a space and then figuring out which companies stand the best chance to create new markets and become iconic category defining companies. I was lucky enough to work with some of the world’s best founders, technologists and executives at Yahoo and that experience taught me what is possible in a very short span of time. I’ve joined Accel because they have an incredible global platform to find, nurture, fund and grow the next generation of global iconic Internet companies and nothing could be more exciting to me for my next career adventure.”

The deal is expected to close May 1.

T-Mobile agreed last year to merge with MetroPCS, creating a publicly traded company of which Deutsche Telekom would own 74%.

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The recommendation by Institutional Shareholder Services, which advises big shareholders how to vote in corporate elections, gives a boost to funds including Paulson & Co. that oppose the deal.

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In its decision (PDF), the FCC stated that the merger would serve the public interest and would not result in “competitive or other public interest harms.”

“With today’s approval, America’s mobile market continues to strengthen, moving toward robust competition and revitalized competitors,” said FCC Chairman Julius Genachowski in a separate statement. “Today’s action will benefit millions of American consumers and help the U.S maintain the global leadership in mobile it has regained in recent years.”

Among the benefits outlined by the FCC were the facilitation of LTE deployment, development of a more robust national network and expansion of MetroPCS service into new markets.

The Department of Justice also gave the merger the green light earlier this month. The deal now hinges on approval from MetroPCS shareholders, which may prove to be the biggest hurdle yet. Two of the carrier’s shareholders, P. Schoenfeld Asset Management and Paulson & Co., plan to vote against the merger.

Today, MetroPCS CEO Roger Linquist sent a letter to stockholders urging them to approve the deal in the vote, scheduled for April 12.

T-Mobile first announced its plan to acquire MetroPCS in early October. Under the terms of the deal, MetroPCS shareholders will get $1.5 billion in cash and a 26 percent stake in the combined company.

The Los Angeles-based Rubicon Project has hired two execs to fill top spots at the digital advertising company, in what looks like preparations for an eventual public offering.

Greg Raifman, the founder, chairman and CEO of Dragon Media, will become president, reporting to Rubicon CEO and co-founder Frank Addante. And SocialVibe CEO Todd Tappin will take over in the role of COO/CFO, reporting to Raifman.

Founded in 2007 and armed with more than $50 million in funding, Rubicon is one of the larger real-time bidding platforms that allows automated buying and selling of global online ads.

“Greg and Todd are extremely intelligent and capable executives who have guided significant, publicly traded companies,” said Addante in a statement. “Both Greg and Todd have great relationships within our industry as well as on Wall Street. Their presence will enable me to focus on our overall vision and product strategy so we can take best advantage of the opportunities we see.”

Tappin is replacing Brian Barnum, who will leave the company, along with Chief Revenue Officer Nick Hulse. The pair only arrived less than two years ago, presumably to also help professionalize the organization.

In addition to the other exec moves, general counsel Victoria Von Szeliski will add the title of EVP of culture and business affairs and will also be adding 100 employees this year via organic growth and acquisition.

Rubicon said Raifman — who recently served as the executive chairman of video ad-serving company LiveRail, as well as being founding and running ad-serving pioneer Mediaplex — will “manage the day-to-day operations of the Rubicon Project as he ramps the company’s buy-side automation initiatives.”

Tappin will be in charge of Rubicon’s operating and financial plan and also lead mergers and acquisitions for the company. Before running SocialVibe, a video real-time buying startup, he was founding CFO of Overture and helped sell the search automation company to Yahoo many years ago.

The exec roundelay — a not entirely uncommon thing for Rubicon over the years — is apparently part of a larger bid to eventually IPO the company. Rubicon had also been in recent preliminary discussions with several larger companies — Yahoo and Adobe — about being acquired. The ad tech space has heated up of late, with a range of startups, such as AppNexus, Pubmatic, Turn and others, looking to gain ground, get funding or sell out.

But with a large price tag and some strong growth over the last year, along with becoming profitable, Rubicon appears to now be aiming to remain independent. Over the last few years, the company has grown its business significantly — according to comScore, Rubicon Project reached 214.2 million monthly unique users.

Whether that is enough to keep up with powerful rivals such as Google is, of course, the big question, especially as the way publishers and marketers interact with the online ad market is changing quickly.

With 20/20 hindsight, the Nextel merger was a mistake. The synergies, if you will, that we had hoped for and planned for didn’t materialize.

– Sprint’s Dan Hesse to GigaOM’s Kevin Fitchard, on his fifth anniversary as CEO

While the rumored marriage of the two carriers would certainly result in a larger subscriber base, a more robust infrastructure and a nice combined swath of spectrum, there are other considerations that make the combination a bit dubious. And though chatter about a potential deal may have cheered some investors, it’s turning the stomachs of others.

To wit, Bernstein Research’s Craig Moffett’s take on a T-Mobile/Metro PCS merger, which begins with an exclamation that pretty much says it all:

“Oh my, what an ugly baby.”

Moffet’s opinion is that combining two wireless weaklings just leaves you with a bigger weakling, particularly if they rely on different network technologies, as T-Mobile and MetroPCS do. T-Mobile’s network is GSM. MetroPCS’s is CDMA. In other words, a combination of the two is not a solution to either company’s problems, at least until they meet on LTE.

“Both [companies] are spectrum constrained — this wouldn’t change that — and they rely on fundamentally different technology platforms, making a combination a logistical nightmare,” Moffet says. “It will be years before either is sufficiently transitioned to LTE to make a combination truly sensible. To be sure, there would potentially be some overlapping retail stores in MetroPCS market, there would naturally be some selling, general and administrative expenses savings, and there are perhaps some savings in LTE network deployment in MetroPCS markets. But none of these benefits would provide truly compelling justification.”

And that really does seem to be the case. Though, to be fair, the combination would give T-Mobile more customers, which it could really use, after having lost more than a half-million contract customers in the first quarter.

Still, it’s far from an ideal tie-up. Said R.W. Baird’s William Power, in a note that echoes Moffet’s: “A T-Mobile/PCS merger smells like a mess to us, and seems to speak to the challenges facing the industry, exacerbated by the government rejection of the T/T-Mobile deal, which might have created spectrum opportunities for the other operators.”

According to the European Commission’s decision on Google’s acquisition of Motorola Mobility, published Monday and first noted by Bloomberg, Motorola hit Apple up for a lot more than just royalties.

It wanted access to the company’s patents, as well, and not just Standards-Essential Patents (SEP).

Motorola wanted a license to all of them. And when Apple refused to grant it, the company sued.

From a footnote in the EC document:

According to Apple, Motorola Mobility has insisted that Apple cross-licenses its full non-SEP portfolio in exchange for Motorola Mobility’s SEPs. Apple also argues that its refusal to accede to this demand led Motorola Mobility to sue Apple in an attempt to exclude Apple’s products from the market.

If Apple’s statement to the EC is accurate, that’s an incredible demand on Motorola’s part: A cross-license to Apple’s full patent portfolio, which covers everything from desktop PCs and mobile devices to operating systems, displays, packaging and power supplies. And while it was almost certainly just negotiation posturing, it really does make a mockery of the “fair, reasonable and nondiscriminatory” terms under which the industry-standard patents at issue here are supposed to be licensed.

Motorola and Apple both declined requests for comment.

Have you never heard of Starboard Value?

Me, either!

But the New York activist fund is readying to make a splash as soon as today, several sources said, if it follows through on the expected naming of an alternate board to challenge AOL.

Saturday is the official deadline to nominate directors to the board of AOL, also based in New York, which will have all eight up for reelection.

Sources said Starboard has talked to several Internet types, but that it has plans to put up a slate made up more of Wall Streeters to present at the company’s annual meeting later in the year.

In a filing last week, Starboard said it had been in discussions with AOL management about its concerns, so it is certainly possible the investor and the company could come to some agreement over board seats and strategic direction before it gets Yahoo-ugly.

That would make it a kind of an East Coast proxy battle version of what’s been going on over at Yahoo and its tussle with Third Point’s Daniel Loeb. He recently followed through on long-expressed unhappiness with the Silicon Valley Internet giant, and named a slate of directors — including well-known media exec Jeff Zucker — to replace current ones there.

The same kind of thing has been in the works at Starboard, which sent a letter in late December to AOL CEO Tim Armstrong, saying his much-touted strategy around content was not a good one for investors.

Like Loeb at Yahoo, Starboard is one of AOL’s largest shareholders, with a stake of just over five percent.

The letter signaled an increasing impatience with the pace of Armstrong’s turnaround efforts, which are still in turnaround. Meanwhile, AOL’s stock has rebounded from last summer’s lows of near $10 a share.

The stock is up more than 22 percent this year, to $18.44. But that’s still down almost 20 percent from when AOL spun off from Time Warner and went public in late 2009.

The grumpy (and opportunistic) Starboard entered the picture late last year.

According to The Wall Street Journal:

“Starboard, which focuses mainly on small-cap companies, was spun off from Cowen Group Inc.’s Ramius Capital LLC in March. In October, the fund successfully waged a proxy fight against hair-salon chain owner Regis Corp. when three of its director nominees were elected to Regis’s board. AOL, which was spun off from Time Warner Inc. in 2009 after a failed merger, is its most high-profile target yet.”

One of the investment fund’s bugaboos is Patch, the local news network that AOL has sunk a lot of dough into. Also under fire is Armstrong’s content efforts and the pace of its display advertising sales, including the high-profile acquisition of the Huffington Post and TechCrunch.

I have emails into all the bigs at AOL and Starboard, so we’ll see who calls back first, if at all.

Turns out it cost CEO Randall Stephenson, as well — $2.08 million in bonuses.

In a new filing with the SEC, AT&T’s board called Stephenson out for the collapse of what would have been a $39 billion merger between the nation’s second-largest and fourth-largest mobile phone operators.

“Although costs incurred in large merger transactions (such as T-Mobile) are to be excluded in calculating final performance attainment, the Committee determined to include the T-Mobile transaction costs in determining payouts for all outstanding executive officer performance share awards, resulting in reduced final award payouts for performance shares with a 2009-2011 performance period,” the board explained in the filing.

And then it took the scalpel to Stephenson’s incentive pay, slashing his short-term bonus to approximately $1,260,000 — a 25 percent cut — and his stock award to about $820,000 — a 6 percent reduction.

End result: A nasty $2 million pay cut that helped drop Stephenson’s total compensation for the year to $22 million, a 19 percent decline from the $27.3 million he received in 2010.

It’s a graphic visualization that our social media editor Drake Martinet did for his beloved, Stacy Green, who is the VP of marketing and communications over at Mashable.

Drake asked Stacy to marry him last night and, because they are both such geeks, did this paean to their relationship that is just adorkable.

And we post it here, because ATD is not just about news — it’s about love, sweet love. Compared to our Apple coverage, it’s the only thing that there’s just too little of.

No, not just for some, but for everyone — Happy Valentine’s Day to all our readers.

(By the way, Stacy said yes.)

Enjoy:

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.

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It’s 2012 and it’s time for a brand news obsession for me besides the mishegas of Yahoo — and the winner is: Facebook’s upcoming IPO.

Thus, I shall endeavor to scoop all deets great and small about the social networking site’s moving on up to a deluxe public company in the Wall Street sky, which is expected in the spring of this year.

From bankers battling for purchase to who’s selling what to the delightful back and forth with regulators to Google’s lobbing the inevitable screaming meanies at its rival during Facebook’s quiet period, this is going to be a good one.

And CEO and Co-founder Mark Zuckerberg — and his hoodie — are back in the brightest of spotlights!

Speaking of the need for PR, one of the unsung but critical parts of any company’s public offering process is the hiring of an outside communications firm to handle the deluge of media, rumors and other breathless attention Facebook is sure to get.

It’s a highly specific job, given the reporters a company will be dealing with — in this case, sharp-elbowed Wall Street reporters — are usually different than the ones the Silicon Valley start-up has mostly dealt with (the geeks!).

And the expected winner of that thankless job is likely to go to the Brunswick Group, which describes itself as an “international corporate communications partnership that helps businesses and other organizations address critical communications challenges.”

In other words: Will be putting out the endless wildfires sure to rage around tech’s hottest IPO since Google.

Brunswick is among a small group of high-powered strategic communications firms that compete for such high-profile IPO jobs, as well as mergers and acquisitions and other corporate battling.

Others include Sard Verbinnen & Co. (it has worked for Groupon board and Alibaba Group); Joele Frank, Wilkinson Brimmer Katcher (it has toiled for Hewlett-Packard) and Kekst and Company (now cat-wrangling the Yahoo drama).

It’s probably not a surprise that Brunswick won the deal, since it has worked with Facebook in the past, including on its controversial private offering with Goldman Sachs a year ago.

No surprise, everyone declined comment.

Thus, let the Hunger, oops, PR games begin!

While the carrier gets valuable spectrum, a roaming agreement and $3 billion in cash, the future of the No. 4 U.S. carrier is cloudier than ever, now that AT&T has called off its planned purchase.

T-Mobile has been operating as something of a lame duck since AT&T first proposed its $39 billion acquisition in March. Consumers, employees and potential partners have all been writing the carrier off, assuming that it would soon be swallowed up by its far-larger rival.

The abrupt turn of events will send T-Mobile and its parent company back to the drawing board, which will include soliciting new buyers, figuring out a strategy for its next-generation network and coming up with some inducements to avoid losing even more customers.

The blow of the breakup is only softened by the fact that the Bellevue, Wash.-based carrier will be handed a huge chunk of spending money to ride out the near-term bumps.

As T-Mobile looks to come up with Plan B, here are some potential options:

Spectrum sharing: As part of the breakup, AT&T has entered a mutually beneficial roaming agreement with Deutsche Telekom. Terms of the agreement have not yet been shared, but there could be some pretty compelling outcomes.

In Europe, it is common for carriers to share spectrum and even the cost of maintaining the network and towers. From the consumer’s perspective, it’s two different networks and two different brands. The carriers only end up competing on handset offerings, price and features — not coverage.

Another merger: T-Mobile will entertain any and all offers. Most recently, Dish said it was interested in partnering with T-Mobile if its merger with AT&T fell apart. Other candidates could include Sprint, or other companies from the media industry that are always sniffing around wireless, such as cable operators.

A bid from a company like Google or Microsoft would definitely make things interesting. While both are less likely candidates, they could use the network to push their agenda, including handsets and applications.

A total overhaul: The $4 billion breakup fee could give Deutsche Telekom the confidence to take another shot at the U.S. market. Probably not, but there’s always a chance. The company’s roots have been entrepreneurial and scrappy, but it’s been awhile since it has been able to make an impact on the market.

Worst-case scenario: Deutsche Telekom passes out the cash as a dividend to stockholders. It has always leaned on the U.S. as a moneymaker, and this could be no exception.

The 4G conundrum: Regardless, T-Mobile still does not have enough spectrum to update its network to the next generation. It may gain access to AT&T’s 4G network as part of the roaming agreement with AT&T, but both companies will arguably need more spectrum to keep up with demand.

The only two options will be to partner with Clearwire or LightSquared, or to wait until the next government auction. Both Clearwire and LightSquared are always in need of more cash, and have their difficulties. A deal with Clearwire would be additionally complicated by the fact that Sprint owns nearly half of the company.

AllThingsD’s Ina Fried contributed to this report.

In a statement Friday, AT&T said commissioners won’t be able to vote a proposal announced Tuesday from FCC Chairman Julius Genachowski that the $39 billion merger be sent before an administrative law judge. The carrier announced it had withdrawn its FCC application in the early hours of the Thanksgiving holiday in the U.S.

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The charge reflects $3 billion in cash and $1 billion worth of spectrum that AT&T will owe T-Mobile parent Deutsche Telekom if the deal fails to garner regulatory approval.

The companies also said they would withdraw their pending applications before the Federal Communications Commission seeking approval for the deal, though they intend to continue fighting for it.

“AT&T Inc. and Deutsche Telekom AG are continuing to pursue the sale of Deutsche Telekom’s U.S. wireless assets to AT&T and are taking this step to facilitate the consideration of all options at the FCC and to focus their continuing efforts on obtaining antitrust clearance for the transaction from the Department of Justice,” the companies said in a statement. “As soon as practical, AT&T Inc. and Deutsche Telekom AG intend to seek the necessary FCC approval.”

The FCC chairman earlier this week indicated he was seeking a hearing on the deal, which commission staff found will lessen competition and lead to fewer U.S. jobs.

AT&T is already facing a Department of Justice lawsuit seeking to block the $39 billion purchase.

“The intent going in is not to put ourselves for sale,” Yang said, speaking at AsiaD. “The intent is to look at all the options.”

And while selling the company as a whole is one option, Yang noted that the company is made up of three key parts — its core business, its stakes in Yahoo Japan (along with Softbank) and its share of Alibaba.

Asked what he would personally like to see happen with the company, Yang said his goal is just to see Yahoo reach its potential.

“There are many ways of creating that environment,” he said. “So far, we have not ruled out any possibilities.”

Yang acknowledged that Wall Street now looks at the company’s Asian stakes as a significant part of its market value. “They are looking at a core asset that they don’t know how to value.”

As for that core business, Yang insisted that the company remains a premier digital media company, despite its challenges.

“We ought to be growing, can be growing,” Yang said, insisting the company has a great brand and 700 million monthly users. “We really do believe there is a path for Yahoo that can be better and higher growth.”

At the same time, Yang noted the company is also looking for a new CEO, an effort being led by an independent committee of the board.

“As these things go there is no CEO until there is a CEO, but the process has started,” Yang said.

In search, Yang acknowledged that the Microsoft partnership has been bumpy for both sides.

“I would probably venture that the Microsoft folks would say the partnership hasn’t gone the way they wanted,” he said.

But Yang said he is hopeful it will yet reach its goals.

“I think Microsoft is a very, very important partner for us,” he said. “I think both sides recognize this is a partnership that has to work over time.”

Yang noted that Microsoft has a lot of good people working on search — many of whom he noted used to work at Yahoo.

“It takes trial and error,” he said. “It takes work.”

Longtime media and Internet exec Bob Pittman has been named CEO of radio broadcast and outdoor advertising giant Clear Channel, the company announced today.

Pittman — who has been chairman of Clear Channel’s media and entertainment platforms after making an investment in the company less than a year ago — will join the board of directors of CC Media Holdings, Clear Channel Communications and Clear Channel Outdoor Holdings, as executive chairman.

Clear Channel’s holdings include a huge parcel of radio stations across the U.S., along with a number of digital properties and a big global outdoor advertising business.

Pittman — the former MTV wunderkind who started in radio at 15 years old as an announcer at a station in his native Mississippi — has not been in a top job like this one since he resigned from the then-AOL Time Warner as its COO in the midst of the botched merger mishegas almost a decade ago.

Since then, Pittman has been doing a range of things, including making canny investments in a variety of Internet start-ups such as Zynga and DailyCandy, and even in a high-end tequila company via the Pilot Group, a New York-based private investment firm.

He made his own investment in Clear Channel last year and has since upped his involvement, which resulted in the latest move to CEO.

“I swore I would never work like this again, but when something gets me this stimulated, I knew I wanted to get into it again,” said Pittman, in an interview with me yesterday. “I think this company has everything it needs to be a great media company in the new media landscape.”

That will include a range of new initiatives, including recent partnerships with Facebook and more.

“We want to move like an entrepreneur and have the assets of a big media company,” said Pittman. “I am an addict for this challenge.”

Here’s the official press release from Clear Channel:

BOB PITTMAN NAMED CEO OF CC MEDIA HOLDINGS

Appointment Underscores Clear Channel’s Evolution to a Fully Realized, Integrated Media, Digital and Entertainment Enterprise

Media Pioneer Will Oversee the Company’s Global Media Properties, including Broadcast, Digital and Mobile, Syndication, Media Representation and Outdoor

New York, NY — October 2, 2011 — CC Media Holdings, Inc. (OTCBB: CCMO), a leading global media, digital and entertainment company, announced today that Bob Pittman will become its Chief Executive Officer. Pittman joined Clear Channel in November 2010 as an investor and the company’s Chairman of Media and Entertainment Platforms. Pittman will join the Board of Directors of CC Media Holdings, Inc. and Clear Channel Communications, Inc.; in addition, he will join the Board of Directors of Clear Channel Outdoor Holdings, Inc., as its Executive Chairman. These appointments are effective immediately.

In his new role, Pittman will oversee the company’s businesses, which include:

Clear Channel Radio, which serves 150 cities through 850 owned radio stations and an additional 100 cities and 4,000 stations through its syndicated Premier Radio Networks products. Clear Channel Radio also includes:

* Clear Channel Digital, which develops and operates iHeartRadio, the free, industry-leading digitalradio product that combines access to all of Clear Channel’s live broadcast and digital-only radio stations as well as user-created Custom Stations. Clear Channel Digital also develops the companion digital products for each radio station brand, including strong social components;

* Media Services for the radio, media, digital, mobile and music industries, including Total Traffic Network, a groundbreaking programming and technology service delivering real-time traffic data to vehicles via in-car and portable navigation systems, broadcast media, wireless and Internet-based services; The Katz Media Group, the leading media representation firm in the US for radio and television stations; and RCS, which provides scheduling and broadcast software for radio, internet and television station in addition to research studies that aid the media and music businesses.

Clear Channel Outdoor Holdings, which is one of the world’s largest outdoor advertising companies with close to one million displays in over 40 countries across five continents. Clear Channel Outdoor includes:

* Americas Outdoor Advertising, which owns or operates nearly 190,000 displays across the United States, Canada and Latin America including operations in 49 of the 50 largest markets in the United States. The Americas businessconsist of various types of displays that include billboards; street furniture; transit displays; the Clear Channel Airports division, which is the premier innovator of contemporary display concepts and currently operates more than 260 airport programs across the globe; mall displays; wallscapes; and spectaculars including Spectacolor, a market leader in spectacular sign displays, with displays located in New York’s Times Square. The Company has been a leader in the development and operation of digital displays and networks across many of its U.S. markets.

* International Outdoor Advertising operates across Asia, Australia and Europe with displays across nearly 30 countries. The International business consists of street furniture and transit displays, billboards, mall displays, wallscapes and spectaculars. Clear Channel International’s street furniture division operates over 3,500 municipal advertising contracts worldwide.

Pittman will also remain a member of Pilot Group, LLC, a New York-based private investment firm.

“On behalf of the Board of Directors, I want to express how delighted I am that Bob has accepted this position,” said Mark Mays, Chairman of Clear Channel Media Holdings. “He has been an invaluable contributor to Clear Channel Radio since last November, and he is the perfect person to take Clear Channel to the next level. I look forward to his leadership of our company.”

“Bob Pittman brings a long history as a brilliant innovator and brand builder — from his days as a very successful radio programmer, creator of MTV and CEO of MTV Networks to his work helping to drive the phenomenal growth of AOL and his successful investments in other digital, media and technology companies. He has already generated a renewed sense of confidence and direction not only at Clear Channel, but across the entire radio and media landscape,” said Scott Sperling, Co-President of THL Partners.

“I’m thrilled we were able recruit Bob into the CEO role at Clear Channel. He is the perfect fit to lead this incredibly powerful media platform. He embraces creativity, and has given employees the motivation and freedom to innovate, take risks and succeed,” said John Connaughton, Managing Director of Bain Capital. “He thinks big, is not afraid of change and is intensely focused on driving new businesses, expanding our creative talent and maximizing the full value of Clear Channel’s extraordinary assets, ideas and people.”

Pittman’s appointment comes on the heels of several industry-leading achievements by Clear Channel Radio this past year. In March, the company acquired digital music company Thumbplay for its state-of-the-art technologies as well as its technology and product teams. Last week, Clear Channel hosted the iHeartRadio Music Festival, the largest live concert event in radio history, which marked the official launch of the New iHeartRadio, which combines more than 850 of the nation’s most popular live broadcast and digital-only radio stations from 150 cities with user-created Custom Stations. iHeartRadio was one of the few highlighted new products at Facebook’s f8 conference on September 22nd, where it was recognized for its technology and cutting-edge social integration.

Additionally, Clear Channel has demonstrated its unique national promotional capabilities through significant relationships with record labels and social media leaders, and forging relationships with partners like Microsoft, Facebook, Zynga, Toyota and HP that reach further and deeper than advertising.

“Over the past year, I’ve had the unique opportunity to look at the Clear Channel people and assets up close and have found myself increasingly drawn to the company, to the point where the chance to get even more deeply involved has just become irresistible,” said Pittman. “I know first-hand that we have great people and the assets that allow them to do great things. We are so much more than just transmitters and broadcast towers — we leverage our local brands, personalities, strategic relationships and programming expertise to create unique experiences that forge real connections with consumers across our multiple platforms.”

Pittman continued, “I look forward to continuing to work closely with John Hogan and the Clear Channel Radio team to grow our company as we strengthen relationships with our consumers, advertisers, artists, labels and partners, nationally and locally — and I’m excited by the opportunity to work with Ron Cooper and William Eccleshare to help them make the most of our outdoor advertising potential by tapping into Clear Channel’s assets as a whole. I believe we have the technologies, the physical infrastructure, the content and, most importantly, the people to market to consumers better than any other media company in the world.”

Think about the federal government’s blocking of the $39 billion AT&T and T-Mobile merger and you might want to reread Google’s blog today, penned in reaction to the news that the Justice Department is making a second request for information about its $12.5 billion acquisition of Motorola Mobility.

“This is pretty routine,” wrote Google’s Motorola integration exec Dennis Woodside. “We’ve gotten these kind of requests before.”

Maybe Google has (and it has with other purchases) — but in actuality, only four percent of transactions got such a follow-up request from regulators.

To be fair, it is much more common in high-profile, big-money deals like this one, but it means a longer closing period and more uncertainty around the Android mobile ecosystem until it’s done.

Still, Google has good reason to be patient. Despite tough criticism and brutal lobbying, it won approval from Justice for its $700 million deal to buy flight data service ITA Software in April, after nine months of scrutiny and a number of conditions imposed.

And the search giant waited out an intense six-month Federal Trade Commission approval process last year for its $750 million acquisition of mobile advertising start-up AdMob. It had an even harder time with the FTC’s nod of its 2007 DoubleClick purchase for $3.1 billion.

One that it lost — an obvious bridge too far that I dubbed Yahoogle — was Google’s 2008 effort to meld a troubling partnership with Yahoo in search advertising.

So, we’ll see soon enough which way D.C. — which just had Google Executive Chairman Eric Schmidt up to the Senate for an antitrust hearing chit-chat — will go.

Until then, here’s Woodside’s whole blog:

An update on our Motorola acquisition

Wednesday, September 28, 2011 at 5:30 PM ET

Posted by Dennis Woodside, SVP Google

Since we announced our plans to acquire Motorola Mobility, we’ve been excited about the positive reaction to the proposed deal — particularly from our partners who have told us that they’re enthusiastic about our defense of the Android ecosystem.

And as David Drummond said when we announced our plans in August, we’re confident that this deal will be approved. We believe very strongly this is a pro-competitive transaction that is good for Motorola Mobility, good for consumers, and good for our partners.

That said, we know that close scrutiny is part of the process and we’ve been talking to the U.S. Department of Justice over the past few weeks. Today we received what is called a “second request,” which means that the DOJ is asking for more information so that they can continue to review the deal. (This is pretty routine; we’ve gotten these kind of requests before.)

While this means we won’t be closing right away, we’re confident that the DOJ will conclude that the rapidly growing mobile ecosystem will remain highly competitive after this deal closes. We’ll be working closely and cooperatively with them as they continue their review.

The closely held companies value their combination at $1.5 billion and will together process $150 billion in global advertising spending each year, according to people familiar with the matter. Both companies declined to disclose their revenues.

DDS, of New York, and MediaBank, of Chicago, have competed against one another for years in the business of providing the advertising industry with software that lets ad agencies book advertising time across a range of media, ensure those ads appear, bill clients and pay the media platforms that host the ads.

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Unlike many companies in the industry, Verizon has maintained a neutral posture on the deal. But on Wednesday, Mr. McAdam said “that match had to occur” and cautioned the government that if it chooses to block such mergers, it needs to come up with a clear plan for getting the industry the spectrum it needs to meet growing demand.

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A range of major players interested in acquiring all or a large piece of Yahoo have been prepping possible bids and have been in touch with the Internet giant’s board over the last several days.

While Yahoo has publicly said it was not for sale, according to numerous sources both inside and outside the company, it has been receptive to the interest and its Chairman Roy Bostock and Co-founder Jerry Yang have spoken to several.

Among the possible players: Silicon Valley venture firm Andreessen Horowitz, which is working with private equity firm Silver Lake, in a deal that also might include Russia’s DST Global and Yahoo’s Japanese partner Masa Son; former News Corp. exec Peter Chernin, who is partnered with Providence Equity Partners; and the possibility that Yahoo’s Chinese partner, Alibaba Group, might consider entering the fray in what could be a reverse merger of sorts.

Also being rung up by some of the parties: Microsoft — Yahoo’s advertising and search partner — which is being seen as a possibly moneybags in any deal.

The movement among these investors is against a backdrop of increasing pressure for Yahoo’s board, after it fired CEO Carol Bartz last week. In the wake of the dramatic move, shareholders have upped criticism of Bostock and the board and have been looking hard for alternatives.

Today, that included hedge fund investor Daniel Loeb of Third Point, which has a 5.1 percent stake in Yahoo. In a filing this morning, he said he might increase that amount, and described a testy hour-long phone call he had earlier this week with Bostock that ended abruptly with a hang-up from Yahoo.

Sources said Loeb called Bostock a “fool,” among other not-so-nice names, on the call and asked for Yang’s help in dumping him.

This comes as exactly no surprise, given his previously strong letter in which Loeb called for Bostock’s ouster.

Loeb has been calling out Bostock — who is also on the boards of Morgan Stanley and Delta Airlines — for a series of gaffes at Yahoo since he became chairman in 2008 (he’s been on the board since 2003).

Those have included: Yahoo’s bungled effort to stave off a takeover by Microsoft several years ago; the too-long enthusiasm for Bartz, who was hired in early 2009 and fired last week; sitting unusually still as competitors such as Facebook, Google and more have out-innovated and outgrown Yahoo; and, of course, the falling knife of a stock, which has dropped precipitously since Bostock has been in charge of the board.

As Loeb wrote in a letter he sent to the company last week:

“It is time that certain members of this Board were held accountable for its past failures and their individual roles. Accordingly, we insist that Mr. Bostock, who championed Ms. Bartz’s hiring and led the charge against the Microsoft deal, promptly resign from the Board.”

Loeb is likely to add to that later today at a high-profile investor conference in New York, where the colorful but tough-talking investor is sure to add more logs to the fire.

But it not only him. Other major shareholders of Yahoo are also in touch with possible outside buyers, seeking a change at the long-troubled company, after its shares have remained in the doldrums, its attrition rate of employees has spiked and its product pipeline has slowed to drip.

This has all been taking place — of course — during one of tech biggest and most innovative booms, in which Yahoo competitors have grown strongly.

Enter Marc Andreessen, the well-known entrepreneur who has transformed himself into one of Silicon Valley’s most powerful venture capitalists.

He and his partner Ben Horowitz recently pulled off another similar deal — with Silver Lake — to take control of a then-troubled Skype. They later flipped it to Microsoft for a large return.

Sources familiar with the situation said the pair have become increasingly intrigued by the situation at Yahoo and believe that its assets and brand are still strong, despite its management turmoil in recent years.

One problem is the huge cost of almost any kind of takeover and also the complexity, given much of Yahoo’s $18.5 billion valuation is due to its Asian assets.

The sale of those shares, as well as the selling off of some of Yahoo’s less core properties, makes for a very complicated situation for anyone.

Said one person looking at the company: “It is one of the more massive hairballs around.”

That is a common sentiment among many of those looking at Yahoo, which has hired Allen & Co. to manage the process.

Also of worry is a bid that would include too many players. Yahoo has long been plagued by indecisiveness on the part of its execs and, mostly, its board.

But one thing all the possible buyers of Yahoo, as well as an increasing number of its shareholders, agree on: The Yahoo board needs a major shake-up.

As Loeb wrote last week, which many I interviewed also echoed:

“This letter details our principled demands for sweeping changes in both the Board of Directors (the “Board”) and Company leadership, and outlines the hidden value of Yahoo, which has been severely damaged — but not irreparably — by poor management and governance.”