History of Jazz has whimsical, tactile navigation, with animated chronological browsing rather than the standard pagination of an ebook. The app includes integrations such as iTunes music purchasing, playing videos and songs over household speakers through Apple AirPlay, and showing Wikipedia bios and YouTube videos. It also offers a “screensaver mode” that turns the iPad into a sort of History of Jazz coffee table book.

While the folks at 955 Dreams are clearly passionate about the subject matter of jazz, what they’ve really done is created a custom music-oriented interface for existing online content. The price for this design, curation and integrations is $9.99 at launch.

955 Dreams plans to release other music apps as well as early education titles. Members of the team–which only has three employees and seed funding from 500 Startups and Mitch Kapor– had in the past released apps such as “Mario Batali Cooks” for the iPhone with a previous company called High Five Labs.

But 955 Dreams will face competition from the likes of further along startups and existing publishers such as Inkling, which is overhauling existing textbooks for the iPad, and has deep partnerships with publishers, lots of funding, and close ties to Apple. 955 Dreams Co-founder and CEO Kiran Bellubbi said a more apt competitor might be Callaway Digital Arts, the iFund-backed startup that made the innovative iPad apps Martha Stewart Bakes Cookies and Miss Spider’s Tea Party.

The app currently doesn’t include social features, but Bellubbi said a later version will include ways for users to share their jazz collections and vote on the top 100 jazz records of all time.

Here’s a video from 955 Dreams demonstrating how the History of Jazz app works:

LastPass, a cross-platform password manager, has acquired the social bookmarking and browser synchronization service Xmarks.

The San Francisco-based Xmarks has been in the midst of some tumult of late, as it closed down in September and then quickly opened back up again in an effort to keep its service running for a large group of active users.

That happened after user outcry, spurring the company to try to stay afloat.

SInce then, Xmarks has been trying to land itself safely.

The start-up had multiple offers to keep the operation running, as well as pledges from almost 30,000 fans willing to pay $10 to $20 a year for a new “freemium” business model.

Enter LastPass, based in Vienna, Va., whose CEO Joe Siegrist said in an interview that he wanted to help keep the service operating.

“They had a large dedicated audience, but their free offering and advertising model was not working,” he said. “We really want to figure something out that could keep it going.”

Siegrist said LastPass offered a robust free service, but relied on a small group of users who pay to upgrade to a premium offering.

The browser add-on for cross-platform synchronization operates in the cloud.

And that is going to be the fate of Xmarks–which had been called Foxmarks initially.

It had been seed-funded in 2006 by well-known entrepreneur Mitch Kapor and also got an additional investment from First Round Capital.

Xmarks garnered another $5 million in funding from Redpoint Ventures in 2008,

That year, it also hired Silicon Valley entrepreneur James Joaquin as CEO, whose job it was to carve out a business with Xmarks’ assets, including using its mass of data.

Xmarks had certainly been growing its user base and bookmarked Web addresses strongly, via a browser widget that recorded bookmarking information.

Earlier this year, it tried out an advertising product called SearchBoost, which gave advertisers additional analytics about their ads, as well as organic search results.

But all that ultimately did not translate into a viable business for Xmarks.

“We think this will make a great ending and beginning for Xmarks,” said Joaquin.

Both Xmarks and LastPass declined to provide financial details of the transaction.

Here is the blog post by LastPass and Xmarks about the integration:

Today we’re excited to announce that Xmarks has been acquired by LastPass, makers of a leading cross-platform password manager. It’s a great opportunity that ensures the survival of Xmarks as the same service that you know and love.

In the last few years, we’ve attracted over 4.5 million users syncing more than 1 billion bookmarks across 5 million computers. Most importantly, we’ve provided a simple solution to help people easily access their bookmarks, wherever and whenever they needed to. We’ve had thousands of users tell us that Xmarks has become an integral part of their browsing experience. You can rest assured that LastPass will continue to build upon the service in the coming months.

We’re also committed to keeping Xmarks free while implementing a viable long-term plan. Xmarks is transitioning to a “freemium” business model, the same model that allowed LastPass to grow into a thriving, profitable business. The browser add-on and the vast majority of what users have enjoyed remains free. Users can then opt to purchase Xmarks Premium for $12 per year, which includes new enhanced features like Android and iPhone mobile phone apps, priority support, and more. The Xmarks and LastPass Premium offerings are also available bundled together at a reduced subscription rate of $20 per year. For those of you who pledged your financial support, you can make good on your pledge today and upgrade.

The restructuring of the Xmarks offerings will accelerate the introduction of new features and service improvements. The two services will continue to require separate downloads and will be administered through two distinct extensions and websites, although there are plans to integrate them in the future.

We believe the acquisition will prove to be a success because of the common mission shared by LastPass and Xmarks. Xmarks complements LastPass’ vision of secure, universal access to the information that gives you entry to your digital life. By joining LastPass, Xmarks will also be able to accelerate the introduction of new features and developments. As the ultimate cross-browser, cross-platform team, Xmarks and LastPass will work together to help more people simplify their digital lives and access their data from anywhere, at any time.

We’re excited to join forces with LastPass and be a part of a team that will continue to provide the best data-syncing tools out there! We hope you will support both of these great services through your business and your Premium subscription. For more information, please see the FAQs.

The Xmarks & LastPass Teams

Bit.ly has now raised about $14 million in a couple of years, but so far has only a nascent revenue stream: About 4,000 different companies have white label versions of Bit.ly’s URL shortener (the New York Times, for instance, uses Bit.ly to create addresses like this: http://nyti.ms/bm8lk2). But only some of them pay for that service, at a rate of $1,000 a month.

The real business, which Betaworks CEO John Borthwick says the company will begin to build out with its new money, is turning Bit.ly’s data set into money.

People clicked on six billion Bit.ly links last month, Borthwick says. And he imagines that all sorts of folks, from Google (GOOG) on down, would be willing to pay to license the data.

It’s worth noting that Yahoo (YHOO), among others, has been doing some tire-kicking around the service–maybe more, depending on whose story you’d like to listen to.

Other investors in this round include OATV, Mitch Kapor, Founders Fund, SV Angel, Joshua Stylman, Peter Hershberg and David Shen. The New York Times (NYT), as I have previously written, picked up a piece of Bit.ly this summer as partial payment for its work in in News.me, a yet-to-be-launched social news service for Apple’s (AAPL) iPad.

Yahoo doesn’t just shed top execs–it actually buys stuff related to its core online advertising business!

Thus, today, it announced the purchase of Dapper, an ad creation and optimization start-up.

Dapper, Yahoo (YHOO) said, “enables advertisers and agencies to quickly and easily build dynamic ad creative, leveraging data to automatically show the right product, offer, or message with each impression.” Which means it’s similar to Teracent, the ad optimization startup that Google (GOOG) bought in November 2009.

Dapper is based in San Francisco and has received $3 million in funding from Accel Partners and entrepreneur Mitch Kapor.

Terms of the acquisition were not released.

Here is the official Yahoo press release:

Yahoo! to Acquire Dapper; Extends Leadership in Display Advertising with Dapper’s Ability to Drive Performance and Efficiency with Creativity and Science

SUNNYVALE, Calif.–October 5, 2010 –Yahoo! Inc. (NASDAQ: YHOO) today announced the company has signed a definitive agreement to acquire Dapper (www.dapper.net), a technology platform providing dynamic display ad creation and optimization. Dapper enables advertisers and agencies to quickly and easily build dynamic ad creative, leveraging data to automatically show the right product, offer, or message with each impression. Dapper’s capabilities combined with Yahoo!’s already deep consumer insights will further enhance Yahoo!’s ability to deliver customized and relevant advertising.

“Yahoo!’s unique combination of Science, Art and Scale connects advertisers with consumers in ways that drive results,” said Frank Weishaupt, VP, North America Ad Marketplaces at Yahoo!. “Smart Ads will continue to be an important component of display advertising and the acquisition of Dapper will help Yahoo! to more efficiently deliver dynamic and personalized ads for customers across more of our network.”

The acquisition builds upon Yahoo!’s current display advertising leadership and will accelerate the adoption of Yahoo! Smart Ads. Yahoo! currently partners with Dapper, along with others in this space, and owning this technology will help the company deliver innovative solutions to an even broader range of advertisers and integrate dynamic ad serving into key Yahoo properties. Yahoo! is committed to the Smart Ads program and remaining open to working with innovative third parties in addition to providing a proprietary solution with the acquisition of Dapper.

“Yahoo!’s product strategy is focused on creating engaging and meaningful experiences that keep users entertained and informed,” said Dev Patel, VP, Advertiser and Publisher Solutions at Yahoo!. “Utilization of consumer insights to deliver relevant consumer and advertiser experiences are built into our technology from inception and Dapper’s capabilities will further enhance the experiences we deliver.”

Dapper was founded by Eran Shir and Jon Aizen in 2006 with a vision to transform display advertising with personalized, relevant content.

“The Dapper team is thrilled to be joining Yahoo!, already the largest and most successful force in display advertising,” said James Beriker, President and CEO of Dapper. “The addition of our technology platform will bring advertisers and agencies a highly scalable solution for building and optimizing dynamic ad campaigns with the reach and quality of Yahoo!’s network.”

Financial terms of the transaction were not disclosed. Yahoo! expects to complete the acquisition in the fourth quarter of 2010.

Yesterday marked the end for Xmarks, the Mitch Kapor-backed social bookmarking start-up that was founded in 2006.

What was most remarkable to BoomTown was the classiness and honesty of the goodbye, especially in Silicon Valley, which is loath to call a failure just that.

That was certainly clear in a terrific blog post about its history, titled “End of the Road for Xmarks,” written by its CTO and co-founder Todd Agulnick.

After noting Xmarks’ substantive growth as a browser synchronization service, he wrote:

“Tomorrow, however, will hardly be anything but typical, for tomorrow one of our engineers will start a script that will email each of our users to notify them that we’ll be ceasing operations in around 90 days.”

In the fascinating post, Agulnick did note that the company came close to selling recently. Actually, I heard it had gotten close twice and to no avail.

The San Francisco-based company–which had been called Foxmarks initially–had been seed-funded by Kapor, the well-known tech entrepreneur, and also got an additional investment from First Round Capital.

Xmarks garnered another $5 million in funding from Redpoint Ventures in 2008,

That year, it also hired Silicon Valley entrepreneur James Joaquin as CEO, whose job it was to carve out a business with Xmarks’ assets, including using its mass of data.

Xmarks had certainly been growing its user base and bookmarked Web addresses strongly, via a browser widget that recorded bookmarking information.

Earlier this year, it tried out an advertising product called SearchBoost, which gave advertisers additional analytics about their ads, as well as organic search results.

But all that ultimately did not translate into a viable business model for Xmarks.

At the time of launching this money-making effort in April, Kapor said that after growing its user base of actives, this was the next logical step for Xmarks.

“This is the effort to move from that category to the category of sustainable enterprises,” he said. “And that is certainly a good thing.”

But, as Agulnick concluded:

“We built it and it put it front of potential advertisers. Many were interested, but ultimately the feedback was negative: our user base was too small to be worth their time and attention.”

After thanking investors, employees, users and others, Agulnick ended:

“In the words of Douglas Adams, so long and thanks for all the fish.”

Indeed.

Looking back to happier times, here is a video interview I did with Joaquin in late 2008 about Xmarks’ prospects:

It might also be a business. That’s the hope of investors who have just plowed $1.6 million into the six-man operation, which launched a few months ago.

First Round Capital and Lower Case Capital are putting new money into the company, along with existing investors Mitch Kapor and Polaris Venture Partners, who previously invested $300,000. Stickybits is also touting the arrival of semi-celebrity angel investor Chris Sacca.

Again, explaining Stickybits takes a bit of work, and it may be easier if you’re drinking beer instead of coffee. Time.com did a fairly concise job, though: Using an Apple (AAPL) iPhone or Google (GOOG) Android, “users can scan barcodes, attach a piece of information–either a video, note or audio recording–and receive a notification whenever someone else scans the same object. Stickybits also produces unique, one-off barcodes of its own that, when attached to a postcard, for example, add digital memory to static objects.”

So that sort of sounds fun, and there might even be some commercial applications: You can see how marketers might want to play around with tagging the bar codes on the stuff they sell, etc.

Founder Billy Chasen, a graduate of the Betaworks start-up incubator, says the company intends to court those commercial customers, via privileged access to its API, as well as a dashboard they could use to manage their bar codes.

But Chasen says his company won’t be consumed with consumer marketers. “It’s not going to turn into something where it’s just a tool for brands,” he says. “We want it to be fun.”

Cool! In the meantime, Stickybits is generating a couple dollars by selling those personalized barcode stickers. I bet someone has already slapped one on a bong.

Social bookmarking start-up Xmarks, which has been growing its user base and bookmarked Web addresses strongly, launched a new advertising product today called SearchBoost, which it hopes will finally give it a viable business model.

Using a tool that displays user ranking and review information from the free synching service, Xmarks Chairman Mitch Kapor said in an interview with BoomTown that the ad offering essentially “decorates” a paid search ad, thereby boosting click-through rates by 15 percent.

Xmarks, which was founded in 2006 and offers a browser widget to record bookmarking information, will also give advertisers additional analytics about their ads, as well as organic search results.

With detailed usage data on over one billion bookmarks rated and reviewed by users, this information will be attached to the end of search results from both Google (GOOG) and Microsoft (MSFT) Bing on Mozilla’s Firefox and soon, on Microsoft’s Internet Explorer and Google’s Chrome browsers.

Xmarks said the service will cost from $29 to $99 a month for advertisers and that it will also offer more elaborate plans.

In the interview, Kapor said the company is simply enabling the addition of existing and valuable information already gleaned from its millions of users and giving advertisers the ability to show it off.

Different colors–which you can see below, with orange for paid and blue for organic results–is used to distinguish between them.

“These reviews show up where they show up and advertisers can’t buy a ranking or a rating,” said Kapor. “If advertisers want to decorate their ads to increase their conversions by showing what users think, that’s a good thing.”

Added Xmarks CEO James Joaquin: “We are allowing advertisers a tool that is already reflecting what the user base is saying is valuable…the real benefit is for brands that already have a high rank to declare that.”

Launching its business model, Kapor added, after growing its user base to four million active users, is the next logical step for Xmarks.

“This is the effort to move from that category to the category of sustainable enterprises,” he said. “And that is certainly a good thing.”

Here is Joaquin’s entire blog post on the move:

Today’s a big day at Xmarks. We’ve launched a new service for search marketers called SearchBoost, designed to increase the performance of paid search ads by displaying relevant Xmarks ratings and reviews next to sponsored links on Google and Bing search result pages. SearchBoost is a premium service with pricing starting at $29 per month.

SearchBoost is the primary business model for Xmarks, allowing us to keep our browser synchronization service completely free. While we obviously devote resources to this business, we’ve also recently launched Xmarks for Chrome and a new Tab Sync feature for Firefox. You can count on us to continue innovating and improving our sync products.

SearchBoost is also a natural extension of our vision for Smarter Search: displaying crowd-sourced ratings and reviews to help users identify the highest quality results on their search page. A small but vocal minority have told us (and may tell us again on this blog ;-) that they’re not interested in this feature. That’s OK with us: we’ve made it very simple to turn the Smarter Search feature off in Xmarks Settings. Many other users have sent us kudos for this important enhancement to web search.

We hope you’ll find ratings and reviews on ads as useful as they are on organic search results. It’s important to note that Xmarks ratings and reviews are completely crowd-sourced from our users. Advertisers cannot pay $ to improve ratings or alter reviews.

Finally, quick shout-outs to our chairman & co-founder Mitch Kapor who has kept us focused on his orginal vision of aggregating bookmarks to improve web search, and Xmarks advisor Eric Ries who helped us think through the early concept stage of what is now SearchBoost.

Rob Glaser (pictured here) called BoomTown when he landed in Washington, D.C., only a few hours after he announced Wednesday he was stepping down as longtime CEO of RealNetworks (RNWK).

Digital Daily reported there was some contention between Glaser and the Real board around his departure from the Seattle-based company he founded 16 years ago, a move that has actually been in the works for some time.

While Glaser did say that he had been through the “most intense two weeks of my life,” leading up to that, he declined to comment more about the specifics of his leaving.

That was fine with me, because–although execs come and go in various and sundry ways–you simply have to give Glaser credit for his pioneering work in bringing both audio and video to the Web.

So Glaser and I talked about this and more, from what he thinks are the key highlights of his Internet career until now to what he plans to do next.

First and foremost, Glaser did “give the Internet a voice,” as I wrote in a 1998 profile of him for The Wall Street Journal about his company’s introduction of its first RealAudio product:

“RealAudio was greeted with more than a little disdain from the Internet elite because it was a tinny and unsatisfying experience for most users. But it gave the Internet a voice, and Mr. Glaser kept plugging away, improving fidelity and striking deals with more content providers to use it on their Web sites.”

Glaser said that was the simple idea behind Real, to “turn the Web from text and static links to a dynamic media space for the mainstream to enjoy.”

That effort began in earnest in the mid-1990s, he noted, by selling “tech enablement,” which simply meant hawking servers and software to companies interested in adding audio and, later, video, to their Web sites.

So successful was Real then that many big companies tried to buy it for huge sums. But ever the aggressive entrepreneur, Glaser never sold–unlike Mark Cuban at Broadcast.com–although many wished he had.

But that was simply not his style, he said; plus, business was booming and it was “like selling pickaxes during the Gold Rush.”

It is an apt metaphor since the next major moment for the company came when the Web 1.0 bubble burst in 2000.

“A lot of great–and also not so great–companies just died,” he said.

To avoid that fate, “We pivoted in a hard way to consumer services and avoided the tailspin,” Glaser added. “It was kind of like when the woolly mammoth evolved into an elephant, while the pterodactyl did not turn into anything.”

That meant creating a variety of consumer-focused media offerings that used Real technology, such as its casual games business and its Rhapsody music service.

Real also shifted its tech licensing business to a carrier services model, Glaser said.

He regularly tangled with Microsoft (MSFT), where he started his career as a very brash 21-year-old. The software giant targeted Real’s business, but also cooperated with the company at times.

And, while the games unit and Rhapsody hit some major bumps, Real did score a whopping $761 million antitrust settlement in 2005 from Microsoft.

But that win was some time ago, and Real idled too much, as did its stock, in the following years, even as Glaser plugged away at creating a variety of new businesses and strategies.

Some were off limits, he said when I asked him why he did not come up with a service like YouTube, given Real’s advantages in video early on, noting that his public company could never had created a service that so antagonized Hollywood partners.

But Glaser did just that more recently with one such innovative idea for a “legal” DVD ripper, called RealDVD.

Though very interesting, RealDVD hit the skids quickly when a federal judge last week dismissed Real’s claims against Hollywood studios seeking to shut down the service before it could be widely distributed.

While that specific defeat was not the reason for his leaving RealNetworks, the idea that it was time to bring new blood to the company finally gained traction with investors, the board, employees and, yes, Glaser too.

What the notoriously hard-charging executive–“My intensity sometimes manifested itself in less positive ways,” Glaser conceded in my 1998 interview with him–will do next is anyone’s guess.

Including his own.

Glaser noted that he would remain chairman of Real, although his day-to-day engagement there is now over.

“It is a big transition for me, because I am closing a chapter I have been in for a very long time,” he said, adding that he would probably do more philanthropic and political work.

(That’s no surprise. After all, Real was once called Progressive Networks, after his liberal politics, and Glaser once had a newspaper column called “What’s Left” while at Yale University.)

Glaser said that on the flight to Washington he thought about the advice Lotus founder Mitch Kapor, one of Real’s earliest investors, gave him when he left Microsoft and was thinking about his next step:

You should take time to figure out what you want to do next and know why you want to do it. Because if it’s successful, once you get going you won’t have time to think through those issues as clearly as you can now.

That’s pretty much been Glaser’s modus operandi over his many years at Real and in the larger Internet space: He pushed his vision of a live Internet forth, he never cut and ran, he never sold, he kept pushing forward.

And you have to admire that kind of gumption, no matter the outcome.

In any case, it is likely Glaser will keep doing so in the years to come.

In fact, pointing out that the movement of entertainment and content online has “come a long way, but still has an even longer way to go,” Glaser started rattling off ideas about where the online media sector needs to go in exactly the same fashion I described a dozen years before.

I described Glaser then as: “speaking in staccato bursts and radiating so much intensity that his face resembles a clenched fist.”

In other words, for all the the lively entrepreneur has been part of as a key pioneer in the development of the Internet, some things will never ever change.

If you want to see Glaser in action, check out these three videos of him, two from the fifth D: All Things Digital conference and one of him talking to me about RealDVD when he introduced it at Demo:

Session interview at D5

Demoing RealPlayer 11 at D5

Talking about RealDVD

]]> http://allthingsd.com/20100115/realnetworks-rob-glaser-talks-about-giving-the-internet-a-voice-and-yes-woolly-mammoths/feed/ 2 http://allthingsd.com/20100114/boomtowns-1998-rob-glaser-profile-a-web-pioneer-does-a-delicate-dance-with-microsoft/ http://allthingsd.com/20100114/boomtowns-1998-rob-glaser-profile-a-web-pioneer-does-a-delicate-dance-with-microsoft/#comments Thu, 14 Jan 2010 19:48:04 +0000 Kara Swisher http://kara.allthingsd.com/?p=23045

BoomTown did an interview last night with outgoing RealNetworks (RNWK) CEO Rob Glaser after the announcement yesterday of his departure from the company he founded and led for 16 years.

That will be posted later today, but here is a profile of Glaser I wrote after spending time with him in Seattle, when I was covering the Internet for The Wall Street Journal.

It’s from Feb. 12, 1998–yes, that means Rob and I are genuine Web antiques–and focuses on Glaser’s decidedly complicated relationship with his former employer, Microsoft (MSFT).

As you will see, it comes from a much different era of the Internet, when Microsoft was much scarier, RealNetworks represented innovation and the medium was still in its infancy. My favorite line is a description of Glaser as “radiating so much intensity that his face resembles a clenched fist.”

Here it is:

Rob Glaser learned the software business as one of Bill Gates’s most aggressive proteges at Microsoft Corp. So he knows all too well the anguishing strategic decision that most software entrepreneurs inevitably confront: Go head-to-head against Mr. Gates and risk annihilation. Or cooperate with him–and risk annihilation.

Now an Internet entrepreneur himself, Mr. Glaser thinks he has another strategy: A delicate dance with Microsoft that combines a little bit of competition and a little bit of cooperation.

His newly public company, RealNetworks Inc., popularized the use of realtime audio and video on the Internet’s World Wide Web. It already has more than 18 million registered users of its free “streaming” software for receiving multimedia over the Net. It also has a rapidly growing business selling server software for transmitting audio and video to Website operators.

But it stands squarely in the path of the strategy that has drawn Microsoft into trouble with antitrust regulators: Emulating innovative products, integrating them into its operating systems and then giving them away free. RealNetworks’ daunting task is to prove it can do a better job of outmaneuvering Microsoft than Netscape Communications Inc., the browser pioneer whose market share and profitability have been devastated by Microsoft’s integration strategy.

Mr. Glaser insists he and the software giant can coexist. “I learned an amazing amount from Bill,” he says, speaking in staccato bursts and radiating so much intensity that his face resembles a clenched fist. “We knew we could either compete head-on like Netscape or do something a lot more interesting.”

His strategy is known internally as “coopetition.” Out of mistrust, Netscape two years ago rejected an unsolicited offer from Microsoft to become a partner and investor. But Mr. Glaser approached his former colleagues last summer seeking just such an alliance. In July, he sold a nonvoting 10% stake to Microsoft for $30 million, and licensed RealNetworks’ technology to the software giant for another $30 million. Microsoft also agreed to bundle RealNetworks’ software with Internet Explorer.

In making the deal, Mr. Glaser helped himself to Microsoft’s cash and prestige and calculated that Microsoft wouldn’t consider streaming technology to be as strategic to its future as the browser.

“What we were trying to do in the partnership is to set it up so that our success would not disadvantage their core business,” Mr. Glaser says. “Microsoft is a very paranoid company and so we have tried to create an environment where while they might be covetous of some of our success, analytically they would not fear it.”

The deal gave Mr. Gates the opportunity, if he so desired, to clone RealNetworks’ products during the period when they were licensed to Microsoft. “There’s no question they could use our own technology to become extremely vigorous competitors and try to put us out of business,” says James Breyer, a director and member of Accel Partners, a venture-capital firm that helped finance RealNetworks.

So Mr. Glaser needs to stay ahead of Microsoft by rapidly improving his software, accumulating enough customers to become the standard for sending audio and video over the Internet and diversifying into related businesses.

Last month, for example, he announced an agreement with one of Microsoft’s archrivals, Sun Microsystems Inc., to finetune his software to perform better on Sun’s popular Internet servers than on Windows-based servers.

“They are neither friend nor foe, but Microsoft is most certainly the environment we live in,” says Mr. Glaser, now 36 years old. “It’s how we work within that environment that will make all the difference.”

Mr. Glaser’s own personality seems suited to the relationship’s contradictions. He has been a committed liberal since his days at Yale University, where he wrote a column called “What’s Left” for the student newspaper. He initially named his company Progressive Networks to reflect his politics. And he donated 700,000 RealNetworks shares to causes related to freedom of speech and environmental issues after the public offering, and promises to contribute 5% of the company’s future profits as well.

But he became a notoriously hardcharging and sometimes arrogant manager after he joined Microsoft in 1983, at the age of 21. Some colleagues dubbed him a “screamer.” When deadlines approached for projects, several former colleagues at Microsoft say he became increasingly revved-up, downing one Diet Coke after another and erupting at even tiny mistakes. “My intensity sometimes manifested itself in less positive ways,” Mr. Glaser concedes.

“Like Microsoft, Rob was smart, young, perhaps a little hard to take, and convinced he was absolutely right about a lot of stuff,” recalls Mike Slade, a friend of Mr. Glaser’s at Microsoft who now runs an Internet publishing company, Starwave Corp. “But that was what was rewarded at the company and everything was going too fast there for a lot of management training.”

The pace did take its toll. Even though Mr. Glaser rose to become vice president of multimedia systems and one of Mr. Gates’s favorites, his last years at Microsoft were rocky. Some at the company point to an internal power struggle with Microsoft’s head of technology, Nathan Myhrvold. “They both wanted to be Bill’s boy genius and visionary for the company,” says a colleague. “Obviously, Nathan won.”

Mr. Glaser dismisses tales of infighting, blaming his departure on a diminishing feeling of “joy” in his work. “I began to think that Bill had the best job of all,” he says. In 1993, at the age of 31, he resigned, with about $15 million of stock in his pocket.

His retirement didn’t last long. Soon after, he saw a version of the Mosaic browser, the first graphical interface software for navigating the Web. He had an epiphany, he says, realizing that the Internet could eventually become a major purveyor of audio and video.

Mr. Glaser sank about $1 million of his own money into a start-up that would first produce software for compressing and transmitting sound. With additional funding from friends, such as Lotus founder Mitch Kapor, RealAudio 1.0 quickly made its debut in April 1995.

RealAudio was greeted with more than a little disdain from the Internet elite because it was a tinny and unsatisfying experience for most users. But it gave the Internet a voice, and Mr. Glaser kept plugging away, improving fidelity and striking deals with more content providers to use it on their Web sites. The hook: Free player software for consumers.

He is attempting to repeat the process with RealVideo. It currently provides small, jerky moving pictures but will, he believes, someday transform the Internet as data transmission speeds increase. In a recent demo of the player, Mr. Glaser selected a music video by the languid singer Jewel, he joked, “because she doesn’t move around too much.”

Meanwhile, Microsoft has been developing its own Media Player and NetShow streaming software, partly with technology acquired by purchasing VXtreme, a RealNetworks competitor.

The Microsoft products are now free. But the company may decide to charge for the latest version of NetShow coming out this year, which would be good for RealNetworks. Meanwhile, Microsoft will continue to bundle RealNetworks’ player software with the Microsoft browser, also good for RealNetworks. And the day after RealNetworks’ Sun deal, Microsoft announced an agreement to make its own Media Player compatible with RealNetworks’ server software, yet another positive development for RealNetworks.

“The user only wants it to work,” says Rich Tong, a Microsoft marketing vice president. “So it is good business to work with RealNetworks to set standards for compatibility and expand the market for all of us.”

Skeptics assert that RealNetworks has forged only a temporary truce with Microsoft. Like Netscape, it must continually confront the challenge of trying to make money on technology that Microsoft gives away. RealNetworks charges $29.95 for an enhanced version of the player it gives away free, and $695 and up for its most powerful server software.

Some large companies are snapping the products up. Mercedes Benz, Eastman Kodak and Lockheed Martin are buying RealNetworks’ latest software, RealSystem 5.0, to bring their internal networks to life. Boeing Co., for example, uses RealNetworks’ software to communicate with employees world-wide and conduct training sessions. A variety of media concerns such as Metro-Goldwyn-Mayer, the Public Broadcasting System, AOL, Fox News’s 24-hour newsfeed and Paramount Pictures use it as well.

Mr. Glaser recently cut a deal with Macromedia Inc., the largest provider of animation-editing software, to transmit animated material over the Internet. RealNetworks is also operating multimedia Web sites for other companies, and has a joint venture with MCI Communications Corp. to create a broadcast network on the Web.

All these initiatives are running up big bills. Earlier this month, RealNetworks reported that revenue more than doubled for 1997, to $32.7 million from $14 million the year before. But heavy research and development spending tripled losses to $11.2 million, or 40 cents a share, from $3.8 million, or 14 cents a share. The company’s high costs, plus the looming threat of Microsoft, have depressed the stock, which hovers at around $16 a share, only slightly above the $12.50 a share it opened at when it went public in November.

But Mr. Glaser exudes confidence. His intense personality seems calmer these days. Once divorced, he now has a steady girlfriend and is traveling more frequently, including a summer trip to New Zealand, Australia and French Polynesia, where he made the decision to take RealNetworks public. His 13.5 million shares are worth $218.5 million. And he thinks he has Microsoft figured out. “People in Silicon Valley see things unnecessarily in black and white: You either hate Microsoft or you are a vassal of them. I am saying there is a third way.”

]]> http://allthingsd.com/20100114/boomtowns-1998-rob-glaser-profile-a-web-pioneer-does-a-delicate-dance-with-microsoft/feed/ 1 http://allthingsd.com/20090413/stumbleupon-stumbles-out-of-ebays-arms-to-be-reborn-as-a-start-up/ http://allthingsd.com/20090413/stumbleupon-stumbles-out-of-ebays-arms-to-be-reborn-as-a-start-up/#comments Mon, 13 Apr 2009 20:20:55 +0000 Kara Swisher http://kara.allthingsd.com/?p=12222

The content-discovery service, StumbleUpon, has gotten itself back to start-up status, after being bought by eBay two years ago.

It announced today that it was returning to being an “investor-backed startup” by a roster of well-known Silicon Valley investors, including Ram Shriram of Sherpalo Ventures, Accel Partners and August Capital.

Its founders, Garrett Camp and Geoff Smith are also back, with Camp now in place as CEO.

“We are grateful to eBay for its guidance. However, we realized there were few long-term synergies between the two businesses. It is best for us to part ways and focus on our respective strengths,” said Camp, stating the very obvious.

That’s quite a boomerang since it was acquired by the auction giant in 2007 for $75 million.

Before that event, which was at the height of the Web 2.0 fervor, the Canadian-born social-bookmarking start-up, which launched several years ago, came to the Bay area in 2006 and got some fancy venture investors (Mitch Kapor, Ron Conway, Shriram and others) who ponied up a couple of million dollars. It soon became a traffic-generating hit.

But rumors of the San Francisco-based company being sold by eBay (EBAY) have swirled around it almost since it was bought, although there was no sale.

The same has been true for eBay’s other purchase, of voice-over-IP service Skype. A recent report in the New York Times said its founders were also considering buying Skype back from eBay.

Under eBay, the site has floundered a little bit, but made some changes, such as unveiling a new Web-centric look and feel and a new partnering program last fall that represented a major shift for the online discovery service.

In that change, users no longer had to register for the service or download its toolbar to “stumble” the Web.

Terms of the deal were not released, but we’re digging! Um, stumbling!

More to come, but here’s the full press release from the company, as well as a video I did at the party StumbleUpon threw after getting acquired by eBay, including an interview with then-thrilled Camp:

StumbleUpon Goes Independent; Backed by Founders and New Investors

April 13, 2009 – StumbleUpon, the best way to discover new content on the Internet, today announced that after nearly 2 years as a subsidiary of eBay Inc., it has returned to the ranks of an investor-backed startup. StumbleUpon is now backed by the original company founders, Garrett Camp and Geoff Smith, as well as a number of well-known investors including Ram Shriram of Sherpalo Ventures, Accel Partners, and August Capital. Camp takes on the role of CEO of StumbleUpon.

“We are grateful to eBay for its guidance. However, we realized there were few long-term synergies between the two businesses. It is best for us to part ways and focus on our respective strengths,” said Camp. “This change makes it possible for StumbleUpon to continue to innovate and focus on becoming the Web’s largest recommendation service.”

“StumbleUpon helps users discover the best of the web–it’s a way to find interesting content you wouldn’t think to search for,” said Shriram. “StumbleUpon’s personalized recommendation engine brings serendipity back to websurfing, and lets users sift through socially-endorsed content with a single click.”

StumbleUpon will remain focused on helping people discover interesting content by increasing the accessibility of the StumbleUpon service and the quality of recommendations. In addition, StumbleUpon has plans for several new products and features to be released in the upcoming months.

[ See post to watch video ]

]]> http://allthingsd.com/20090413/stumbleupon-stumbles-out-of-ebays-arms-to-be-reborn-as-a-start-up/feed/ 1 http://allthingsd.com/20090303/kara-visits-demo09/ http://allthingsd.com/20090303/kara-visits-demo09/#comments Tue, 03 Mar 2009 18:00:53 +0000 Kara Swisher http://kara.allthingsd.com/?p=10611

There was no doubt, given the continuing economic collapse and all the joy that brings, that Demo09 was going to be a much tamped-down and sober affair this year.

But there are still a lot of interesting start-ups being featured in the main ballroom and demo “pit,” such as a cool “touch book” offering, a strange hooking-up-in-a-bar smartphone app and a plethora of ideas that obviously got their inspiration from the iPhone from Apple (AAPL).

As in: touch, swipe, interact! (Which is the official BoomTown motto, in point of fact.)

Demo Executive Producer Chris Shipley is still running the show. But VentureBeat founder and Editor-in-Chief Matt Marshall will take over the longtime, semiannual conference–where several dozen start-ups strut their stuff in front of an industry crowd–in 2010.

Here is the video I did of the event, which was held in Palm Desert, Calif., and ends today. It includes serial entrepreneur Mitch Kapor, PR guy Brian Solis and All Things Digital Co-Executive Editor Walt Mossberg.

[ See post to watch video ]

]]> http://allthingsd.com/20090303/kara-visits-demo09/feed/ 0 http://allthingsd.com/20090211/where-in-the-world-is-americas-cto/ http://allthingsd.com/20090211/where-in-the-world-is-americas-cto/#comments Wed, 11 Feb 2009 13:30:39 +0000 Kara Swisher http://kara.allthingsd.com/?p=9627

With the naming of Oracle (ORCL) President Charles Phillips to President Barack Obama’s 16-Member Economic Recovery Advisory Board a few days ago, another Silicon Valley tech mandarin fell off the list to become America’s first chief technology officer.

The job–which was promised by President Barack Obama during his campaign and underscored when he released a memorandum on transparency and open government that outlined some of the CTO duties the day after he was sworn in–remains unfilled.

In fact, so does the Federal Communications Commission chairman’s post, which insiders said a month ago would go to former IAC/InterActiveCorp (IACI) exec Julius Genachowski. But he has not been nominated yet.

Both Genachowski and Phillips were on a short list floated in November by The Wall Street Journal for CTO. The third name on it, Level 3 (LVLT) exec Don Gips, has since been named to a high-level White House job.

While the continuing economic crisis has sucked all the oxygen from the room, the Obama administration has still made a lot of promises about tech issues, from improving broadband to making the government more transparent and digital.

So, who is getting the job as head geek?

Could it be well-known entrepreneur Mitch Kapor? Google (GOOG) guru-in-resident and Internet father Vint Cerf? Or some other tech-savvy Silicon Valley figure?

BoomTown is, of course, rooting for Steve “Woz” Wozniak. Once he wins “Dancing With the Stars” this season, he will be the only nerd capable of the two-stepping one needs to survive in Washington.

Post new guesses in comments below.

And, until someone is appointed to fix the nation’s computers, here is the Jan. 21 memo Obama released about some of the tasks ahead for America’s CTO:

MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES

SUBJECT: Transparency and Open Government

My Administration is committed to creating an unprecedented level of openness in Government. We will work together to ensure the public trust and establish a system of transparency, public participation, and collaboration. Openness will strengthen our democracy and promote efficiency and effectiveness in Government.

Government should be transparent. Transparency promotes accountability and provides information for citizens about what their Government is doing. Information maintained by the Federal Government is a national asset. My Administration will take appropriate action, consistent with law and policy, to disclose information rapidly in forms that the public can readily find and use. Executive departments and agencies should harness new technologies to put information about their operations and decisions online and readily available to the public. Executive departments and agencies should also solicit public feedback to identify information of greatest use to the public.

Government should be participatory. Public engagement enhances the Government’s effectiveness and improves the quality of its decisions. Knowledge is widely dispersed in society, and public officials benefit from having access to that dispersed knowledge. Executive departments and agencies should offer Americans increased opportunities to participate in policymaking and to provide their Government with the benefits of their collective expertise and information. Executive departments and agencies should also solicit public input on how we can increase and improve opportunities for public participation in Government.

Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation.

I direct the Chief Technology Officer, in coordination with the Director of the Office of Management and Budget (OMB) and the Administrator of General Services, to coordinate the development by appropriate executive departments and agencies, within 120 days, of recommendations for an Open Government Directive, to be issued by the Director of OMB, that instructs executive departments and agencies to take specific actions implementing the principles set forth in this memorandum. The independent agencies should comply with the Open Government Directive.

This memorandum is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by a party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.

This memorandum shall be published in the Federal Register.

BARACK OBAMA

[Photo of the t-shirt from ThinkGeek.]

]]> http://allthingsd.com/20090211/where-in-the-world-is-americas-cto/feed/ 6 http://allthingsd.com/20090128/sap-the-s-is-for-sack/ http://allthingsd.com/20090128/sap-the-s-is-for-sack/#comments Wed, 28 Jan 2009 13:10:41 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=12108

[ See post to watch video ]

]]> http://allthingsd.com/20090128/sap-the-s-is-for-sack/feed/ 0 http://allthingsd.com/20090128/sap-the-s-is-for-sack-2/ http://allthingsd.com/20090128/sap-the-s-is-for-sack-2/#comments Wed, 28 Jan 2009 13:10:41 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=12108

[ See post to watch video ]

]]> http://allthingsd.com/20090128/sap-the-s-is-for-sack-2/feed/ 0 http://allthingsd.com/20081117/a-new-ceo-for-mitch-kapors-foxmarks/ http://allthingsd.com/20081117/a-new-ceo-for-mitch-kapors-foxmarks/#comments Mon, 17 Nov 2008 13:00:20 +0000 Kara Swisher http://kara.allthingsd.com/?p=6551

Last Friday, BoomTown paid a visit to James Joaquin, who has just been officially appointed the new CEO of Foxmarks, the Mitch Kapor-backed start-up that makes a free bookmarking and password syncing add-on for the Firefox browser.

The San Francisco-based company had also has gotten $5 million in funding from Redpoint Ventures earlier this summer. Initially, Foxmarks had been founded and seed-funded by Kapor, the well-known tech entrepreneur, and also got an additional investment from First Round Capital.

With the arrival of Joaquin, Foxmarks is trying to move into a mode of carving out a business with its assets, including using its data and expanding beyond the Firefox browser.

Here is the video interview with Joaquin about all that and more:

[ See post to watch video ]

]]> http://allthingsd.com/20081117/a-new-ceo-for-mitch-kapors-foxmarks/feed/ 1 http://allthingsd.com/20070718/web-20-dinner-and-schmoozefest/ http://allthingsd.com/20070718/web-20-dinner-and-schmoozefest/#comments Wed, 18 Jul 2007 08:27:38 +0000 Kara Swisher http://kara.allthingsd.com/20070718/web-20-dinner-and-schmoozefest/ I went to a dinner last night hosted by John Battelle and Tim O’Reilly of the Web 2.0 Summit, and it was one of the more schmoozy events I have been to in a while.

The event–this year at Foreign Cinema in the Mission District of San Francisco–is held to elicit feedback from the Internet’s movers and shakers about the new directions the conference, set to take place in San Francisco in mid-October, should head in.

Except Battelle and O’Reilly already came up with a theme: “The Web’s Edge.”

I am not entirely sure what that means. Is it that it is at an edge? Or that we need to look at the edge? Or just that things just feel all pointy lately? Big thoughts all!

In any case, the party was a lot of fun and filled with digital personalities, like Mitch Kapor and Ann Winblad, as well as a few folks I interviewed like ex-AOLer Jon Miller, ex-Fox exec Ross Levinsohn, VC David Sze, Tina Sharkey of BabyCenter and Webby Awards founder Tiffany Shlain.

Here’s the video:

[ See post to watch video ]

]]> http://allthingsd.com/20070718/web-20-dinner-and-schmoozefest/feed/ 2 http://allthingsd.com/20070523/questions-for-bill-and-steves-excellent-adventure/ http://allthingsd.com/20070523/questions-for-bill-and-steves-excellent-adventure/#comments Wed, 23 May 2007 07:36:41 +0000 Kara Swisher http://kara.allthingsd.com/20070523/questions-for-bill-and-steves-excellent-adventure/ So soon enough, you will be hearing a lot about the joint interview with tech legends–Microsoft’s Bill Gates and Apple’s Steve Jobs–that Walt and I will be doing exactly a week from tonight at our D: All Things Digital conference in Carlsbad, Calif. (You can read Dow Jones’s press release on the May 30 event here.)

We’ve certainly got a lot of important questions to ask this pair, who really are the twin icons of the digital revolution and key players in its evolution. They also have had a dramatic professional relationship and, just as often, rivalry.

Given the long history of cooperation and competition they have shared, that they have agreed to show up to be interviewed together should make for great high-tech theater.

After next week, Gates will have been onstage at all five D conferences and Jobs will have been four times (he will also appear in a solo interview earlier in the day next Wednesday).

This site will have all sorts of coverage, from live blogs to photos to video excerpts of the whole event (more on that later).

But in the spirit of user-generated content (we mainstream-media types are fast learners), I will be going around all this week with my little video camera and asking well-known tech types and also average folks–good thing I live in San Francisco, where there is a large concentration of geeks–what they would ask the pair if they could.

Starting tomorrow, I will post the video queries, but you can also add questions in the comments section below. Until then, here are three photos by Asa Mathat of the duo at our third D in 2005 at dinner, sharing obviously amusing tales (I would love to know about what), and three more yukking it up with another tech icon, Mitch Kapor.

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