There’s no picture of the moment when everything changed for Kevin Systrom. But if there were, it would look something like this: A lanky, very tall, dark-haired man in his late 20s sits on a bench at the Caltrain commuter station in Palo Alto, Calif. A sepia tone and weathered patina might underscore the mood of weighty contemplation.

It was early April of last year, and Systrom was waiting for his business partner, Mike Krieger, to arrive from San Francisco. Systrom had just left Mark Zuckerberg’s nearby house and was still digesting the offer that the Facebook founder and CEO had made him: To buy Instagram, the photo-sharing app that Systrom and Krieger had launched just 18 months before. The price Zuckerberg offered was $1 billion — $300 million in cash and the rest in Facebook stock, an especially generous-seeming deal on the eve of his company’s much-anticipated initial public offering.

The offer was even more impressive given Instagram’s size and age. At the time, it had just 13 employees, operating out of a cramped space in the South Park section of San Francisco. Still, the small crew had managed to attract 30 million Apple iPhone users in just a year and a half by offering a service that allowed a person to quickly upload, prettify through the use of filters and publish images to the Web for friends to see. A version for Google’s Android mobile operating system had launched the week before, attracting another million users in a single day.

What’s more, although the app generated no revenue, it had attracted so much attention from venture capitalists that the startup had nearly closed an impressive new round of funding at a wildly high valuation of $500 million. Zuckerberg had just doubled that, leaving Systrom with a lot to think about on that train-station bench.

Click. If there ever was a money shot to take for Instagram and Systrom, that was it.

(Photo by Jonas Fredwall Karlsson, used with permission by Vanity Fair)

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The first store is at 323 University Avenue in Palo Alto, Calif., the historic tech startup hub (that is, until Palantir took all the real estate over). It’s the former home of the Medallion Rug Gallery, which has a place of its own in Silicon Valley lore.

The store will be called LegalForce BookFlip — a new brand coming from the company that has historically specialized in online trademark search and services.

LegalForce CEO Raj Abhyanker described the store as an effort to help people “access legal services in a comfortable retail setting without being intimidated.”

Customers will be able to access attorneys on a walk-in basis for both personal and business legal topics, at a cost of $45 for 15 minutes.

As we’ve covered previously, before founding LegalForce/Trademarkia, Abhyanker started Fatdoor, and he had claimed that his name and concept were ripped off for the neighborhood social network Nextdoor.

SurveyMonkey has raised a massive $800 million in debt and additional equity funding, which it plans to distribute in a tender offer, said sources with knowledge of the situation.

It is one of the largest private capital raises for an Internet company.

The move is being done to allow employees and early investors to cash out of the Palo Alto, Calif., online polling company, since it does not have current plans to go public.

That will presumably occur, though, with this financing valuing the under-the-radar SurveyMonkey at $1.3 billion, sources added.

About $450 million of the total will be from new investments from a number of key investors, including CEO Dave Goldberg and Tiger Global Management.

But one new investor is an interesting one — Google — and not through its Google Ventures arm. Instead, it is via a new investing vehicle that has been created at the search giant that is focusing on late-stage companies — like SurveyMonkey — which have a proven business model.

In fact, the company is profitable and has been funding its operations and expansion from current revenue.

But there was a feeling that early investors — such as Bain Capital and Spectrum Equity, as well as early employees, including its original founder — should be rewarded, since there is not an IPO in the near future.

That said, Spectrum, which bought the company in 2009 and brought the well-regarded Silicon Valley entrepreneur Goldberg in as CEO, will retain a large stake in the recapitalization.

The $350 million in debt is being led in a syndicate by J.P. Morgan Chase, said sources.

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

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

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

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

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

Here goes:

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

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

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

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

Finally, Sellers gives her intro of Mayer.

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

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

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

Why not!

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

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

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

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

Therefore, its products need to be inspiring and delightful.

Daily delight! This is the buzzword.

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

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

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

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

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

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

Says Mayer: “Acute user need.”

I acutely need doughnuts. Does this count?

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

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

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

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

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

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

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

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

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

Sellers asked about acquisitions.

Mayer: Mobilemobilemobile! (It worked before!)

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

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

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

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

No offense taken!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Until then, Mayer’s mum. So to speak.

While it is one of the largest consumer electronics and mobile companies in the world, Korea’s Samsung has a relatively quiet profile in Silicon Valley.

In fact, while it has had a longtime facility in San Jose for two decades, its execs are not well known to many except the top echelons of the tech sector here and Samsung’s interactions with the entrepreneurial culture have been decidedly low key.

No longer, it seems.

Besides a previously announced new 8.5-acre campus in Mountain View for its U.S. research and development center, slated for completion in 2014, sources said the company is close to signing a deal for a prominent venue in downtown Palo Alto that will house a start-up accelerator.

The location that the company is now negotiating is the second floor of the former Borders Books space on University Avenue. The historical property has a splashy movie marquee, since it used to house the Varsity Theatre.

It’s not quite Oppa Gangnam Style, it is a big move for Samsung.

While it is unclear if the new office will focus on making investments in start-ups or incubating its own innovation, sources said it will be aimed at linking Silicon Valley entrepreneurs and other players more closely with Samsung.

Sources said the move is being spearheaded by a relatively new hire by Samsung: David Eun, who became its EVP to lead a new push to create more media offerings in December. Previous to Samsung, Eun has been an exec at both Google and AOL.

Eun is well known in the Valley already, but a new location that will focus Samsung’s digital efforts should raise the company’s profile with the digerati here.

Also on the docket to do that is Samsung’s other new major facility. In September, right in the middle of its high-profile patent trial with Apple, the company announced that Samsung Information Systems America, its U.S. R&D Center, would expand and relocate to a new campus.

“The R&D Center will provide a state-of-the-art campus that can support the current rapid growth in the organization, and also provide the infrastructure to support Samsung’s open innovation and university collaboration activities,” Samsung said in a press release at the time. “Construction is anticipated to start in the second half of 2013 on the company’s two new six-story class-A office buildings totaling approximately 385,000 sq. ft. and two 5-6 story parking structures, with occupancy expected in 2014.”

In other words, Apple: Samsung is now officially in the house in Silicon Valley.

The Palo Alto, Calif., technology giant made that assertion to the Securities and Exchange Commission in response to a letter dated Sept. 6 and disclosed in a recent regulatory filing.

Last year, news reports surfaced saying H-P’s technology was being used as part of a surveillance program by the Syrian government.

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Apple has hired major Amazon exec and prominent search technologist William Stasior to run its Siri unit, according to sources.

At the online retail giant, Stasior has been in charge of A9, Amazon’s search and search advertising unit. The former AltaVista exec co-founded the independent company and has run it since Udi Manber left for Google.

The Palo Alto, Calif.-based A9 now provides search for Amazon sites worldwide, as well as other online retail sites.

Stasior has an impressive pedigree (you can read his resume and see a really geeky binary image he posted of himself here). The MIT PhD has taught there, too, and has done stints at Oracle, Netcentives and AltaVista. He came to Amazon in 2003 as its director of search and navigation.

He will now be in charge of Siri, which is Apple’s famous voice-activated personal-assistant program. The tech giant acquired Siri in April of 2010 to garner a big stake in voice-activated search.

While Siri has had a high profile in the iPhones, Apple has lost some of the talent who created it. Adam Cheyer, who co-founded the voice recognition software company prior to its acquisition by Apple in 2008, left recently. And CEO Dag Kittlaus departed in October of 2011.

What’s more intriguing is what else Stasior might find himself working on — presumably, strengthening Apple’s search and search advertising technology in the wake of its increasing competition with Google.

Apple has recently tossed Google’s mapping technology from the latest version of its iOS 6 operating system and could eventually remove it as a search option, too, on its popular smartphones and also from its other computing devices and software.

Amazon had no comment on Stasior’s departure.

Recently, I paid a visit to the very elegant yet still hipster offices of Social+Capital Partnership in Palo Alto, Calif.

As many know already, the venture fund was founded last year by the dashing-in-Silicon-Valley-at-least Chamath Palihapitiya — the former Facebook and AOL exec, who also did a stint at the very traditional Mayfield Fund and is a competitive poker player, too.

After Palihapitiya started Social+Capital with a $300 million kitty, he famously declared — in a geek version of Frank Sinatra — that he would do it his way with his own money and funds from a bunch of other Richie Riches like him.

“Venture capital firms tend to focus on having large amounts of assets under management and collecting fixed fees,” Palihapitiya said in an interview with the New York Times a year ago. “That creates perverse incentives, because you’re focused on deploying as much capital as fast as possible. I want to be antithetical to all of that.”

Palihapitiya certainly started out doing that, with a noisy kerfuffle over his objections to how a funding was taking place at Airbnb, in which founders were sucking money out while the employees could not.

Eventually, that was water under the bridge, and Palihapitiya ended up investing in the online home rental service.

Thus, a year out, it was time to check in on the firm, which mostly focuses on health care, education and financial services. As Palihapitiya promised, Social+Capital has indeed invested in a range of very interesting start-ups so far, such as diabetes tracker Glooko and Web-design training service Treehouse.

And the firm already had a big win from its investment in social enterprise software start-up Yammer, which was bought by Microsoft for $1.2 billion this June.

Most recently, Palihapitiya said that Social+Capital just invested in Box, and also just backed the founders of Jive — Dave Hersh and Sam Lawrence — who are building a Salesforce killer called CrushPath.

Here’s a video I did with Palihapitiya and two Social+Capital partners, Ted Maidenberg and Mamoon Hamid, in the now-slick former warehouse where the firm operates along with some of its start-ups.

Enjoy:

]]> http://allthingsd.com/20120917/checking-in-with-the-natty-vcs-of-socialcapital-video/feed/ 0 http://allthingsd.com/20120819/onlive-bought-by-um-onlive-and-former-investor-lauder-partners/ http://allthingsd.com/20120819/onlive-bought-by-um-onlive-and-former-investor-lauder-partners/#comments Mon, 20 Aug 2012 01:58:33 +0000 Kara Swisher http://allthingsd.com/?p=242931

Here’s a press release I just got sent by OnLive, about its sale to its mysterious new investor.

Which is actually an old one — Lauder Partners, which invested in the innovative cloud-gaming service in 2009. Under the new arrangement, the start-up will still be called OnLive, operate in the same manner, but with only about half its old staff hired back to work for the Lauder “affiliate.”

Whatever that is!

In other words: OnLive is dead! Long live OnLive!

Such confusion is par for the course in this most bizarre of Silicon Valley restructurings.

On Friday, the Palo Alto, Calif., company abruptly laid off its staff and went dark about what was going on, making a series of ever more opaque statements.

Along with the new press release, designed to clear up the mess, OnLive included an FAQ about the transaction. But it still leaves many questions unanswered.

Such as the price paid by Lauder for the assets, as well as whether founder and CEO Steve Perlman was still running the joint.

Here’s one thing that was made clear: The employee’s equity in OnLive the First, as well as that of investors, has gone poof in the new configuration of OnLive the Second.

That would be at least $56 million from investors, as well as tens of millions more in funding from earlier.

Said the company: “OnLive, Inc.’s board of directors, faced with difficult financial decisions for OnLive, Inc., determined that the best course of action was a restructuring under an ‘Assignment for the Benefit of Creditors.’ The assignee of the company’s assets then sold all of OnLive, Inc.’s assets (including its technology, intellectual property, etc.) to the new company.”

Incredibly, in its statement, OnLive had the audacity to say that it was a “heartbreaking transition for everyone involved with OnLive.”

For the other half of the staff — inexplicably called “non-hired” in the press release — laid off in such a manner, it certainly was.

Apparently, they might be able to consult “in return for options in the new company,” and could perhaps even be hired later.

Gee, thanks!

Oh, go read it for yourself:

OnLive Assets Acquired by New Company

All OnLive Services, Devices, Apps and Partnerships Continue Uninterrupted
Lauder Partners Backs New Company as First Investor

Palo Alto, Calif. August 19, 2012 – OnLive, the pioneer of instant-action cloud computing, announced today that on August 17th all of its assets were acquired by a newly formed company that will continue to operate under the OnLive name. The OnLive® Game and Desktop Services, all OnLive Devices and Apps, as well as all OnLive partnerships, are expected to continue without interruption and all customer purchases will remain intact; users are not expected to notice any change whatsoever. OnLive’s current initiatives will
continue as well, with major announcements of new products and services planned in the coming weeks and months. An affiliate of
Lauder Partners was the first investor in the newly-structured company, holding the view that OnLive is the future of computing and
entertainment, and a passion to see OnLive’s breakthrough technology continue to grow and evolve. The new company structure enables OnLive to do so.

OnLive, Inc.’s board of directors, faced with difficult financial decisions for OnLive, Inc., determined that the best course of action
was a restructuring under an “Assignment for the Benefit of Creditors.” The assignee of the company’s assets then sold all of OnLive, Inc.’s assets (including its technology, intellectual
property, etc.) to the new company.

Unfortunately, neither OnLive, Inc. shares nor OnLive staff could transfer under this type of transaction, but almost half of OnLive’s staff were given employment offers by the new company at their current salaries immediately upon the transfer, and the non-hired staff will be given offers to do consulting in return for options in the new company. Upon closing additional funding, the company plans to hire more staff, both former OnLive employees as well as new employees.

The OnLive Service has been in operation 24/7 without interruption since its launch over two years ago, and is expected to continue to
operate smoothly under the new company. All games, products and services remain available, and the company has new product and partnership announcements on the way.

OnLive’s breakthrough instant-action cloud computing technology has been in development for over a decade and, despite immense skepticism, OnLive successfully deployed this highly disruptive technology as a polished consumer offering with commercial-grade reliability across a vast range of devices, including TVs, tablets, phones, PCs and Macs,
connected over almost any Internet connection, including wireless and cellular. Only a few major corporations have ever developed and deployed products and services across such a broad spectrum. OnLive is rare among startups in both the depth and scope of its offerings.

The asset acquisition, although a heartbreaking transition for everyone involved with OnLive, allows the company’s core innovation and ongoing offerings — the product of over a decade of hard work transforming the OnLive vision into reality — to survive and continue to
evolve.

Given the widespread speculation about OnLive and the new company, a FAQ is below that addresses a number of questions both for the public and former employees.

FAQs

Q. Will users see any change in the OnLive Game or Desktop Services? What about their purchases?

A. Users should see no change in the OnLive Game or Desktop Services. All of their purchases remain intact and available. OnLive has been up 24/7 since launch over two years ago and expects to remain so. OnLive has over 2.5 million subscribers, with an active base of over 1.5 million subscribers, connecting from a vast range of devices and networks, with many sessions running for hours. The user base is
growing rapidly with OnLive’s addition into recently announced devices and TVs from major manufacturers. We expect this growth to continue under the new company.

Q. Is there any cash or stock in the new company provided for any OnLive, Inc. shares?

A. Unfortunately not. The nature of the transaction is such that only assets, not shares, were purchased. This is true for all shares of
OnLive, Inc., whether held by investors, employees or executives.

Q. Did Steve Perlman receive stock or compensation in this transaction?

A. Like all shareholders, neither Steve nor any of his companies received any stock in the new company or compensation in this transaction at all. Steve is receiving no compensation whatsoever and most execs are receiving reduced compensation to allow the company to
hire as many employees as possible within the current budget.

Q. Did all OnLive, Inc. assets transfer into the new company? Are any assets held by any other party?

A. All of OnLive, Inc.’s assets (e.g. technology, patents, trademarks, etc.) were transferred to an assignee, which then sold the assets to
the new company. There was no transfer to any other party.

Q. Have OnLive, Inc. employees been offered positions in the new company?

A. Almost half of OnLive’s staff were offered employment at their current salaries in the new company immediately upon the transfer, and
the non-hired staff will be given offers to do consulting in return for options in the new company. Upon closing additional funding, the
company plans to hire more staff, both former OnLive employees as well as new employees.

]]> http://allthingsd.com/20120819/onlive-bought-by-um-onlive-and-former-investor-lauder-partners/feed/ 0 http://allthingsd.com/20120818/gaming-the-clouds-heres-the-d-demos-of-otoy-still-standing-and-onlive-who-knows/ http://allthingsd.com/20120818/gaming-the-clouds-heres-the-d-demos-of-otoy-still-standing-and-onlive-who-knows/#comments Sat, 18 Aug 2012 14:27:55 +0000 Kara Swisher http://allthingsd.com/?p=242846

At our D: All Things Digital conferences, we’ve taken an interest in the cloud, including showing off two of the leading game streaming services — Otoy and OnLive.

(That’s OnLive founder and CEO Steve Perlman in the photo, demoing the service at D: Dive Into Mobile in 2010.)

Earlier today, in an epic fail of communication by Perlman, the Palo Alto, Calif.-based OnLive drastically reformed itself — mysteriously laying off its staff and then saying a new company had bought the pioneering start-up’s assets and could be hiring an unknown number of employees who had just been dinged.

Said OnLive, in perhaps one of the most ridonkulous statements I have ever seen:

“We can now confirm that the assets of OnLive, Inc. have been acquired into a newly formed company and is backed by substantial funding, and which will continue to operate the OnLive Game and Desktop services, as well as support all of OnLive’s apps and devices, as well as game, productivity and enterprise partnerships. The new company is hiring a large percentage of OnLive, Inc.’s staff across all departments and plans to continue to hire substantially more people, including additional OnLive employees. All previously announced products and services, including those in the works, will continue and there is no expected interruption of any OnLive services. We apologize that we were unable to comment on this transaction until it completed and were limited to reporting on news related to OnLive’s businesses. Now that the transaction is complete, we are able to make this statement.”

Forgive us if we can’t begin to understand the pointless machinations that went on.

On the other side of the coin is Otoy, an innovative Los Angeles-based software provider, which demoed its cloud-based 3-D rendering service called Octane Reader at D10 this summer, along with its game-streaming offering.

Otoy was founded in 2008 by Jules Urbach, Alissa Grainger and Malcolm Taylor — and they seem to be doing just fine as an independent start-up in the space.

Here’s the Otoy demo, as well as the two times OnLive came to D:

Otoy at D10 in 2012:

OnLive at D8 in summer of 2010:

OnLive at D: Dive Into Mobile in late 2010

]]> http://allthingsd.com/20120818/gaming-the-clouds-heres-the-d-demos-of-otoy-still-standing-and-onlive-who-knows/feed/ 0 http://allthingsd.com/20120817/boxes-and-a-bar-onlive-employees-pack-up-after-gaming-company-obfuscates-about-fate/ http://allthingsd.com/20120817/boxes-and-a-bar-onlive-employees-pack-up-after-gaming-company-obfuscates-about-fate/#comments Fri, 17 Aug 2012 21:24:18 +0000 Kara Swisher http://allthingsd.com/?p=242751

According to multiple reports I have received, some employees of OnLive have been walking out of their Palo Alto, Calif. offices over the last few hours laden with boxes.

And some, no surprise, are headed to a nearby bar — The Patio — presumably to drown their sorrows.

The departures from the online cloud-gaming service came after a meeting this morning in which its top execs told staff that it would be letting almost the entire staff go, but without a lot of explanation of what that meant.

While founder and CEO Steve Perlman runs a number of other digital efforts — via his own Rearden Labs — at its Silicon Valley HQ, sources said only fraction of staffers will be left to keep the servers running until a resolution for the assets is found. Kotaku reported that OnLive would be filing an “alternative to bankruptcy called an Assignment for the Benefit of Creditors, or ABC, in the state of California.”

It is not clear who actually owns the pricey technology and patents for OnLive, which has raised $56 million in funding from investors such as Maverick Capital, Time Warner and HTC. HTC, the Taiwanese telecom giant, invested $40 million of the total in early 2011.

That’s a lot of dough, so it is not clear what has happened or if Perlman is poised to sell off the entity.

Sony recently bought one of OnLive’s rivals in the space — Gaikai — for $380 million to turbocharge its cloud-gaming service efforts.

One thing is entirely clear: While egregiously denying it was doing so, the gaming and virtual desktop software start-up is effectively shutting down OnLive as it has been previously run.

Earlier today, an OnLive spokesperson denied the obvious situation.

“We don’t respond to rumors, but the service is not shutting down,” OnLive said, while also bizarrely flacking their games.

Last week, I heard a rumor of just this thing happening and asked a spokesperson last Friday via email: “I hear via very good sources it is closing down or cutting back.”

This was the disingenuous response: “The latest rumors have been around acquisitions — this is a new one! Not the case, but officially we never comment on rumors.”

No need for comment, as you can see from the photo above and also here that was just sent to me.

OnLive launched in 2010 as a Web portal for streaming games, which it demoed here, from the D: All Things Digital conference in 2010.

As Lauren Goode wrote earlier: “In addition to its cloud-based gaming platform, which runs on PCs, tablets and now Google TV products, OnLive also offers [Microsoft] Office-based, virtual desktop software for [Apple] iPads and [Google] Android tablets, which got the Palo-Alto-based start up in some hot water with Microsoft earlier this year.”

Mashable first reported on the possible layoffs earlier. Let’s upgrade that to actual.

]]> http://allthingsd.com/20120817/boxes-and-a-bar-onlive-employees-pack-up-after-gaming-company-obfuscates-about-fate/feed/ 0 http://allthingsd.com/20120624/fords-cto-drives-new-silicon-valley-office-opening-video/ http://allthingsd.com/20120624/fords-cto-drives-new-silicon-valley-office-opening-video/#comments Sun, 24 Jun 2012 19:18:28 +0000 Kara Swisher http://allthingsd.com/?p=223675

Last week, Ford Motor Company officially opened a new “lab” in Silicon Valley, a move to get it immersed into the tech scene here and also burnish its innovation cred.

The reasons for the move — which some other car companies have also made — are myriad, including focusing on leveraging big data from its four million cars that have a variety of sensing and other synching technology embedded in them.

It’s all been part of an aggressive effort by Chairman Bill Ford Jr. and CEO Alan Mulally to double down on tech as a key differentiator of its automobiles.

That includes Ford’s nifty hands-free SYNC offering, which lets consumers control a variety of devices without interfering with driving. Detroit-based Ford has opened up the technology to allow third-party development using SYNC.

Now comes the inevitable Palo Alto, Calif., office in the heart of the digital industry, to push Ford further and to move the company from the car business to the “mobility” one.

That’s according to Paul Mascarenas, the charming CTO of Ford Research and Innovation, who leads the global development and implementation of the company’s technology strategy.

He talked about a wide range of issues for automakers going forward — from air bags in seatbelts to cars that sense your every move.

Mascarenas was even brave enough to let me drive him around in Ford’s latest all-electric vehicle — the 2012 Ford Focus Electric, with a range of 90 miles — which I thankfully did not crash into some geek on University Avenue.

Here’s the video of the interview:

]]> http://allthingsd.com/20120624/fords-cto-drives-new-silicon-valley-office-opening-video/feed/ 0 http://allthingsd.com/20120529/relayrides-investors-plan-buy-bmw-roadster-rent-it-to-strangers-come-out-ahead/ http://allthingsd.com/20120529/relayrides-investors-plan-buy-bmw-roadster-rent-it-to-strangers-come-out-ahead/#comments Tue, 29 May 2012 16:43:49 +0000 Tricia Duryee http://allthingsd.com/?p=213122 As a venture capitalist at Shasta Ventures, Rob Coneybeer invested in RelayRides, the marketplace that allows complete strangers to rent each other’s automobiles.

Now he’s placing a second bet on the San Francisco company.

Over Memorial Day weekend, Coneybeer plunked down $10,250 on a 2001 BMW Z3 2.5i high-mileage roadster, with the sole purpose of trying to make money on RelayRides.

He told me the goal was to buy a car that was fun to drive, attractive to renters in Palo Alto — including Stanford students — and cost below $5,000. But his budget quickly increased to $10,000, Coneybeer explained in a blog post.

At that cost, he still believes he can make money:

Assuming a used car loan rate of 4.35%, no down payment, and a term of 4 years, the purchase works out to 48 monthly payments of $227 each. I haven’t added in insurance or maintenance yet, but I’m assuming that will roughly double the monthly cost. Given that the top cars on RelayRides can regularly make $600-$800 per month for their owners, this would equate to a free car!

Coneybeer thinks he’ll list the car for about $10 to $20 an hour, or $50 to $100 a day. Total return on the investment will depend on utilization, he admits. “We’re creating a new market, so utilization depends on awareness,” he said. He has some experiments in mind on the social media front, but so far isn’t sharing what those might be.

Everything was going according to plan — until, that is, yesterday, when the Beemer wouldn’t start.

It already needs a new battery.

]]> http://allthingsd.com/20120529/relayrides-investors-plan-buy-bmw-roadster-rent-it-to-strangers-come-out-ahead/feed/ 0 http://allthingsd.com/20120319/groupon-scheduler-rolls-out-in-beta-as-part-of-larger-tech-ambitions/ http://allthingsd.com/20120319/groupon-scheduler-rolls-out-in-beta-as-part-of-larger-tech-ambitions/#comments Mon, 19 Mar 2012 19:22:26 +0000 Tricia Duryee http://allthingsd.com/?p=187803 Groupon doesn’t want to be known as just a deals company.

As many others have proven (Google, Amazon, LivingSocial, etc.), that business is easy to replicate. Instead, the Chicago-based company wants to be known as a technology company for local merchants.

To that end, it has rolled out Groupon Scheduler, an online calendar that enables small businesses, like spas and salons, to book appointments online.

The service is based on technology Groupon acquired from OpenCal, a Vancouver, Canada-based company, in September. After pilots in Sacramento and Miami, the company is rolling out the tool in the U.S. and Canada today. Other products are in the works, as well.

The calendar operates a lot like other online services, such as Google Calendar, except that it is tailored for businesses. Customers can view available time slots online and easily sign up for particular services, like a massage or a haircut, without ever having to make a phone call or send an email.

Today, many small businesses are still logging appointments over the phone and writing them into a paper calendar, or paying fees for equivalent online services.

Groupon Scheduler is free for a three-month beta period ending on June 19 to any merchant, not just companies that have run deals with Groupon in the past. In June, the company will evaluate whether it should charge for the service.

For now, Groupon is using the calendar and other forms of technology to build and maintain alliances between current Groupon merchants, but also other potential small business customers. Additionally, by layering on more services, Groupon may be able to continue to justify taking a huge share of the revenue each time a deal runs on its site, rather than letting margins erode over time.

In the company’s last earnings call, CEO Andrew Mason pledged that the Groupon of five years from now will require making investments in technology and innovations to create a bigger barrier to entry.

As part of that, it has been on an acquisition spree and has built a technology headquarters in Palo Alto, Calif., which I toured last month.

]]> http://allthingsd.com/20120319/groupon-scheduler-rolls-out-in-beta-as-part-of-larger-tech-ambitions/feed/ 0 http://allthingsd.com/20120130/columbia-j-school-and-stanford-eng-nab-30m-joint-gift-for-media-innovation/ http://allthingsd.com/20120130/columbia-j-school-and-stanford-eng-nab-30m-joint-gift-for-media-innovation/#comments Mon, 30 Jan 2012 18:00:41 +0000 Kara Swisher http://allthingsd.com/?p=168567

In an unusual gift, Helen Gurley Brown has given Columbia University’s Graduate School of Journalism and Stanford University’s School of Engineering $30 million to create a bi-coastal Institute of Media Innovation.

Said the schools in a joint press release about the David and Helen Gurley Brown Institute for Media Innovation, “it is designed to encourage and support new endeavors with the potential to inform and entertain in transformative ways. It will recognize the increasingly important connection between journalism and technology, bringing the best from the East and West Coasts.”

Each university will get $12 million, with the additional $6 million to build a “state-of-the-art, high-tech newsroom” at Columbia’s famous J-School in upper Manhattan in New York.

(Full disclosure: I went to graduate school there, but we used typewriters way back then.)

Among the advisors to the project is well-known Silicon Valley exec Bill Campbell.

The move will be interesting as a collaborative venture between the East and West coasts, although it is unclear what it might yield.

Interestingly, last week, Harvard University announced an on-campus venture fund with New Enterprise Associates to better compete with the enticements of California.

Great content needs useable technology. Sharing a language is where the magic happens,” said Gurley Brown in a statement. “It’s time for two great American institutions on the East and West Coasts to build a bridge.”

Here’s the official press release on the Brown gift:

COLUMBIA JOURNALISM SCHOOL AND STANFORD SCHOOL OF ENGINEERING ANNOUNCE JOINT $30 MILLION GIFT FROM DAVID AND HELEN GURLEY BROWN

Gift Establishes First of Its Kind Bi-Coastal Institute for Media Innovation — Bringing Together the Best in West Coast Technology with East Coast Content

NEW YORK and PALO ALTO, Calif., January 30, 2012, 1:00 p.m. ET – Columbia University’s Graduate School of Journalism and Stanford University’s School of Engineering today announced a $30 million gift from longtime Cosmopolitan magazine editor and author Helen Gurley Brown to establish the David and Helen Gurley Brown Institute for Media Innovation.

The Institute and the collaboration between the two schools is groundbreaking in that it is designed to encourage and support new endeavors with the potential to inform and entertain in transformative ways. It will recognize the increasingly important connection between journalism and technology, bringing the best from the East and West Coasts.

The Institute, the first of its kind, is inspired by the memory of Ms. Brown’s late husband, David Brown, a graduate of both Stanford University and the Columbia School of Journalism. Brown, who along with partners Richard Zanuck and Steven Spielberg created such classic American films as Driving Miss Daisy, The Verdict and Jaws, was also a former journalist, publisher and, late in his career, a stage producer whose credits included the musicals Sweet Smell of Success and Dirty Rotten Scoundrels.

Of the total gift, each school will receive $12 million for Institute activities. The gift to Columbia’s Journalism School, the largest in its history, will endow a professorship whose holder will be the Institute’s East Coast director. The gift to Stanford’s Engineering School will similarly endow the position of the West Coast director. An additional $6 million will go to Columbia which will also pay for the construction of a highly visible signature space at the eastern end of the J-School’s landmark building, featuring a state-of-the-art high-tech newsroom.

The funding of the Institute will support graduate and postgraduate fellowships, both at Stanford and Columbia, and competitively awarded “Magic Grants,” intended to seed the most innovative and promising ideas for future development conceived of by Brown Fellows.

Commenting on the announcement, Helen Gurley Brown said, “David and I have long supported and encouraged bright young people to follow their passions and to create original content. Great content needs useable technology. Sharing a language is where the magic happens. It’s time for two great American institutions on the East and West Coasts to build a bridge.”

The east-west collaboration of the two schools will enable students at both institutions to build upon their ideas with professors and innovators at both universities. At both locations there will be a strong emphasis on executing new ideas and demonstrating products and prototypes. The
Institute will establish ongoing links to business leaders and media companies to bring its innovations to market.

“New York City, as the major center for the television, music, print media and advertising, is profoundly affected by rapidly evolving digital technology,” said Stanford engineering professor Bernd Girod, who will serve as the Institute’s founding director until Columbia appoints his East Coast counterpart. “The Brown Institute will bring together creative innovators skilled in production and delivery of news and entertainment with the entrepreneurial researchers at Stanford working in multimedia technology.”

“This gift from David and Helen Gurley Brown is truly transformative for the school,” said Nicholas Lemann, Dean of the Graduate School of Journalism at Columbia University. “As we enter our Centennial year, the Browns’ generosity will enable us to explore new and exciting realms of leadership in our field. We are thrilled to have this opportunity to collaborate with Stanford Engineering.”

“Stanford brings to this partnership its exceptional research and teaching, a history of transformative technology innovation and a tradition of multidisciplinary collaboration,” said Stanford University President John Hennessy. “We are excited about the opportunity to partner with Columbia University’s truly outstanding School of Journalism, and look forward to combining the expertise of New York and Silicon Valley at a critical point in the evolution of media.”

Stanford Engineering has a storied history of achievement and entrepreneurship. Its faculty and graduates have founded such iconic companies as Google, Hewlett-Packard, Cisco Systems and Yahoo! and contributed to such groundbreaking technologies as lasers, global positioning, magnetic resonance imaging, digital sound synthesis and modern web-search algorithms.

“Under Dean Nick Lemann, Columbia Journalism School is building on its tradition of leadership by developing innovative teaching and research addressing the future of a fast-changing news media,” said Columbia President Lee C. Bollinger, a First Amendment scholar who has written extensively about press freedom. “We are deeply appreciative of Helen Gurley Brown’s vision in honoring her late husband by bringing together his two alma maters to develop the next generation of digital journalism. We look forward to working with Stanford in seeking new ways for technology and creativity to enhance a robust free press in our society.”

The Institute will have a distinguished board of advisors including leaders from technology, venture capital and media including, among others, Frank A. Bennack, Jr., CEO of Hearst Corporation; Bill Campbell, Chairman of the Board at Intuit and an Apple Inc. board member; and Eve Burton, Vice President and General Counsel of Hearst Corporation.

Helen Gurley Brown, who turns 90 in February, is one of the world’s most popular and influential editors. She led Cosmopolitan magazine from 1965 to 1996 and authored many books, including the 1962 bestseller, Sex and the Single Girl. Her impact on popular culture and society has reached around the globe, largely due to the three-plus decades when she put her personal stamp on Cosmopolitan in a way that has rarely been replicated. Under her reign, Cosmopolitan became the go-to magazine for women worldwide and remains the best selling young women’s magazine around the world today with 64 editions, in 35 languages and more than 80 countries.

“As both CEO of Hearst Corporation and advisor to the Brown Institute, today marks a very special day for education, journalism and technology,” said Bennack. “I’m very proud of David’s legacy and Helen, who understood the power of community, in particular, and its importance to women, long before social media had a name.”

(Photo credit: Hearst Corp.)

]]> http://allthingsd.com/20120130/columbia-j-school-and-stanford-eng-nab-30m-joint-gift-for-media-innovation/feed/ 0 http://allthingsd.com/20111206/mike-mccue-talks-flipboard-finally-launches-app-for-apple-iphone-video/ http://allthingsd.com/20111206/mike-mccue-talks-flipboard-finally-launches-app-for-apple-iphone-video/#comments Wed, 07 Dec 2011 05:01:09 +0000 Kara Swisher http://allthingsd.com/?p=150953

After promises to get it out midyear, Flipboard is finally releasing its much-anticipated mobile app for the Apple iPhone.

The popular social reader is perhaps the most high-profile available on the iPad, in an ever-crowded field that includes such offerings as Yahoo’s recently launched Livestand; another one code-named Propeller, still upcoming from Google; AOL’s Editions; as well as existing news readers like CNN-owned Zite and Pulse. (Katie Boehret takes a look at the new Flipboard app along with some of those competitors in The Digital Solution this week.)

The Palo Alto, Calif.-based Flipboard, which has raised a pile of money from prominent funders at a big valuation, has been beefing up its advertising business, and a move into mobile was critical.

The new iPhone app, said Flipboard CEO Mike McCue, was built from the ground up, and is different than the iPad version.

For example — don’t get all excited — it flips up rather than side to side. Wheeeeee!

It also introduces “Cover Stories,” which gives you a curated-for-you look at news and social updates.

In related news, after being banned, Flipboard announced earlier this week that its iPad app was now available in China.

Oh, why hear all about it from me? Here’s McCue in a video interview, at the end of which he also dismisses my offer for him to be CEO of Yahoo (apparently, life is too short!):

(You can read a review by The Digital Solution’s Katherine Boehret of the Flipboard app here.)

]]> http://allthingsd.com/20111206/mike-mccue-talks-flipboard-finally-launches-app-for-apple-iphone-video/feed/ 0 http://allthingsd.com/20111201/wealthfront-finally-lauches-aimed-at-silicon-valleys-newbie-richie-richs/ http://allthingsd.com/20111201/wealthfront-finally-lauches-aimed-at-silicon-valleys-newbie-richie-richs/#comments Thu, 01 Dec 2011 15:30:11 +0000 Kara Swisher http://allthingsd.com/?p=149082

Wealthfront, the Silicon Valley start-up with more than $10 million in its own kitty, finally officially launched its long-planned Online Financial Advisor product today, with a focus on attracting techies interested in more easily managing their money.

The Palo Alto, Calif.-based company, which started off as a social investing site called kaChing, shifted over to the new plan just over a year ago. Its aim now is to try to solve the thorny problem of delivering actionable and easy-to-use tools for making investments online, for those who have some money but little time or expertise.

A lot of companies offer similar tools, of course, including big ones such as Fidelity and Schwab, as well as bigger money-management firms. But Wealthfront’s CEO Andy Rachleff and founder Dan Carroll are promising lower fees and more accurate determination of risk via all kinds of online bells and whistles (see below).

Wealthfront is not charging advisory fees on a customer’s first $25,000 under management, with a fee of 0.25% on assets exceeding that.

Wealthfront is backed by DAG Ventures and well-known investors, including Marc Andreessen and Jeff Jordan.

Here’s a video Wealthfront posted about the service, as well as its official press release:

Wealthfront Unveils Automated Online Financial Advisor Service for Silicon Valley and High-Tech Hubs

Highly Sophisticated Investing Advice Finally Made Available through Simple and Low Cost Web Service

PALO ALTO, Calif., December 1, 2011 – The ability for the savvy tech community to easily access high quality, affordable financial advice is now available with the launch of the Wealthfront Online Financial Advisor. Before Wealthfront, sophisticated investment advice was available only to the wealthy, by expensive financial advisors who often can’t relate to today’s tech-savvy generation who want sound financial advice, made easy and convenient. Wealthfront’s Online Financial Advisor appeals to investors from booming tech communities who favor doing everything online, and are looking for ways to have their new wealth managed for far lower fees.

At the core of Wealthfront’s web service is the industry-standard Modern Portfolio Theory (MPT). Until now, the widely adopted investing model has been kept out of consumers’ reach, and was only accessible via expensive financial advisors. Wealthfront automates the application of this intricate investment model, putting the power of MPT directly into the hands of investors online. Moreover, Wealthfront’s pricing structure trumps all traditional financial advisor models. The online service makes it possible to receive a sophisticated, meticulously managed investment plan at a price that is 75% lower than traditional financial advisors. There are no advisory fees on a customer’s first $25,000 under management, and only a fee of 0.25% on assets exceeding $25,000.

“This is exactly what most people in the technology industry need. It’s the kind of advice you’d get if you had Goldman Sachs manage your money and it does away with the hidden fees we in tech despise,” said Piaw Na, a long time, former employee of Google and popular blogger on the topic of investing. “What’s more, the recommendation on the investment mix is provided with a full explanation of what was picked and why, making the whole experience a massive and much needed shift that is especially appealing now.”

Wealthfront’s high quality investing advice is powered by its Precision-Investing Platform™, the breakthrough software behind the service. The Platform uniquely assesses a customer’s true risk tolerance, recommends an optimized portfolio of carefully selected Exchange Traded Funds (ETFs) spanning six asset classes, and monitors and periodically rebalances the investment mix to maintain a customer’s desired risk tolerance.

Wealthfront is backed by Silicon Valley luminaries including DAG Ventures and individual investors including Marc Andreessen, Jeff Jordan, former OpenTable CEO and President of PayPal now at venture firm Andreessen Horowitz, and partners from Benchmark Capital, Index Ventures and Kleiner Perkins Caufield & Byers.

“The financial advisor world has long recognized that one day the Internet and software would pose a credible threat to their hold on the sub $5 million category of individual investors,” said Paul Pfleiderer, C.O.G. Miller Distinguished Professor of Finance at Stanford Graduate School of Business, and Wealthfront advisor. “Wealthfront has made accessible what historically had been out of reach or prohibitively costly for a large class of investors. By using a simple, yet powerful engine for accurately assessing risk and return in the MPT context, Wealthfront has established a new standard for quality financial advisement on the web.”

“With the biggest names in venture capital and the brightest minds in software development, we’re ushering in a financial advisor service that’s capable of precisely managing a customer’s investments from $5,000 to tens of millions with a pricing approach unheard of in the financial services industry,” said Andy Rachleff, CEO of Wealthfront. “Wealthfront emerges at a time when many tech companies are enjoying record earnings, initial public offerings, and strong acquisitions. This creates masses of people in tech looking to invest for the first time and who want to manage their finances in the same manner they’ve organized every other aspect of their lives, online.”

“The promise of the Internet is to disrupt incumbent providers, enabling new companies to provide high quality services at substantial savings through the innovative use of software,” said Jeff Jordan, Wealthfront board member, former CEO OpenTable and President of PayPal and now General Partner at Andreessen Horowitz. “Wealthfront embodies this promise, democratizing access to high quality financial advice. I believe this will appeal strongly to a generation that has grown up with the Net and use it to manage all facets of their life.”

For more information on Wealthfront Online Financial Advisor, or to create a free account, visit www.wealthfront.com.

]]> http://allthingsd.com/20111201/wealthfront-finally-lauches-aimed-at-silicon-valleys-newbie-richie-richs/feed/ 0 http://allthingsd.com/20110819/after-pushing-webos-off-a-cliff-hp-stock-also-takes-a-deep-dive/ http://allthingsd.com/20110819/after-pushing-webos-off-a-cliff-hp-stock-also-takes-a-deep-dive/#comments Fri, 19 Aug 2011 17:40:12 +0000 Kara Swisher http://allthingsd.com/?p=112287

What a difference a day makes.

In the 24 hours since Hewlett-Packard announced it was cutting production of its high-profile webOS mobile devices and might spin off its huge consumer PC business, stock of the tech giant has plummeted 20 percent.

HP shares are down $5.91 right now, at $23.60, one of the worst dives in its long history.

The reason? Wall Street is confused at what HP management and its board are up to.

So is everyone else, so get in line!

In any case, the one-fifth drop in value might be due to the length of time HP said it would take to execute its dramatically announced new plans. That is likely to keep the stock depressed, as investors are still uncertain what it all means.

One thing was clear: HP’s financial prospects are certainly dicey. Even as the Palo Alto, Calif., company announced its major strategic shift, it reported disastrous third-quarter earnings, included lowering its full-year forecast once again.

Related posts

• Hewlett-Packard Says Goodbye to PCs, webOS
• HP Pulls Plug on webOS Hardware, Leaves OS Future in Doubt
• HP And webOS: But They Seemed So Happy Together!
• Liveblogging HP’s “Everything Including the Kitchen Sink” Conference Call
• HP’s Apotheker: We Struck Out with WebOS, but Maybe Someone Else Wants a Swing?
• Viral Video: Like Palm’s Creepy Naked Lady, TouchPad’s Floating Celeb Heads Get the HP Boot
• Licensing webOS May Not Be Much of an Option for HP
• Hewlett-Packard’s PC Business: What Happens Next?
• Worth More Dead Than Alive: Could HP Turn a Profit on Palm’s Patents?
• With HP’s Raising of the World’s Biggest White Flag, Will Jon Rubinstein and Todd Bradley Surrender Too?

]]> http://allthingsd.com/20110819/after-pushing-webos-off-a-cliff-hp-stock-also-takes-a-deep-dive/feed/ 0 http://allthingsd.com/20110816/hp-looks-to-kitchens-cars/ http://allthingsd.com/20110816/hp-looks-to-kitchens-cars/#comments Tue, 16 Aug 2011 12:17:43 +0000 Ian Sherr http://allthingsd.com/?p=110416 Hewlett-Packard Co. wants to persuade appliance and car manufacturers to use its webOS operating system in their products. But the software’s late arrival to the market and relatively small footprint are prompting companies to pause before licensing the platform.

In June, Leo Apotheker, chief executive of the electronics giant based in Palo Alto, Calif., said his company plans to begin talks with various companies to gauge interest in webOS, which powers HP’s TouchPad tablet computers and Pre smartphones.

Read the rest of this post on the original site »

]]> http://allthingsd.com/20110816/hp-looks-to-kitchens-cars/feed/ 0 http://allthingsd.com/20110724/flipboard-and-conde-nast-partner-in-brand-ads-deal-on-social-reading-app/ http://allthingsd.com/20110724/flipboard-and-conde-nast-partner-in-brand-ads-deal-on-social-reading-app/#comments Mon, 25 Jul 2011 04:00:40 +0000 Kara Swisher http://allthingsd.com/?p=101987

In an important deal for social reading app Flipboard, it has partnered with magazine giant Condé Nast to offer a slew of titles with branded advertising from major marketers American Express and Lexus.

The pair will share in the specially designed program, which will include the New Yorker, Wired and Bon Appetit. Additional magazines will be added, the companies said.

Flipboard, which is a popular and elegant app for the Apple iPad, has been trying to create strong ties with big publishers as it seeks to dominate distribution in the fast-growing social reading arena. It recently struck a deal with OWN, for example, the new cable network Oprah Winfrey has launched with Discovery.

Here is the official press release:

Condé Nast and Flipboard Launch
Brand Advertising On Flipboard for iPad with The New Yorker, Wired and Bon Appétit

American Express to launch today, Lexus in October

July 25, 2011 — PALO ALTO, Calif. — Today, Flipboard and Condé Nast bring brand advertising to the popular social magazine for iPad with web content from The New Yorker, Wired and Bon Appétit, with additional titles coming to Flipboard throughout 2011. American Express will be first to launch its campaign starting today in The New Yorker with Lexus following suit in October in Bon Appétit, The New Yorker and Wired.

Flipboard’s new program gives publishers and content creators a fresh way to offer magazine-like experiences of their web content with full-page ads to showcase advertiser brands. With a limited number of ad pages available within select content, advertisers benefit from an unprecedented share of voice within an immersive iPad reading experience. A simple tap on the magazine-style ad takes a reader to a brand’s website or Facebook page for additional information.

“Condé Nast is always looking for ways to take advantage of new channels that provide an environment in keeping with our editorial excellence, while offering unique opportunities for readers and advertisers,” said Lou Cona, CMO at Condé Nast. “Flipboard’s social magazine is a great example of that winning combination, while also giving us another way to market our own portfolio of tablet apps.”

Flipboard developed its brand advertising on the popular and groundbreaking iPad in collaboration with Condé Nast including the design and placement of the advertising inside the social magazine. Using a revenue share model, Flipboard will manage inventory and the publisher maintains its direct relationships with advertisers.

“Condé Nast continues to create new experiences for their content that also brings new reach to their advertisers. We are excited to be a part of this overarching strategy and bring their amazing stories, images, publications and advertisers to readers on Flipboard,: said Mike McCue, CEO of Flipboard.

“At American Express, we actively seek innovative partners that connect our Cardmembers with compelling and creative content through platforms that fit into their evolving digital lifestyle,” said Louis Paskalis, Vice President Global Media, Content Development & Mobile Marketing of American Express. “As such, we are proud to be an inaugural advertising partner for the groundbreaking New Yorker Flipboard edition, which will provide our Cardmembers and consumers everywhere a seamless, next-generation way to experience an iconic magazine in a tablet friendly adaptation.”

]]> http://allthingsd.com/20110724/flipboard-and-conde-nast-partner-in-brand-ads-deal-on-social-reading-app/feed/ 0 http://allthingsd.com/20110713/vmware-ceo-paul-maritz-talks-about-the-cloud-monster-microsoft-and-more-video/ http://allthingsd.com/20110713/vmware-ceo-paul-maritz-talks-about-the-cloud-monster-microsoft-and-more-video/#comments Wed, 13 Jul 2011 17:31:11 +0000 Kara Swisher http://allthingsd.com/?p=97512

Yesterday, in a bid to stay ahead in the hyper-competitive virtualization space, VMware announced a major upgrade to its flagship product, vSphere, and also a range of other improvements to its offerings.

Moving fast is a good idea as the Palo Alto, Calif.-based company — which leads in the arena to bring every business to the cloud — faces increasing numbers of rivals, ranging from Amazon to Microsoft to Citrix and more.

The cloud shift is a massive undertaking for all of them, with complexity, confusion and worry over security among the many challenges in this inevitable transformation of technology.

Its CEO Paul Maritz, of course, knows all about that as one of the leading execs at Microsoft during its heyday. He led key units in charge of the tech giant’s dominant desktop and server software, from Windows 95 to Internet Explorer.

That’s why he is among the most frequently mentioned as the perfect candidate when increasingly frequent rumblings surface about who should replace its current CEO Steve Ballmer. In fact, some sources said Maritz has already been on the receiving end of initial feelers on the issue.

Still revered at Microsoft by the troops, now deeply experienced in the critical cloud computing arena and always whip-smart, Maritz-as-CEO certainly makes a lot of sense.

But the cool and calm veteran tech exec only manages an enigmatic smile when asked, and notes in his quiet and sly voice: “I believe Microsoft already has a CEO.”

Heh. In any case, Maritz has a big job to do at VMware for now and here he is talking about it all:

]]> http://allthingsd.com/20110713/vmware-ceo-paul-maritz-talks-about-the-cloud-monster-microsoft-and-more-video/feed/ 0 http://allthingsd.com/20110523/geoff-ralston-talks-about-education-incubator-imagine-k12/ http://allthingsd.com/20110523/geoff-ralston-talks-about-education-incubator-imagine-k12/#comments Mon, 23 May 2011 13:01:57 +0000 Kara Swisher http://allthingsd.com/?p=76424

Last week, I met up with Geoff Ralston, an Internet exec whom I have known for a dog’s age–from his stint in the early days at Yahoo and later at music service Lala, which was sold to Apple in 2009.

These days, instead of heading to another company or starting one, Ralston has joined with Tim Brady and Alan Louie to launch Imagine K12, an education incubator.

Based on Silicon Valley’s Y Combinator, the aim of the Palo Alto, Calif.-based Imagine K12 is to help education-focused start-ups with a little money and a lot of entrepreneurial encouragement.

After sifting through a pile of applications for slots, Ralston and his partners picked the first “class” of start-ups, who will begin work on June 2.

Here’s a video interview I did with Ralston talking about it all:

]]> http://allthingsd.com/20110523/geoff-ralston-talks-about-education-incubator-imagine-k12/feed/ 0