Good thing AT&T Wireless CEO Ralph de la Vega is so certain the end of the carrier’s iPhone exclusivity deal doesn’t portend a mass subscriber exodus, otherwise you might look at AT&T’s latest earnings and the degree to which they were driven by the device and (cough) worry.

Reporting third quarter financials largely in line with Wall Street’s forecasts, AT&T said today it activated 5.2 million iPhones in the quarter–62 percent more than the record 3.2 million it activated earlier this year. Odd then that the device is notably absent from the “Mobile Broadband Leadership” slide in AT&T’s investor presentation. A passive-aggressive jab back at that “rumored” Verizon deal, perhaps?

Anyway…

The company posted a profit of 55 cents per share, up 3.8 percent from the 53 cents per share it managed in the third quarter of 2009 and in line with what analysts had been expecting. Revenue rose to $31.58 billion from $30.73 billion in the same period a year earlier and slightly exceeded the average analyst expectation of $31.25 billion.

So a strong quarter, but one overshadowed by that long-rumored loss of iPhone exclusivity. As Bernstein analyst Craig Moffett observed in a note to investors this morning, the heavy subsidies AT&T offers for the iPhone cut deeply into its bottom line.

“In anticipation of losing exclusivity, AT&T has rapidly served up its own inoculation–a massive campaign to upgrade existing iPhone subscribers to new two year contracts that will lock them in as new options emerge,” he wrote. “The cost of this strategy, of course, is subsidies, and that cost was front and center in AT&T’s 3Q results. In total, Wireless margins were light, but Wireline cost cutting was better-than-expected, and overall earnings were therefore in line at $0.55.”

Here’s the official video from Yahoo about its new search upgrades, which include an “accordion” information presentation paradigm.

Yahoo (YHOO) unveiled a series of new search features last night, and the video explains how it’s going to compete against Google (GOOG) and Microsoft (MSFT) Bing.

Enjoy:

The new features include an innovative, if odd, vertical “accordion” tab.

“We have been actively working on the algorithmic transition of search, which was completed in August, and we are already releasing new features to the search experience,” said Shashi Seth, SVP of Yahoo Search and Marketplaces, in an interview with BoomTown today. “Since we are not actively spending a lot of energy on back-end stuff, we can focus our efforts on new things.”

Among the new enhancements to Yahoo (YHOO) search: A vertical “accordion” paradigm with shortcuts on search results that allow for new kinds of information presentation; “quick apps,” beginning with one for Netflix (NFLX) that lets its members add movies to their queue directly from the search results page; slideshows within search from the “Trending Now” lists on Yahoo; more immersive and theater-style photo and video search, as well as “the ability for people to view personally meaningful public Facebook albums from friends,” when they sign in to Facebook; and a new mobile search experience for Apple (AAPL) iPhone and Google Android smartphones, as well as feature phones, that uses HTML5 technology.

“We wanted users to see that things had changed dramatically,” said Seth. “Consumer needs for search engines have changed.”

He said that in testing so far, engagement–an increasingly important measure for advertisers–had spiked with the new features, especially in “taking search from an information need to action at an end.”

Seth promised a “huge pipeline of stuff” to come in search, where the Silicon Valley Internet giant holds the No. 2 position in market share, well behind Google (GOOG) and ahead of the Microsoft (MSFT) Bing service.

Both Google and Microsoft have been adding a series of search upgrades over the last year, such as Google Instant, while Yahoo has not.

Yahoo has a blog post up about it here.

And here are some screenshots, as well as the official press release and an overview by Yahoo of the new search features (click on the images to make them bigger):

Yahoo! Makes Searching More Relevant, Productive and Fun

New features help people explore their interests and do more

SUNNYVALE, Calif., October 7, 2010–Yahoo! (NASDAQ: YHOO) today introduced new Search enhancements that will help millions of people be entertained, productive, and informed anywhere they are across Yahoo!. Leveraging Yahoo!’s rich content and robust technology platforms, these new Yahoo! Search features will help people get to the entertainment and news content they care about on all connected devices–and do more with the things they find.

“Our goal is to understand what people care about and to make it fun for them to explore the most personally relevant, interesting, and informative content so that they can get things done faster and stay in the know,” said Shashi Seth, senior vice president, Yahoo! Search and Marketplaces. “Yahoo!’s new immersive Search is a cornerstone of the overall Yahoo! experience, creating more ways to connect people with whatever and whoever interests them.”

To start using the new enhancements, go to Yahoo.com and search for topics such as “Lady Gaga” or “Wall Street: Money Never Sleeps.” The features include 3D multifaceted results and tools that let people:

• Cut to the chase–Intelligent shortcuts for movies, musical artists, celebrities and news topics conveniently organize the most important details such as images, articles, videos, tweets, event listings, and ratings. They also provide quick and easy ways to purchase movie or concert tickets while searching.

• Find favorite flicks–The first in a series of unique “quick apps” from Yahoo! Search, a new Web app for Netflix provides an easy way for Netflix members to add movies to their Queue right from the Search results page. In the coming months, Yahoo! plans to launch additional apps that change the search paradigm from finding to doing.

• Watch what’s happening now–Continuing to bring Search to more people in more places across Yahoo!, the company is helping people feed their curiosity by displaying image slideshows right above the standard results for interesting topics from Yahoo!’s Trending Now lists on Yahoo.com and elsewhere.

• Lean back and browse more pictures–An immersive new Yahoo! Image Search delivers engaging slideshows with public photos from Flickr and Yahoo!’s leading content sites, as well as the ability for people to view personally meaningful public Facebook albums from friends when they sign-in and connect their Yahoo! accounts to Facebook.

• Search on the go–Android and iPhone users can now get faster, more sophisticated Search results, thanks to the latest HTML5 technology. Rich content on entertainment, finance, and local topics is surfaced in more unique and compelling ways for high-end mobile devices.

Working toward its vision to be the center of people’s online lives, Yahoo! is dedicated to re-imagining Search by creating new ways to bring people closer to what they need and want on the Web. Today’s visually stunning new Search experiences throughout the Yahoo! network, along with innovative technology enhancements and quality improvements for rich local and shopping searches, all supplement organic algorithmic Search listings from the recently transitioned Microsoft search platform. Yahoo! expects current and future innovations to redefine Yahoo! Search and drive greater consumer engagement and loyalty.

New features began rolling out to Search users across the U.S. today, and Yahoo! expects to launch them for additional global markets in 2011.

Search Launch Overview Oct 2010

It’s Labor Day weekend, so let’s stop zinging Apple’s (AAPL) Ping, wondering how many regulators are eyeballing Google (GOOG) and trying to grok incessant exec departures at Yahoo (YHOO).

Instead, it’s time to chillax.

(The picture of me here with that very motto was sent to me by Chris Carmichael, who liked my tweet using the word, and made a lovely presentation–which you can see here.)

So, sit back and enjoy these Labor Day-related videos:

Chad Vader

Mud Bogging

Betty’s Labor Day Cheesecake with Cherry Pie Topping Recipe

Yesterday, at the Apple music event in San Francisco, I had a short chat with Apple CEO Steve Jobs as he strolled through the demo room for the media, just after he had announced various updates for the iPod, Apple TV and iTunes onstage.

One of the those was the introduction of a new social network for music called Ping that Apple (AAPL) has integrated within iTunes 10 and which looks an awful lot like the experience you get on Facebook.

Essentially, it is a vertical version–in this case for music–of the powerful social networking site.

Facebook has noodled for years about creating its own social music offering, including doing a partnership with Lala, which was bought by Apple last year and shuttered in June.

But its efforts have largely gone nowhere.

And Facebook is nowhere on Ping, either. Currently, there is no linking, sharing or participation of any kind with Facebook–or Twitter or MySpace–on Ping, which will work only on the iTunes software on computers, iPhones and iPods.

When I asked Jobs about that, he said Apple had indeed held talks with Facebook about a variety of unspecified partnerships related to Ping, but the discussions went nowhere.

The reason, according to Jobs: Facebook wanted “onerous terms that we could not agree to,” related to connecting with Facebook friends on Ping.

For those who are struck by the word, the definition of onerous, according to an online dictionary: “Involving an amount of effort and difficulty that is oppressively burdensome; Involving heavy obligations.”

Jobs did not elaborate on those troublesome terms and also would not say if Ping would incorporate connecting with Facebook or even using Facebook Connect–which would make it much easier to find friends to share music with.

“We could, I guess,” he shrugged.

And when I asked how to find friends, Jobs offered, noting iTunes had 160 million users across the globe: “You can type their names into search or send them emails inviting them to join.”

Okay, although being more open would work too!

As MediaMemo’s Peter Kafka noted:

“Maybe Apple plans on joining the rest of the Web, via an open API that will let Facebook, Twitter et al–maybe even the to-be-launched Google (GOOG) music service–play nicely with Ping. We’ll see.”

Facebook–including some execs who are definitely irked about how closely Ping resembles Facebook, right down to the blue color scheme–hopes so.

Consider the statement issued by Facebook to me–after attempts to get it verbally failed, due ironically to several dropped connections on the iPhone of the exec I spoke to:

“Facebook believes in connecting people with their interests and we’ve partnered with innovative developers around the world who share this vision. Facebook and Apple have cooperated successfully in the past to offer people great social experiences and we look forward to doing so in the future.”

In other words: Zing, Ping.

UPDATE: Oddly enough, a Facebook connection feature appeared to be in Ping when some signed up–not for me–as noted by Cult of Mac. And Silicon Alley Insider’s Dan Frommer even spotted the wording in Jobs’s stage presentation. I have an email into Apple PR asking for a comment on the change.

In any case, at the Apple event, Jobs told me he had great hopes for the social music service, adding that Ping could be the most significant thing to come out of yesterday’s announcements.

But soon enough he moved right on to the new iPods, declaring enthusiastically: “Isn’t the nano amazing?”

During his introduction of Facebook’s Places geo-location offering yesterday afternoon, like any good geek on launch day, CEO Mark Zuckerberg was hopping excitedly onstage about the rollout and promised more to come in the months ahead.

“We have a lot of other interesting launch nights coming out this summer,” he said to the crowd of media gathered in the decked-out cafeteria of the social networking behemoth’s HQ in Palo Alto, Calif.

Since summer is ending in a few weeks, he and I had a short chat after the presentation about exactly what that meant.

“This is just the start of a lot more to come, because I think it’s important that we bring out as many features and innovations as quickly as we can,” said Zuckerberg, whose kinetic demeanor appeared to be channeling a 12-pack of energy drinks.

He talked about a start-up night, as well as one devoted to Facebook’s recently released beta Questions product, which he said he thinks could be massive.

The feature, like Yahoo Answers or Quora, gives users the ability to get answers to their questions from friends and even the larger community.

“The way we do search right now doesn’t address exactly what people might be looking for,” said Zuckerberg. “Instead of messing around on Web pages, someday, you should put a request into a phone and have it beep with the right answer.”

I don’t think Zuckerberg was meaning to delivering a specific smack upside the head to Google (GOOG)–he must like the search giant a little since he has hired so many of its employees–although that’s the market that Facebook is aiming at, of course.

And, indeed, it’s aimed changing how search is done, using a smart melding of people knowledge and deep troves of data to deliver more than the brute-force results consumers get now via search.

Zuckerberg declined to name what else was up–”We have not made that public yet”–but it’s good to see a founder so engaged, in the style of Steve Jobs of Apple (AAPL), Jeff Bezos of Amazon (AMZN) and also, of course, the Google twins, Larry Page and Sergey Brin.

While Facebook was clearly riding in the wake of the innovation of others in geo-location–such as Foursquare–with its Places entry, the race might not always be to the swift.

In fact, Zuckerberg seems to be hoping it is to the pretty fast and very steady.

Microsoft had its annual Financial Analyst Meeting at its Redmond, Wash., campus yesterday, where BoomTown liveblogged the morning and afternoon sessions with the software giant’s top execs.

That included CEO Steve Ballmer, who talked about how a tablet device to compete with the Apple (AAPL) iPad was coming from Microsoft “soon” and also the company’s efforts in its eight “core” businesses.

And, because it is Microsoft (MSFT), there were lots and lots of slides to look at, which are all below from its panoply of execs on everything from finances to robotics to Facebook on the Windows Phone 7.

Here they all are for your data-crunching pleasure (and you can also read transcripts of the day’s events on Microsoft’s newly refreshed investor site.

CEO Steve Ballmer:

Ballmer_FAM_2010_Part1

COO Kevin Turner:

Turner_FAM_2010

CFO Peter Klein:

Klein_FAM_2010

Bill Koefoed, General Manager, Investor Relations:

Koefoed_FAM_2010

Craig Mundie, Chief Research and Strategy Officer:

Mundie_FAM_2010

After BoomTown complained at December’s search summit held by Bing about the lack of the finest pastry known to man–namely, donuts!–minions were dispatched by top Microsoft geek general Satya Nadella to fix the dire situation.

And, happily, at Search Summit 2010, there on the lovely snack table were a small pile of them–which looked like Krispy Kreme to me.

There were lacking the key sprinkles feature, but carb crisis averted!

Speaking of features, top Bing execs were on hand in San Francisco to show off all the work they have been doing over the last year in the software giant’s efforts to topple mean old Google (GOOG) via an innovative offering.

Even the plain-speaking Nadella acknowledged in his opening it was still a bit of a children’s crusade, since Bing had barely broken into double digits in search market share and Google was hovering around 70 percent.

But the most recent report released this week by comScore (SCOR) showed continued promise, so Microsoft (MSFT) presses on its long and pricey road!

Here’s my liveblog of this morning’s event at the software giant’s San Francisco office:

10 am PT: Nadella opened with the donuts news. Nice move.

Then, it was onto some promising stats of growth, which have surely been promising, despite the high price tag (Microsoft’s online division lost $700 million in the last quarter, to give you an idea of the sticker shock).

Still, as search exec Brian MacDonald said, as he was presenting all the many new features–such as cards–added over the last year: “We’re in it to win it.”

At the end of his presentation, in a slide title “Future,” he said reporters could not take pictures or video. Sure, hop us up on sugar and then tell us something interesting and bar us from taking snaps!

But MacDonald clicked through the images so fast, it was hard to tell what Bing would be up to. Essentially, it looks like a more blocky, image-heavy design, with more differing fonts and contextual info.

10:40 am PT: A smart search geek Harry Shum was then on with a lecture about search intent and all kinds of insider tweakery that made me confused, since I do not understand terms such as “page-level dialog.” There is also apparently “session-level dialog.”

Harry knows what it all means, which is pretty much all that counts.

My take: It has to do with some sort of digital conversation Bing search dudes are having with the users that users have no idea is actually going on.

Simply put: They’re watching you.

11 am PT: Next search guy talked about search intent and such.

That means adding features such as a link to search history or instant weather on the opening page. It’s the little touches that count.

In fact, they do, as Bing tries to differentiate itself from what Google offers, via a series of neat tricks and clever design.

That includes, for example, easy access to lyrics and song classifiers, when searching in music.

Lady Gaga’s “Poker Face” was used as an example, since Lady Gaga seems to be the go-to gal on seeming cool these days.

(But is it time to check Bing search trends to see if she is peaked?)

11:19 am: Next, top Online Services Division exec Erik Jorgensen came on to discuss mobile and mapping. He compared himself with “Edward Scissorhands” when talking about how hard it is to have a good experience on a small device.

“Type less, do more,” is the internal mantra at Bing, he said. Coincidentally, my mantra is type more, do less.

Jorgensen showed off Bing mobile stats: 23 million users, 160 percent growth and four million downloads of its iPhone app. Yes, it has come to this–Microsoft using Apple (AAPL) to tout its success.

Then it was onto mapping, which is a pretty good arena for Bing. Stats: 41 percent growth in U.S. unique users, 43 percent rise in searches using enhanced maps, a huge boost in map apps.

11:29 am: Bing Maps guru Blaise Aguera y Arcas–who has the single most sexy name in all of geekdom–said the focus is now on social location.

As in Foursquare!

In fact, he showed off a map in which Foursquare check-ins pour in and pop up in a bit of a freaky way, as in: You can stalk in real-time.

Then it was onto cool mapping eye-candy, which I always fall for since the whole zoom-in-zoom-out thing is mesmerizing. Aguera y Arcas showed off clickable geographic names and embedded maps within maps from, in this case, a zoo or a museum.

11:50 am: Q&A Time!

The first question is about gaming. It’s hot said Nadella, and Bing wants to provide discovery and search more than games themselves.

I asked a question about the status of the Yahoo (YHOO) search partnership deal, which is in process. It is a very complex process, in fact.

And, though they were supposed to be in tandem, Nadella said that algorithm would move faster than advertising technology handover.

“If there were a drop of of advertisers [due to the new deal], that would be problematic,” he said.

Yes, which segued into the next obvious topic: When would Bing make some dough?

Thus. I asked about the high costs of competing in the search space, which Nadella said would continue, including distribution deals and in the aggressive marketing of Bing.

“For sure, we had to ante up,” he said. “But the product has to be able to stand on its own…ultimately, the product has to carry the day.”

More questions about distribution, social search, churn, product differentiation and whether Bing is growing from a more passive user to building a “fan base.”

BoomTown brainstorm: If they handed out delicious donuts with each search, I’d leave Google in a New York minute.

But, like a skunk at a garden party, I asked another question about when Bing is going to break even.

Nadella was too smart to answer this digital hot potato.

“It’s a big market where money can we made, and we are making progress,” he said, saying I should ask his bosses about specifics.

I shall!

In this vein, someone then asked a question about whether Bing would ever become a verb as Google has become.

Shum joked that in the future six letters would be too many for people to say, so things were looking up for four-letter search brands!

More questions included whether Google was tweaked by Bing yet (yep!), and whether Bing should try to win in an international market to show some muscle (U.S. is still top focus).

Finally, it was “time to deploy the cream puffs,” said a Microsoft PR honcho.

Long past time, I’d say.

If you did not have the fortitude to listen to Yahoo’s annual investor day, which took place much of today at its Silicon Valley HQ, you can read all about it in the five detailed decks presented by top execs.

For your viewing pleasure, BoomTown has embedded them all below, so you too can pretend you are a gullible, oops, canny, Wall Street analyst or institutional investor and start formulating some theories about the future of Yahoo (YHOO).

To its credit, what I heard of the presentation–by phone, since the media were barred from the event itself and the video was messed up–was pretty well done, if a little too kitchen-sinky (as in, here’s everything!).

The day did feature sharp performances from peppy new Chief Products Officer Blake Irving (he voted with his feet, apparently, by coming to Yahoo) and head social dude Cody Simms.

Here are Irving’s slides on products, as well as slides from Scott Burke, VP of Data and Analytics, with the numbers; Mark Morrissey, SVP of Search Alliance Transition, on the nascent partnership deal with Microsoft (MSFT); Hilary Schneider, EVP of Yahoo Americas, on advertising; and Tim Morse, CFO, on moolah.

Enjoy:

Blake Irving

Scott Burke

Mark Morrissey

Hilary Schneider

Tim Morse

“This Saturday the iPad arrives and we believe it’s going to rule the world,” said KPCB partner John Doerr. “I’ve touched it, I’ve carressed it and I hope to sleep with it this Saturday night. It feels gorgeous. It isn’t a big iPhone, but it is a big deal. It’s the future….We’re heading into a brave new world. From our old interfaces to touch. From WYSIWYG–what you see is what you get–to WYTIWIS ‘what you touch is what is.’”

A number of apps built by iFund companies will be available when the iPad launches this Saturday, among them seven games from ngmoco, as well as Doodle Buddy and Star Smash from Pinger, textPlus from GOGII and Shazam from Shazam Entertainment. Not announced today but headed to market soon: iPad apps from Zynga, Shopkick and Cooliris.

KPCB’s Bing Gordon closed the presentation segment of today’s event by reading a poem. Sadly, I missed most of it because of connection issues, but it began with this salute to the iPhone: “Welcome to the world; My new friend and pocket master.”

Tech Trader Daily and TechCrunch, which attended the event in person, have more detailed notes here and here.

Below, a few screenshots from the WebEx presentation, and the official announcement:

Kleiner Perkins Caufield & Byers Doubles iFund to $200 Million

iFund Companies to Deliver More Than a Dozen New iPad Applications by May

MENLO PARK, Calif., March 31, 2010 – Kleiner Perkins Caufield & Byers (KPCB) today announced the doubling of its iFund to $200 million of venture capital for applications for Apple’s revolutionary iPhone OS family of products, including iPhone, iPod touch, and iPad. Established in 2008 as a $100 million investment pool, the original iFund is now fully committed across 14 companies. iFund companies have been supported by an additional $330 million from follow-on investors.

KPCB also announced iFund-supported companies have more than 20 applications in development for the soon-to-be-released iPad, with 11 available at first ship on April 3. KPCB noted the iPhone has created an inflection in mobile content consumption and the iPad will lead the next wave of innovation in mobile computing. The iFund is increasing its investment dollars to back entrepreneurs and build companies that focus on these areas. Particular areas of interest on iPad include entertainment, communication, social networking, commerce, health care, and education.

“Welcome to the brave new post-PC era where a swoosh of fluidity replaces the traditional mouse-bound GUI. A new, truly revolutionary platform is rare, and a prize for entrepreneurs,” said John Doerr, KPCB Partner. “We expect all ventures to have an iPad strategy. We will fund many more ventures for iPad, and the iFund will accelerate their success.”

“Kleiner Perkins has done a terrific job at finding, funding and supporting great iPhone app developers,” said Steve Jobs, Apple’s CEO. “We are thrilled that they are doubling the size of their fund, along with expanding it to now include iPad developers too.”

Matt Murphy, Partner at KPCB and leader of the iFund, reported that KPCB’s iFund ventures have achieved significant success, including:

More than $100 million of 2010 mobile revenue
More than 100 million aggregate mobile downloads
An amazing 18 titles reached the Top 10 on the App Store

“We’re ecstatic to be doubling down on the iFund after two short years,” said Murphy. “The success of the App Store and its impact on consumers has been 10 times faster and bigger than we expected. Kleiner Perkins and iFund companies have enjoyed an incredibly helpful and unwavering partner in Apple.”

Recent milestones for iFund companies include:

GOGII’s 5.5 million users have sent 2 billion messages through textPlus
ngmoco’s titles are installed on over one-third of iPhone OS devices and played 20 million minutes each day
Pinger launched 10 apps into the App Store Top 100 in a single month
Shazam’s 50 million worldwide users are tagging over 2 million songs per day
Booyah’s MyTown has over 1.6 million users doing 4 million location check-ins per day

The 11 applications available this week from iFund companies include seven games from ngmoco including We Rule, GodFinger and WarpGate, as well as Doodle Buddy and Star Smash from Pinger, textPlus from GOGII, and Shazam from Shazam Entertainment.

The presentation catalyzed a movement. Start-ups everywhere adopted a lean, low-burn, low-investment model. To this day, companies seeking funding at our venture firm, Andreessen Horowitz, proudly proclaim in their pitch decks that they are raising tiny amounts of capital so they can run lean.

On the one hand, it is a fact that capital invested is negatively correlated with returns in the venture capital industry. Pumping too much money into a small start-up is unhealthy for both the company and the investor. On the other hand, Facebook has raised several hundred million dollars and is on track to produce fantastic returns for all of its investors.

So what’s a start-up to do? Much of what has been written and said about lean start-ups makes good sense. However, that advice is often incomplete, and some of the things left unsaid are the least intuitive. In this article, I will articulate some of those things left unsaid in arguing the case for the Fat Start-up.

Here is my central argument. There are only two priorities for a start-up:
Winning the market and not running out of cash. Running lean is not an end. For that matter, neither is running fat. Both are tactics that you use to win the market and not run out of cash before you do so. By making “running lean” an end, you may lose your opportunity to win the market, either because you fail to fund the R&D necessary to find product/market fit or you let a competitor out-execute you in taking the market. Sometimes running fat is the right thing to do.

What the hell do I know?

“Al Pacino couldn’t be no gangsta, DeNiro in ‘Casino’ he no gangsta
Wanna be, wanna see, wan’ get a shovel
dig Tookie up n*&%^!, cause he know gangstas”

–The Game

At this point, some of you are asking yourselves, “What the hell does Ben know? If he were really smart, then he’d know that thin is in.” It turns out that I have some experience in managing a fat start-up through the dot-com implosion of the early 2000s. This chart offers a brief summary of equity market history when I was CEO of Loudcloud and Opsware (click to enlarge):

Note that the Nasdaq index is very highly correlated to the start-up funding environment. During the two years I was CEO of Opsware, the Nasdaq fell 80 percent, far more than it has fallen during the current 2008-10 downturn. So the 2000-02 environment was at least as traumatic as this one for Silicon Valley companies–and arguably much worse.

Here is a brief summary of Loudcloud/Opsware’s fund-raising history during that time:

• September 1999: Loudcloud founded
• November 1999: Loudcloud raises $21 million at a $45 million pre-money valuation (Benchmark Capital is the lead investor)
• January 2000: Loudcloud borrows $45 million from Morgan Stanley (MS)
• June 2000: Loudcloud raises $120M at a $700M pre-money valuation
• March 2001: Loudcloud goes public on Nasdaq, raises $160 million and is valued in the public markets at approximately $480 million. Total funds raised to this point: $346 million.
• August 2002: Loudcloud sells the managed services business to EDS (this was the only actual business we had at the time) for $63.5 million and becomes a software company (and changes its name to Opsware).
• September 2002: Opsware trades for 35 cents per share or approximately a $28 million market cap.
• September 2007: Hewlett-Packard (HPQ) acquires Opsware for $1.6 billion

During this period, Loudcloud/Opsware had over 20 direct competitors. Almost all the competitors from the Loudcloud era went bankrupt, including MFN/SiteSmith, Exodus, LogicTier, Williams Communication, Global Crossing, WorldCom/Digex and Storage Networks. Those that survived got bought with valuations of less than $100 million (e.g., Totality) or still have very low valuations (e.g., Navisite).

How did we do it?

“I had a dream I could buy my way to heaven
When I awoke, I spent that on a necklace”

–Kanye West

So how did we navigate through the great dot-com crash, crush the competition, emerge as the No. 1 company in our space and sell the company to HP for $1.6 billion? Did we “cut spending, cut now, and preserve capital?” Did we make cash preservation our No. 1 priority?

No, we didn’t. To underscore the point, here are Loudcloud’s average monthly cash burn figures for the quarters ending in:

• Apr 2001:  $39 million
• Jul 2001:  $35 million
• Oct 2001:  $29 million
• Jan 2002:  $25 million
• Apr 2002:  $22 million
• Jul 2002:  $19.4 million

As you can see, we were aggressively investing in the business throughout 2001 and 2002. While we did reduce our cash burn, we did not make cash preservation our No. 1 priority. As it was, over the course of the transition from Loudcloud to EDS, we sadly laid off 400 employees and transferred another 150 to EDS. However, we didn’t scrimp and save our way to a $1.6 billion acquisition: Instead, it’s what we chose not to cut that ultimately got us there.

Loudcloud was a Web-hosting business. Today, we’d call it a “cloud services” business, but people weren’t quite ready for the “cloud” in 2001. We supercharged our hosting business with software (called Opsware) that automated our Web-hosting operations. The other cloud services businesses of our day also had software investments. However, as the macroeconomic climate changed, they all “cut deep and cut now.” In the end, they ended up putting their software in maintenance mode and stopped building new features.

As we weighed a decision to make the same deep cuts in our own software R&D efforts (a move advocated by the intelligentsia of the day, as well as nearly every MBA we had working in the company), I faced a hard decision: Cut deep and get to cash flow break-even quickly or continue to invest heavily in software?

In the end, I decided to run fat so that we could continue to invest in the Opsware software. At the end of the day, I realized that much larger companies like IBM (IBM) could hire smart people and train them. But without a lasting technology-based advantage, it would be increasingly hard for us to defeat them and build our customer base despite early wins with Ford (F), Fox Sports, and the U.K. government (to name just three of our early customers).

Running fat meant that I laid off zero software engineers so that we could keep on investing in our technology, find our product/market fit, and build a lasting technological advantage.

Still, we had to reduce costs or we would clearly go bankrupt. With this new view of the world, I decided that rather than divesting our intellectual property, I would divest our business. Now, that may sound logical the way I’ve described it, but consider these facts:

• We were generating $65 million/year from the Web-hosting business.
• We were a publicly traded company with a market capitalization of close to $200 million.
• All of our investors (pubic and private) believed in and invested in the Web-hosting business.
• We had close to 500 employees at the time. Nearly all of them were supporting the Web-hosting business.
• We had no other business. We had software, but we did not have a software product and certainly did not have a software business.

Despite all of this, we sold the Loudcloud hosting business to EDS and became Opsware the software company. It was not clear that this was a good idea at the time. In fact, the market thought it was a terrible idea: Our stock promptly lost 80 percent of its value, putting our market cap at about $28 million. It’s worth pointing out that this was about $40 million less than the cash that we had in the bank.

During the transition, we shrank our payroll from 450 employees to fewer than 100. Even with this massive reduction in expenses, it would take another three quarters to reach cash-flow break-even, a milestone we finally reached in Q2 of 2003.

One could argue–and many did–that we should have cut a lot deeper than we did given that we only had one customer. Although EDS was a very large customer (it generated $20 million/year in revenue), a brand new software company doesn’t need 100 people. We could have taken steps to reach cash-flow break-even immediately (clearly, that might have helped us get above 35 cents per share). In other words, we could have “gone lean” by cutting deep, cutting now, and preserving capital.

But rather than do what seemed obvious, I decided to keep on investing. Here’s why: In an economic boom, cash is great, but not necessarily a meaningful competitive advantage. If every company is well funded, being super-well funded doesn’t help you win. In fact, being super-well funded can actually screw you.

But in a bust (like the one we were in), having a lot of cash can be a huge competitive advantage because you can use that cash to put enormous pressure on your underfunded competitors. And that’s what we did.

We spent aggressively to match our best competitor’s product, feature for feature. And we used our public currency to acquire important adjacent functionality (network, process and storage management) that our competitors did not have and couldn’t acquire because they didn’t have the cash (or the equity).

In doing so, we were able to beat a really high-quality start-up (Bladelogic) that did not have the massive technical and cultural baggage that came from exiting the managed services business. Bladelogic was eventually sold to BMC (BMC) for $800 million. But I’m firmly convinced that had we not spent the money, Bladelogic would have emerged as the No. 1 company in the space and gotten the $1.6 billion exit instead of Opsware.

In the end, by continuing to invest aggressively in our technological advantage despite a hellacious funding environment, we were able to turn a doomed business into a winning one.

That is the very short version of how we won the market during the great tech recession of the early 2000s.

So did we learn?

“Hegel was right when he said that we learn from history that man can never learn anything from history.”

–George Bernard Shaw (1856-1950)

Every start-up is in a furious race against time. The start-up must find the product-market fit that leads to a great business and substantially take the market before running out of cash. As a result, the top two priorities are always to:

1. Find the product that 1,000 enterprise or 50 million consumers want to buy and grab those customers before your competitors do.
2. Raise enough cash and spend it intelligently so that you don’t go broke along the way.

Clearly, you can’t succeed if you don’t achieve both priority No. 1 and priority No. 2. So why is taking the market more important than not running out of cash? Because the only thing worse for an entrepreneur than start-up hell (bankruptcy) is start-up purgatory.

What is start-up purgatory, you ask? Start-up purgatory occurs when you don’t go bankrupt, but you fail to build the No. 1 product in the space. You have enough money with your conservative burn rate to last for many years. You may even be cash-flow positive. However, you have zero chance of becoming a high-growth company. You have zero chance of being anything but a very small technology business (see Navisite). From the entrepreneur’s point of view, this can be worse than start-up hell since you are stuck with the small company.

You recruited all the employees, you raised all the money and you made all the promises. You either see it through or leave–without your good reputation. No one wants to work for an entrepreneur who quits his or her own company. This is start-up purgatory, where you work just as hard, reap none of the rewards, and watch all your best people leave you. It sucks to be you.

The Bottom Line

Spending a little or spending a lot is a means, not an end. Choose the right strategy to win the market or you may end up going straight to purgatory.

As you listen to the virtues of the lean start-up–lightweight sales, light engineering, and so on–keep the following in mind:

• If you are a high-tech start-up, your value is in your intellectual property. Don’t stare at your spreadsheets so long that you get confused about that.
• You cannot save your way to winning the market.
• The best companies can raise money even in this market. If you are one of those, you should consider raising enough to wipe out your competition.

Thin is in, but sometimes you gotta eat.

Ben Horowitz is co-founder and general partner of Andreessen Horowitz. He co-founded Loudcloud, later renamed Opsware Inc., in 1999 and served as CEO of the company before it was acquired in 2007 by Hewlett-Packard. He was most recently vice president and general manager of Hewlett-Packard’s Business Technology Organization Unit.

“As a company deeply involved in the digitization of education and business information, we were as interested as anyone in the launch of the new device, although we were never part of the launch event and never in a position to confirm details about the device ahead of time,” Steven Weiss, VP of Corporate Communications for The McGraw-Hill Companies said in a statement given to Digital Daily.

“On Tuesday afternoon Mr. McGraw appeared on CNBC in a wide ranging interview to discuss our earnings announcement and growth projections for 2010. His speculative comments about Apple’s pending launch, which he shared earlier in the day in a call with investors, were simply intended to suggest that if the new device were to use iPhone applications, many of our education products would be compatible with the technology and could be made easily available on it.”

Concluding, Weiss wrote, “Unfortunately, it seems that many mistakenly interpreted his comments as being more specific to yesterday’s announcement. It is also important to note that only the products of trade publishers were featured in the launch event. Our digital education programs are not in that category and were never part of those negotiations.”

It would seem, then, that contrary to other reports making the rounds, McGraw-Hill was not abruptly excised from Apple (AAPL) CEO Steve Jobs’s presentation yesterday after Terry McGraw’s disclosure on CNBC. And indeed, multiple sources close to the situation say that the CEO was not given a demo of the iPad before its launch and that McGraw-Hill (MHP) was never intended to be part of iPad launch event in San Francisco.

In retrospect, all McGraw really did on CNBC was to recycle and recast some comments made during the company’s Tuesday morning earnings conference call. Reading over those remarks, it seems plausible that he was simply excitedly regurgitating the same collection of rumor and speculation we all were during the run-up to the launch event.
 
“In the near future, you will undoubtedly see a McGraw-Hill e-book for the college market running on an Apple tablet,” McGraw said during the company’s earnings call. “All our titles on CourseSmart, the industry e-book consortium, are already available to students on an iPhone operating system. That’s because CourseSmart developed an iPhone application last summer with support from Apple. The goal was to have core educational content available on the iPhone operating system, which also makes it possible for e-books to run on new Apple devices using that system.”
 
Continuing, McGraw said, “Consider then the Apple tablet computer, which will be introduced shortly. There is a lot of secrecy about the introduction, but many expect that the Apple device will use the iPhone operating system. If that’s the case, we are confident that our CourseSmart e-books should run well right out of the box on any Apple Tablet. Stay tuned.”

Similar to what he told CNBC, right? Thing is, McGraw spoke with quite a bit more certainty during that interview. He said:

“Yes, they’ll make their announcement tomorrow on this one. We have worked with Apple for quite a while. And the Tablet is going to be based on the iPhone operating system and so it will be transferable.”

Those remarks don’t seem entirely speculative to me. Still, what was McGraw saying that we hadn’t already heard before? Maybe he reads the rumor sites too.