Twitter’s newest price hike went into effect earlier this year, and represents a 33 percent increase over the $150,000 rate the company was asking for in 2012. And it’s up 150 percent from the $80,000 a day it was getting for the ads back when it launched them in 2010.

The promoted trend lets an advertiser insert its own message atop the “trends” list on Twitter.com home pages and on Twitter apps; Twitter sells a single message a day, per territory. Except when it doesn’t: Today, for instance, there’s no promoted trend on the site.

Twitter started selling promoted trends after it launched its “Promoted Tweet” ads, which CEO Dick Costolo describes as the company’s “atomic unit” of its ad strategy.

But while advertisers are still trying to get their heads around paid Twitter messages — they’re not really banner ads, and they’re not really Google-like search ads —  promoted trends have been a hit from the get-go. That’s because it’s the closest thing the company has to a conventional display ad: If you buy one, you’ve got a very good chance that everyone who uses Twitter that day will see it.

So at the very least, the price hike should encourage Twitter and its investors, which are gearing up the company for an eventual IPO.

That’s according to the latest TV Tracker report from IHS iSuppli, which eyes the prices and specifications of TV sets in the U.S. market.

Prices of flat-panel TVs climbed an average of $78 between December and the end of April, the report says, from an average cost of $1,119 — the largest increase during any four-month period in the U.S. TV market over the past year.

Last month, average pricing for U.S. flat-panel televisions, including LCD and plasma sets, reached $1,248, and average prices of 3-D LCD TVs in April rose 3 percent to $2,492.

The price surge contradicts reports from late last year that suggested TV prices could drop in the first half of this year.

“LED-backlit LCD panel prices will likely continue falling in 2012, but at a much slower pace than in the second half of 2011, which will slow retail price erosion,” NPD DisplaySearch said.

Part of the reason for the price surge: Features. The report notes that high-end features like Internet connectivity in “smart” TVs and LED screens have contributed to an 11.4 percent climb in flat-panel prices since December 2011.

Even if consumers weren’t actively looking to buy a fancy TV with all the bells and whistles — because as I noted during the Consumer Electronics Show this past January, some features like 3-D are taking a backseat, and consumers have been somewhat slow to adopt this technology — they may have been persuaded to buy something more expensive.

Retailers have been shifting their strategies and looking to “upsell” customers, iSuppli says.

“Retailers are working to convince buyers to move up to either a larger-sized TV or to one using LED-backlit panels,” the report says, noting that the cost of upgrading to a bigger-screen TV has been greater than the upgrade cost of going with the same-sized screen, but in LED. “The larger price premium for upgrading to a bigger TV size indicates the market was aware that buyers were willing to shell out more money to obtain larger-sized sets over a similar-sized TV model with LED backlighting.”

For consumers that have held off but are still in the market for a new TV, it’s not all bad news: In the second quarter of the year, sellers are expected to close the price gap between certain features, to maybe a 10 percent premium per feature. Which means some buyers might be able to have their big-screen smart TV and eat their 3-D LED, too.

(Photo courtesy of Flickr/Best Buy CA)

However, this morning I stumbled upon some videos on YouTube done by Free Press, a consumer group that opposes the proposed $39 billion AT&T-T-Mobile deal. The videos are parodies of T-Mobile’s recent ad campaign, which was itself a parody of Apple’s Mac vs. PC ads.

There are several of the videos. And while the attacks are familiar — warnings that the deal will lead to job cuts and higher prices — at least the medium is inventive.

For those who prefer lots of text over a quick chuckle, AT&T has also made a revised filing with the FCC arguing the benefits of the deal and Sprint has issued its response.

“AT&T’s ‘do-over’ submission is a last-ditch attempt to distract regulators, politicians and consumers from the fact that it has failed to provide any evidence that its proposed takeover of T-Mobile yields meaningful benefits,” Sprint Senior VP Vonya McCann said in a statement. “Its latest model, clearly constructed with predetermined results in mind, does nothing to change the negative consequences of the takeover for consumers in the form of higher prices, reduced innovation and decreased investment.”

As for me, I’d go with the videos.

A new feature called “Price Predictor” auto-suggests flights and prices right from the search box, according to a Bing blog post today.

As soon as you start typing “Seattle to JFK,” a menu drops down, telling you the best price, and if you should buy now because prices are going up, or if you can hold off for a better fare.

The menu drops down before you ever hit the enter key. The results are for the best flight price over the next 90 days.

Other key words that will trigger the menu include: “Fly to Chicago,” or even “Chicago Flights.” Bing will immediately recognize where you are and instantaneously display the “Price Predictor” based on your location.

To cull this price information, Bing uses ITA Software’s data.

Google is currently in the process of trying to acquire ITA for $700 million, a process that is now being reviewed by the Justice Department for its antitrust ramifications.

ITA Software maintains a database of flight information, including fare comparisons and flight schedules for many major U.S. airlines, including American and United Airlines. Companies such as Microsoft and Kayak.com, which use the data, are opposing the merger because they claim it will stifle competition.

Others, such as Expedia.com, are also opposed to the deal even though they do not rely on data from ITA. The American Antitrust Institute also recently spoke out against it, calling it a “unregulatable monopoly.”

There are two main issues. First, the companies that do rely on the data are concerned Google will not honor its contracts over the long-term, and second, they are afraid Google might become a competitor, even though it promises not to get into the business of selling tickets.

For now, Google is not even licensing data from ITA.

When conducting a similar search of “Seattle to JFK” on Google, there’s no helpful information in the drop down menu. When you hit enter, there’s a widget that lets you choose dates for your travel and where you want results from, such as Expedia, Travelocity, Priceline, Kayak and others.

But unlike Bing, there are no instant results on the best prices anywhere.

In a FAQ on Google’s site about the merger, it writes: “By combining ITA Software’s expertise with Google’s technology, we will be able to build new flight search tools for users that will make it easier for them to search for flights, compare flight options and prices, and get them quickly to sites where they can buy their tickets.”

The 13-page CID includes 39 different requests for documents ranging from those setting forth Google’s policies and procedures for calculating AdWords prices and minimum bids to minutes and agendas from search quality team meetings and records of the “black listing” or “white listing” of specific Web sites. Also requested: Documents that “describe, analyze, or discuss competition for advertisers from Bing and Yahoo” and others concerning the strategy for e-commerce services like Froogle and Google Shopping.

It’s an extraordinarily thorough set of demands and shows the Texas AG to be reviewing not just Google’s ranking of search results and setting of advertising prices, but questioning whether the company favors its own businesses and advertisers in results. Has Google complied with them? That’s not yet clear, though company spokesman Adam Kovacevich says discussions with Abbott’s office continue.

“Since we started Google we have worked hard to do the right thing by our users and our industry, and while there’s always going to be room for improvement, we’re committed to competing fair and square,” he said. “We’re continuing to work with the Texas attorney general’s office to answer their questions and understand any concerns.”

Texas_GOOG_CID –

Nokia has already announced the key piece of its strategy–a shift to Windows Phone for future smartphones. Now the company is set to talk about the financial implications of that and go through the rest of its strategy, which includes a mix of Symbian and even a dash of MeeGo.

The investor event is scheduled to start shortly and due to run until about 2 pm London time. Mobilized will have live coverage, providing our battery holds out. I’ll try to mention only the high points, however. Mobilized loves numbers, but it is awfully early for a whole lot of financial speak, especially for the U.S. insomniacs tuning in.

12:02 pm: Still waiting for things to get going. But if you really want something to do, we have plenty of earlier coverage, including the press conference and the YouTube video of Microsoft CEO Steve Ballmer and Nokia CEO Stephen Elop, as well as a chat with Elop on how he made his big decision.

12:05 pm: Okay, things are getting going as Elop takes the stage (the same one as the earlier press conference.

12:06 pm: Elop is reviewing things. Lots of talk of both challenges and gems. If you read his memo, or anything else he’s said recently, you have heard this.

Battle of devices to war of ecosystems, etc. Mobilized has this part memorized.

12:09 pm: Smartphone strategy is just one piece.

Reviewing the three alternatives that Elop considered–MeeGo, Android or some partnership with Microsoft.

As for Google, Elop says it is the case there are some advantages for that approach.

“There’s something happening there. There’s no denying that.”

However, Elop says the company was worried it would be late and be just one of many, and was not sure how it could leverage assets like its Navteq location-based services.

“Our sense was differentiation could be a pretty big challenge,” Elop says. “The risk for commoditization would increase dramatically.”

Feels profit would have eventually moved to Google, with handsets becoming a commodity.

“It felt a little bit like giving up and not enough like fighting back,” Elop says.

12:12 pm: As for Microsoft, Elop says both companies are bringing something to the table.

As expected, Elop is characterizing this as more strategic than just taking a license to Windows Phone. Talking about Nokia services like mapping, local advertising and other things that Nokia can bring to the table.

“It’s far more interesting than a simple licensing deal,” Elop says. This was the only strategy that makes it a three horse race with Google and Apple.

Elop says he is convinced that Nokia will be able to differentiate within the Windows Phone ecosystem on a sustainable basis.

12:15 pm: There were some challenges and potential disadvantages, he acknowledges.

Top among these is the fact that Windows Phone 7 is new on the market.

“It’s early,” he says. “Will it succeed?”

12:17 pm: Also, there is the issue of being locked in or a lack of control. Elop does not disclose terms but says the company has flexibility and “substantial control” over the future of the ecosystem.

“This is not your mother’s OEM deal with Microsoft,” Elop says.

12:17 pm: Elop says the deal is at the “term sheet” stage, noting that the companies have yet to sign the “definitive agreement.”

12:18 pm: Already the engineers are working through, and Elop says this deal will allow Nokia to move far faster than it has in recent years.

12:18 pm: He’s also making the cost-saving argument, saying Nokia can focus its investment, which he acknowledges hasn’t been getting the return it should.

Elop earlier acknowledged that the company expects significant cost savings from the move as well as substantial workforce reductions.

“Bottom line: Products that are more competitive,” he says.

12:22 pm: Operators are excited by a third viable option, Elop says.

“A two-horse race is not a satisfactory [situation] for operators,” Elop says.

Elop says that Microsoft-Nokia will be operator-friendly, as compared with Google and Apple.

12:24 pm: Elop talking about differentiation–a key concern of analysts and investors.

Elop talks about Windows Phone as offering differentiation form Apple and Google, but also insisting that Nokia has the assets and business terms it needs to stand out from other Windows Phones. He focuses on camera technologies and “unique relationship.”

Stresses again that this is not a standard handset maker agreement. But he also says that just because Nokia can change lots of things within Windows Phone, doesn’t mean it should.

Nokia, he says, must “resist the temptation to customize just for the sake of customization.”

12:27 pm: Now talking about Symbian. For those that missed it, Elop reiterates this is a transition strategy, but adds that the company still expects to sell 150 million more Symbian devices before that transition is complete.

12:29 pm: Strategy is more than just smartphones. He wants the company to be a leading force in connecting the next billion people to the Internet via phones in emerging markets. “The market for feature phones is pushing down the price curve and that is an opportunity for Nokia.”

Nokia will do incremental work in that area–things like Nokia Money for people that don’t have a bank account or telephone. Another, Nokia Life Tools, helps connect, say, farmers to market information.

This area is still a target for innovation, he says, but it also faces competition from Chinese-made phones based on MediaTek chipsets.

Elop says that the company must also plan for the future so that it can be disruptive down the road. “As they say in Finland, it is time to shoot ahead of the duck,” he says.

That’s where MeeGo comes in–the mobile version of Linux that until recently was seen as Nokia’s future. Nokia said that team will ship a phone later this year and then see where the future is headed.

12:35 pm: Want to point out this New York Times article that said both Google and Microsoft were offering hundreds of millions of dollars in engineering and marketing support in order to woo Nokia.

12:36 pm: Elop now talking about cost cuts, including significant job reductions.

“We are not announcing how many and in what country,” Elop says, but adds that the company wants to move quickly on that front.

He says that he has made changes to the business to ensure speed, including leadership structure changes aimed at ensuring accountability. “If things go well today, I’ll be the CEO.”

Of note, the two of the three business unit leaders are women–Mary McDowell, who will lead lower-end phones, and Jo Harlow, who will head the smartphone business.

12:40 pm: Nokia looking for a new leader for its services and developer division. The acting head is Tero Ojanpera, but he will soon be looking for other opportunities within Nokia, Elop says.

Also of note, Louise Pentland, who is head of the legal and intellectual property unit, is being elevated to the top leadership team.

“We have one of the strongest patent portfolios out there” he says, adding that he would encourage all players to take a license to said patents. (hear that, Apple?)

New leader of North American sales unit to be named in coming days.

“We are creating a different industry,” Elop says in closing his introductory remarks.

12:44 pm: Elop Brings on CFO Timo Ihamuotila to go through the numbers.

12:46 pm: Ihamuotila acknowledged Nokia didn’t meet the targets it had set out to achieve at its last financial analyst day.

“Our execution did not cut it.” he says.

12:49 pm: Ah, Now on to the good stuff. CFO talking financial impact from Microsoft deal. Says should be good over the long term.

Slide shows royalty payments to Microsoft causing lower gross margins, but says sales and marketing support from Microsoft should lower operating expenses.

“We will receive substantial go-to market support from Microsoft,” he says, without giving numbers.

12:52 pm: Ihamuotila talking now about the company’s long-term targets for devices and services period “after the transition period.”

Device sales to grow faster than the market, with operating margins of 10 percent or more–but this is only after the transition period, which the company has said could last this year and next.

Significant uncertainties in this period.

Ihamuotila shows a slide showing Symbian sales slowly giving way to Windows Phone with lower-end mobile phones remaining about half of sales.

12:57 pm: Ihamuotila shows chart of how it expects to cut R&D with the company investing less in services, more in entry-level phones and far less on MeeGo, though still some. The investment in Symbian will be replaced by a far lower investment in Windows Phone R&D. Overall, R&D should be a fraction of what it was.

1:02 pm: Over long term, Ihamuotila says that the Microsoft deal should help significantly boost the company’s Navteq navigation business.

“We think this new strategy is the best way to maximize long-term value, both to our shareholders and to other stakeholders,” Ihamuotila says.

On to Q&A for financial analysts.

1:03 pm: Question on how Nokia will keep employees motivated, something else and when to expect the first Windows Phone.

“Thanks for the one question” Elop quips, before addressing them in turn.

Elop says that the key is on focused innovation so they see the fresh opportunities (at least for the ones who don’t get cut by the large workforce reductions also promised).

He also pointed to his sharply worded memo, which he said was designed to convey the message that “Here is the truth, we’re making decisions and we’re moving forward.”

Won’t give date on first Windows Phone, but says again that the move will allow a substantially faster pace than the company was on with Symbian.

1:07 pm: Elop is asked about some of the challenges with Microsoft and Nokia each responsible for different pieces of software and services, as opposed to Google and Apple, where things are more integrated.

“We wanted to drive operational simplicity,” Elop says, adding that the companies talked about other arrangements, though not a full-on acquisition. The companies, Elop says, decided not to go with the operational complexity of a joint venture.

1:10 pm: Elop says Nokia has opportunities to differentiate from other Windows Phone devices, but adds it is in Nokia’s interest for there to be other strong handset players supporting Windows Phone.

“We’ve got to make Windows Phone successful,” he says.

Nokia’s mapping technology, he says, will benefit rivals like Samsung and HTC. “We’re willing to make those trades,” Elop says.

1:11 pm: Elop is asked why he feels comfortable with a “bet the farm” strategy on Microsoft, a company he clearly knows well.

Elop points out that it was harder to see how Microsoft would rapidly be successful without someone like Nokia.

“But this is now different,” he says, adding that this is now an ecosystem that Microsoft and Nokia are jointly helping to build.

Mapping and local advertising were not part of the ecosystem before the Nokia-Microsoft partnership.

As for impact of the transition, it’s hard to say, Elop says. Symbian is strong in some places where Apple and Google are present today.

1:14 pm: Asked whether Nokia will remain profitable during the transition. “It’s hard to say financially, and I am not going to provide any further specific guidance.”

1:17 pm: Elop won’t say when the first Windows Phone will ship, but lots and lots by next year at various price points.

“We’ll be shipping in volume in 2012,” he says.

1:20 pm: Another two-parter! 1) Why will Symbian be supported if it is transitioning away? 2) Why does Nokia think it will be able to have double-digit operating margins using someone else’s platform?

Elop: They recognize Symbian is key to Nokia being able to transition, but he agrees that consumers will have to want the Symbian phones Nokia builds. CFO also notes that less than half of Symbian phones are sold through carriers.

As for question on margins, CFO says the company has opportunities for higher margins around services and advertising.

1:23 pm: Asked about how the company is confident Windows Phone can get to lower prices, Elop says that was a key consideration, down to which chipsets will be supported, etc.

Between the two companies there was a lot of work to get a high degree of confidence.

“That was a critical evaluation,” he says.

That said, Elop agrees there is a smartphone market below Windows Phone that Nokia will manage with an evolution of today’s Series 30 and Series 40 operating systems.

1:31 pm: Elop: Some of the hardware designs that would have run MeeGo or Symbian will be repurposed for Windows Phone. Some devices may come out with similar models for both Windows Phone and Symbian.

1:32 pm: Question again on who pays whom in Microsoft-Nokia. Is there a lump payment from Microsoft?

Elop doesn’t answer and instead refers to slide that shows opportunities on both sides. Saying value going both ways. As for Microsoft’s payments, “That is a significant part of the conversation,” Elop says.

1:35 pm: Two good questions: Can Windows Phone be put on any current devices? What happens to QT development layer that Nokia bought and had sought to unify developer approach?

Elop: It’s not as simple as plugging in and downloading on to current phones, though some technologies can be repurposed.

QT continues to be the development for Symbian and lone MeeGo device. Also could have a role on low-end devices.

However, Elop says, “We are not proposing a QT on Windows Phone” approach. Adding another development environment could fork the ecosystem, which is not good for Nokia or Windows Phone, he says. Development environment for Windows Phone will be Silverlight and XNA–Microsoft’s current tools.

1:38 pm: Asked about branding, he says in some cases you will see both Microsoft and Nokia brands. Examples could include Nokia Search powered by Bing or Bing maps powered by Nokia, though he says those are examples and not final choices.

1:39 pm: Asking about tablets, questioner points out that Nokia had an early lead in tablets, but Apple “stole the show.”

“We are not announcing today a specific tablet strategy,” he reiterates, saying that Microsoft creates opportunities.

Elop notes that there are rumors of Windows Phone and Windows that could power tablets.

“We could do that,” he says. “We might do that.”

Also an opportunity for Nokia to step back into the game using its own software.

1:41 pm: Elop wrapping up.

“We have set a new course for Nokia,” he says, adding that despite what has been written, Nokia is still an incredibly powerful company, though perhaps not in North America. “Today we are diving forward” he says. “We have a strong partner in Microsoft who is incented as are we in making this successful.”

Investor guy closes by reminding there were forward-looking statements. He’s still going as people leave the room.

COMPLETE COVERAGE:

• Nokia’s Stephen Elop Talks to Mobilized About the Big Microsoft Deal (Video)
• Massive Layoffs Expected at Nokia
• Nokia’s Microsoft Partnership: Does the New Strategy Add Up?
• Live From the Nokia-Microsoft Press Conference: It’s a Windows Phone World After All
• More From Nokia: Forecast Gets Cloudy, Plus Expected Executive Changes
• Nokia-Microsoft: What Steve Ballmer and Stephen Elop Have to Say in Their Joint Letter
• Nokia Confirms Microsoft Partnership With YouTube Video
• R&D Spending: Nokia Vs. Apple Shows Size Doesn’t Matter
• Not Seeing Much Return on That Massive R&D Spend, Are You, Nokia?
• Nokia: Big and Slow

Then again, it’s been headed that way for quite some time–it’s just that News Corp. (which also owns this Web site) is now being that much more forthright about it. News Corp. COO Chase Carey said today that the company is “actively engaged” in discussions about “strategic alternatives”.

Which is exactly what the company said a few weeks ago, shortly after laying off several hundred workers.

The only difference today was that Carey said it in an earnings call, not via a public relations proxy, and it seemed clear from his tone that the company is done with the social network.

When an analyst asked about his projections for Myspace’s losses for the remainder of the year, you could hear the surprise in his voice, when he reiterated that the “focus is on strategic options.” And asked again about timing for a decision, he said that the company was “actively engaged” in discussions.

That is: Make us an offer.

For the record, News Corp.’s $275 million charge on its digital operations, announced today, breaks down this way: $107 million of that is for the restructuring, and the remaining $168 million is a writedown, presumably focused on Myspace.

And for those who care, costs for the Daily are being assigned to News Corp.’s publishing group: $7 million of the $30 million it has spent so far were assigned to this quarter.

EARLIER:

It’s an all-News Corp. kind of day around here. Jumping on the company’s earnings call, where we’re certain to hear about the just-launched Daily tablet newspaper, along with details about the company’s $275 million writedown on its digital businesses.

(Once again: News Corp. also owns this Web site. I don’t think we’ll get mentioned during the call, though.)

4:34 pm: And we’re off. Here’s the link to News Corp.’s earnings release, so you can play along at home.

4:35 pm: On the call: COO Chase Carey and CFO Dave DeVoe. No Rupert Murdoch, which is odd since he appeared happy to answer questions this morning during the Daily unveiling.

4:36 pm: Carey on that digital charge. Also included in that number, if I understood him correctly: Losses from sale of Jamba, FAN digital display network.

4:39 pm: Now time for some context: Cable is doing nicely, as it always does for News Corp. Ad sales up 17 percent, affiliate fees up 11 percent. And that includes the one-month blackout we had with EchoStar, which cost us about $30. million.

4:39 pm: Film: We’re down, but part of that is because we had a great quarter a year ago, comparatively. But “Black Swan” is great!

4:40 pm: TV: Up, due in part because of political ads. NFL ratings and prices are up, which is good because the World Series wasn’t as good as it could have been.

4:41 pm: [If you're interested in News Corp.'s satellite business, I'll direct you to the earnings report. Back shortly.]

4:42 pm: Publishing: Down from last year. Advertising is up across the board, but Harper Collins is down, and we invested in the Daily [so that $30 million charge is *not* included in the $275 million?]

4:43 pm: “Other”: Pretty much Myspace at this point, which is a mess. A loss of $156 million, which is $31 million worse than last year. Myspace results are “worse than our expectations.”

[Apologies, that was DeVoe.THIS is Carey:]

4:44 pm: Ad markets up at all our cable businesses, but we’re not dependent on that, because we have this great revenue stream from subscriber fees.

Fox News beat all other news networks combined. It’s the No. 4 channel in basic cable. All our affiliate deals are coming up, and we’re going to get a lot more from the cable and satellite guys for the rights to that channel.

4:47 pm: Ad market strong for broadcast, too. “Absolutely thrilled” with “American Idol”‘s performance. Fox Sports doing great, too. NFL was best ever, and Super Bowl will be great. NASCAR may be down a bit, though.

And don’t forget that we’re now starting to get paid by cable guys for our Fox broadcast, too, which they used to get for free. “We’ll be taking this business to a whole new level of profitability.” Will generate $1 billion annual operating income in a couple of years.

4:50 pm: [Satellite talk, which makes me drowsy yet again.]

4:51 pm: TV studios doing great. Making a pile from “Modern Family” reruns. “Glee” a money maker, too.

Film studios not as strong this year, but that’s the nature of the business.

And don’t forget “Avatar” 2 and 3!

4:52 pm: On the Daily: Rupert is still giving briefings on this as we speak–exactly the kind of thing we should be doing.

On Myspace: Completed “rebuild” of business, and “right-sized it.” And “now is the right time for News Corp. to consider strategic options for the business…and we’re “evaluating strategic alternatives.”

Time for Q&A: First question was about retrans fees, which I missed. But retrans worth “hundreds of millions of dollars.” Carey says.

Q: Color on ad market, please.

Carey: “It’s really good, solid growth” across all platforms. Print not as much as TV, but everything’s strong.

Q: What do you think of TV Everywhere?

Carey: “I prefer to call it “authentication.” But “it’s a good thing…it’s struggled to get going” because cable systems have been resistant. But “at the end of the day, success has got to be built on making it a good experience for consumers or they’ll find another way….At the end of the day, consumers are going to migrate” to good experiences. “It hasn’t gotten very far.”

Q: More on authentication, please.

Carey: I don’t think that the right way to do this is to say, “You can watch something on cablecompany.com or Fox.com”–you should be able to watch it when you want, where you want.

[A lot of "you know"s in Carey's last answer.]

Q: Please talk about how you will monetize Fox content. Disney just did a Netflix deal, and most of that value comes from ABC content. What do you think about doing something similar, and making old shows available online, and do you think “Modern Family”‘s value has decreased because of online exposure, as Turner said?

A: Two different values–delayed access to current content, and library content, which is what Netflix is doing. Netflix is competing for library rights, generally. We’re a buyer–at FX–and as buyer, I wouldn’t want to pay a lot of money for syndicated TV and have it also show up at 20 million homes at Netflix. In general, TV businesses have been selling their product too cheaply. “We need to make sure we’re getting fair value for our product, no matter what the distribution channel is.”

5:06 pm: Q: What about moving up windows, etc. for video on demand?

Carey: Creating an early window “is very important for us.” Getting that window properly priced is important, and I think you’ll see people moving forward with it in the first half of this year.

[Sorry missed a question, and next one is about satellites. Even Carey is yawning as he answers.]

Q: What are your expectations for Myspace losses for the year “or earnings”?

“Focus is on strategic options” [as in, who cares? We're selling this dog. Do you have a dollar?]

Q: How does Hulu fit into your vision about monetizing content at Fox, etc.? Also, what’s up with TV syndication dollars? Still strong? If so, why?

A: “Hulu…they’ve done a great job.” Glad they’d doing subscriptions. And “I think the digital marketplace is going to continue to evolve…not going to speak for their strategy” etc. [i.e., non-answer].”

Meanwhile, “TV continues to prove itself…as second to none” in terms of value to consumers, advertisers.

Q: What are economics of the Daily? When will you break even, and what does it mean for newspaper strategy in general?

Carey: “The Daily is not a newspaper. It’s a news product” so don’t think about it as part of our newspaper business, or part of our television business.

By the way, we should do that with all brands and content. Not ruling out the Web, but for us, the digital play is figuring out how to leverage “the content brands that we have.” And digital is great because “for a pretty modest investment” you can create great stuff.

Five hours into our launch, I won’t talk about breaking even.

DeVoe: Like we said, we spent $30 million so far, and another $500 thousand a week going forward.

Q: Your prices and subscriptions for digital are based on household, not per connected device – ie, charge familes more, single people less. Wouldn’t that cut down on piracy, too?

Carey: DirectTV does charge per box, actually, and I think cable guys are doing that too, based on number of TVs. But “I’m not sure there’s a lot of upside” in that for cable networks, etc.

[Apologies, have to duck out of this for a few minutes]

[Back now, thanks]

5:30 pm: Sigh. Another Sky question!

5:31 pm: Color on timing of Myspace decision, and premium VOD launch?

Carey: Actively engaged in Myspace discussions now.

Finished. Apologies for multitasking during this one. Need an extra pair of hands, eyes, ears and another mouth today.

That’s similar to other shopping apps such as those from e-commerce powerhouse Amazon, but Smoopa has a few neat features.

First of all, Smoopa always includes shipping costs in its prices. It also shows recent prices for the 12 million products in its database, so you can get an idea of whether to buy now or later (kind of like what Farecast/Bing Travel does for air flights). And it gives users the ability to track the price of a product and be alerted when it comes down. Users can also share a product price with friends through in-app Facebook integration.

Boston-based Smoopa currently has data from Best Buy, Wal-Mart, Office Depot, Buy.com and TigerDirect. CEO Mendel Chuang said the company doesn’t carry Amazon feeds yet, in part because the company obscures shipping costs in the product listings it provides through its API.

Chuang reported that retailers are increasingly comfortable with customers pulling out smartphones while they browse, even if it makes them likely to spend their money elsewhere. Best Buy has a policy of matching its own online prices, which are apparently often lower than those on its shelves. And after all, you’re already in the store, so you may value the convenience of buying a product right there, where shipping is always free.

Smoopa is available for free in the U.S. through Android Market, and online at www.smoopa.com. The company is working on an iOS version.

Chuang, who formerly led marketing for Google Friend Connect, launched Smoopa with a team of three other MIT grads. The company is bootstrapped and expects to make money from affiliate revenue sharing. It built its bar-code-reading technology in-house.

But, when you look at what Apple gets in revenue per unit, Apple now gets slightly more revenue, on average, from the iPhone than it does from the iPad.

On Tuesday’s conference call with analysts, Chief Operating Officer Tim Cook said Apple’s average revenue per iPhone is about $625, while the average iPad revenue is closer to $600.

The figure for the iPhone has been growing in recent quarters and is up from an average of $595 six months ago. By contrast, average iPad selling prices have dropped, from about $640 in the April-to-June quarter to around $600 in the just-reported October-to-December quarter.

It will be interesting to see whether the current trends continue and how the numbers shift around when Apple introduces the next iPad and iPhone.

• Apple’s Cook Aims to Reassure Wall Street on Apple’s Future
• A lot of iSales: Apple sold 7.3 Million iPads, 16.2 Million iPhones in December Quarter
• Apple’s Earnings Insanely Great
• Apple’s Really Good Quarter Was Really, Really Good in China

DRAM is the ultimate commodity chip market, and its boom-or-bust cycles are legendary. When demand picks up, manufacturers like Samsung, Hynix and Micron always rush to add manufacturing capacity–prices pick up; chips become scarce.

Everything seemed to be going well for the chip companies until the third quarter of 2010. After five straight quarters where the average price for a DRAM chip increased, it suddenly turned south as demand for notebook PCs slacked. That’s in line with what Gartner and IDC reported yesterday about the PC market.

There’s good news for consumers, however. All that stacked-up inventory has to go somewhere. If you’re planning to buy a notebook this year, the base models will now start shipping with four gigabytes of memory instead of two. And for those who bought a machine with only two in the last year or so, upgrades will be more affordable.

The one bright spot for the memory companies? You got it: Smartphones and tablets. Memory content in phones is expected to increase by nearly two-thirds. And the 57 million tablets that iSuppli expects will ship this year will also need some DRAM. More details here from iSuppli.

That’s because the cable guys always raise their prices, year after year after year. It’s what they do. And the notion that some tech-savvy customers may be dropping their subscriptions in favor of some sort of Hulu/iTunes/Netflix broadband combo isn’t scaring them off.

The slightly less bad news is that it seems as if the price hike will be smaller than previous years’. But it will still be a hike. Bernstein Research’s Craig Moffett shows you how much more you can expect to pay depending on which company sells you your TV shows.

There are some caveats here. Because Moffett’s sample size is relatively small for Comcast and Time Warner Cable, those numbers could end up moving around. And the Dish Network hike looks a little bit outsized because the company has promised it will freeze rates for the two following years.

But the main takeaway doesn’t change: None of this looks like an industry convinced its customers are really heading out the door, or are about to in the next few years.

Earlier on Thursday, RIM reported earnings that topped estimates along with sales that were just about what many analysts were expecting. The company said it expects revenue for the current quarter to be around $5.5 billion to $5.7 billion with per-share earnings in the range of $1.74 to $1.80.

It said that it shipped 14.2 million BlackBerrys, up 40 percent from a year earlier, and added 5.1 million new subscribers net in the quarter. However the company is expected not to forecast those figures for the coming quarter, nor does it plan to continue reporting those numbers in future quarters.

Among the things investors are likely to be interested in is what the company forecasts as far as shipments to Verizon in a quarter during which many expect the carrier to start selling the iPhone. Motorola has already warned that it expects its shipments to Verizon to take a hit.

Mobilized will have live coverage of the conference call starting at 2 pm PT.

1:55 pm: RIM shares, which had been trading lower in after-hours trading are now up around 3 percent.

2:02 pm: Call just getting underway with the usual warnings, caveats, etc.

2:06 pm: BlackBerry Torch now in 75 markets, just rolling out in Latin America.

2:06 pm: BlackBerry Style is one-third of BlackBerry sales at Sprint.

2:08 pm: Our relationship with Verizon remains strong, RIM says. A number of new products coming for Verizon including adding the BlackBerry 6 OS to the curve and Bold lines early in the new year.

2:08 pm: Recap of recent developer announcements, including payment service, launch of WebWorks, etc.

2:10 pm: Now more than 16,000 applications in BlackBerry App World, RIM’s App Store.

2:11 pm: PlayBook tablet expected to ship in first quarter in U.S. and will be Wi-Fi only. Other markets and models with cellphone radios will follow.

2:14 pm: Review of Q3 results. Average selling price for BlackBerry was approximately $315, with half of shipments coming in last month of the quarter as resellers prepared for the holidays.

2:16 pm: Company says it is comfortable with inventory levels.

2:19 pm: On to outlook. No plans for PlayBook revenues, with first revenues not expected until following quarter. Sounds like the availability of PlayBook won’t be until at least March. (RIM’s current quarter goes through Feb. 26)

2:24 pm: On to Q&A.

BB6 will eventually work on QNX operating system, but the company says it hasn’t given any sense of timing.

As for what QNX can deliver, co-CEO Jim Balsillie says “You’ll see more at CES.”

2:25 pm: Sorry, some technical problems here at Mobilized. We got disconnected a couple of times, but have switched to the Webcast and are back on.

Seems like the talk is on average selling prices.

2:32 pm: North America is still performing very, very well but dynamics here are different.

Balsillie says he expects stronger year here next year based on product plans in place.

“I feel very, very good,” he says.

“I feel great about where we are sitting in North America for 2011,” Balsillie says, and the company has “knocked the cover off the ball” in a lot of other markets.

2:37 pm: Question on China market. “I think you should have very positive expectations in China,” Balsillie says.

“China does well,” he says. “You’d always want them to do better….All you can do is keep doing the right things and investing in these places. The market is just so big.” Sometimes markets come faster than you expect, sometimes they come slower, he says. But, he says, “I’ve never seen a market not take off.”

Demand strong, he says, for PlayBook in China and Japan.

2:41 pm: Question on payments. Balsillie says one wouldn’t be going out on a limb to predict Near Field Communications integration.

2:44 pm: A lot of talk on why PlayBook is a good bet for businesses with Balsillie talking about its enterprise strength. Not much new information there.

2:46 pm: Will there be a media strategy to promote the tablet’s media abilities to consumers?

“Oh yeah, yeah,” Balsillie says–again, without giving any new details. Lots of game and media partnerships.

2:50 pm: Everything is fine. Things are great. (That pretty much sums up Balsillie’s statements the last few minutes–Just insert a different question or topic).

2:56 pm: “I think the PlayBook redefines what a tablet should be,” Balsillie says, adding that the fact one can create apps without needing to learn a new language are strengths that RIM’s approach s bringing to the table. “We’re way ahead on that and CIO friendliness, we’re way ahead on that too.”

3:02 pm: Call’s done.

While there are many services around, I’ll just touch on a handful of them, including some that take advantage of social networking and group buying.

Bing, Microsoft’s search engine, is jumping into the wish-list action this holiday season with the Bing Shopping List. Starting Wednesday, this feature lets people add items to a saved wish list by simply check-marking an on-screen box in shopping search results. Shopping search results are displayed by clicking the Shopping tab in Bing search results or by selecting Shopping on Bing.com and going from there. Once an item’s box has been checked, a small, in-browser visual of all items added to the wish list is displayed in the lower left corner of the browser window. Lists are saved between sessions, so you can close your browser and open it another time and work with the same saved list.

In addition to collecting a list of wished-for items, the Bing Shopping List lets people share those lists with their Facebook friends, giving them a chance to see and buy items from someone else’s wish list. Or people can use Bing Shopping Lists to select just a couple items, share them with the Facebook community, and ask for friends’ opinions about which product is better. Users may get feedback from friends they wouldn’t otherwise know were experts in certain areas.

A Microsoft spokesman said the impetus for this came from trends the company saw taking place on the Web—specifically, people using Facebook to solicit opinions about what to buy and to tell others what they want.

A downside to the Bing Shopping Lists is that they don’t yet offer a way to share items with only certain people, which might mean sharing a private gift with all your Facebook friends. And you can’t yet create multiple lists. A way to share items with only certain people and options for create multiple lists are on the product road map for next year, according to a company spokesman.

Speaking of social networks, Sears is taking a unique approach to the group-buying concept with Wish Together, a program launched in mid-November. With Wish Together, Sears puts at least one new item on its Facebook page (facebook.com/sears) each day. If enough people click on the item’s “Like” button before a certain time, a steep discount on the item becomes unlocked, like a diamond necklace that originally cost $285 will cost $100 at its Wish Price if it gets the required 200 “likes.” People can see the number of necessary “Likes” and time remaining (down to the second) displayed on the item’s Wish Together Facebook page.Once a Wish Together deal is unlocked, it’s available to everyone—not just those who originally “liked” it. But those who “liked” the item get an email notification from Facebook as soon as the deal is unlocked so they can buy it while supplies last.

Bing is jumping into the wish-list action this holiday season with the Bing Shopping List

The tried and true Amazon Wish List, which has been around for 11 years, can be used to add wish-list items from any website, not just Amazon.com. This works using the site’s Universal Wish List. It can be set up by dragging an “Add to Wishlist” bookmark (http://3.ly/G82n) into your browser’s bookmark bar. Then you just click the bookmark whenever you’re on the specific Web page of an item you’d like to add to your Wish List. A small pop-up menu lets users designate a specific Amazon Wish List or add their own notes about an item. Universal Wish List browser extensions, or shortcuts built right into a Web browser, are available for Google’s Chrome, Apple’s Safari and Mozilla’s Firefox browser. Some online retailers like ModCloth.com, save you a step by offering “Add To Amazon Wish List” buttons right on their websites. Amazon Wish Lists can be shared to friends through Facebook or Twitter using a link on the list’s webpage.

There are many Facebook apps for creating wish lists and sharing them with Facebook friends. I tried a couple apps, including a basic one called Fulfill My Wishlist (http://3.ly/3u3d). It let me search a shopping portal (that uses Google Shopping in the background) for items to add to my wish list, or let me copy and paste a link for any item to appear in my list. A notes section for each item allows room for describing details like preferred size or style. This list can be emailed to friends or viewed through the Facebook app by friends who use it.

If you’re planning to go in on buying a pricey gift with several other people, a group-gift option like eBay’s might be the right tool for you. EBay introduced its Group Gifts feature (groupgifts.ebay.com) in November. It lets several people pool their money to buy one item without one person chasing down those who owe money.

One person chooses an eBay item and selects the Buy It Now option (auction prices aren’t applicable when you need to tell the group how much they’ll definitely owe). The initiator tells the group how much he or she will pay and then shares the item with others via email, Facebook or Twitter, in hopes of getting contributions. A PayPal account is required for at least one person in the group to ultimately pay for the item, but gift contributors can chip in using credit or debit cards, and they can add their own notes to a gift.

Thanks to technology, there are many ways to direct your friends and family toward exactly what you want for the holidays, taking much of the guesswork out of giving and receiving this year.

Edited by Walter S. Mossberg

Write to Katherine Boehret at mossbergsolution@wsj.com

]]> http://allthingsd.com/20101130/bing-shopping-list-review/feed/ 0 http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/ http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/#comments Thu, 28 Oct 2010 18:33:55 +0000 Daisuke Wakabayashi and Jung-Ah Lee http://voices.allthingsd.com/?p=31716 Sharp Corp. and LG Electronics Inc. warned that a glut of inventory for flat-panel display televisions will continue to pressure prices during the critical year-end holiday shopping period.

The inventory build-up of liquid crystal display televisions is the result of a surge in production by global TV makers this year following a period of reduced output in the aftermath of the financial crisis, when consumer spending plunged. The flood of new models has heaped additional pressure on TV prices, which routinely experience 20 to 30 percent price declines annually.

The build-up has filtered down the supply chain. The market for large-sized LCD panels, which was experiencing shortages several months ago, has now swung in the opposite direction, forcing panel makers to scale back output and slash prices to clear out inventory.

Read the rest of this post on the original site

]]> http://allthingsd.com/20101028/sharp-lg-warn-of-tv-glut/feed/ 0 http://allthingsd.com/20100701/google-lands-flight-information-provider-ita-for-700-million/ http://allthingsd.com/20100701/google-lands-flight-information-provider-ita-for-700-million/#comments Thu, 01 Jul 2010 20:29:01 +0000 Voices http://voices.allthingsd.com/?p=26773 With the aim of becoming a go-to destination for travelers who want to compare flights and airfares, Google is buying ITA Software, a Cambridge, Mass., flight information software company, for $700 million. The search giant will use the technology to serve as a middleman, “creating new flight search tools that will make it easier for you to search for flights, compare flight options and prices and get you quickly to a site where you can buy your ticket,” according to VP Marissa Mayer.

]]> http://allthingsd.com/20100701/google-lands-flight-information-provider-ita-for-700-million/feed/ 0 http://allthingsd.com/20100513/web-ads-are-growing-again-but-by-how-much/ http://allthingsd.com/20100513/web-ads-are-growing-again-but-by-how-much/#comments Thu, 13 May 2010 21:02:45 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=19456 We know that the Web ad business (and the ad business in general) is much better than it was a year ago, when it was awful. How much better?

Pick your data point:

The Interactive Advertising Bureau says U.S. spending on Web ads hit $5.9 billion in the first quarter of 2010. That’s a record for the first quarter of the year, but it’s a relatively modest 7.5 percent increase over a very crummy comparison in 2009.

And bear in mind that the IAB’s data include search spending, which means that the spike is in large part a reflection of Google’s (GOOG) health.

Want a bigger number? Try comScore, which says that the volume of display ads, i.e., the kind you might see on this page, shot up 15 percent in the last year. But while comScore (SCOR) says total spending on display ads hit $2.7 billion for the quarter and that the average CPM (cost per thousand impressions) hit $2.48, it isn’t reporting how those numbers compare to last year’s results.

ComScore spokesman Andrew Lipsman says his company isn’t putting out comparative numbers because it has changed its reporting methodology, so it doesn’t have apple-to-apples data. But he allowed that overall spending, and prices, have at least increased “modestly” in the last year.

So that’s not-bad news for display giants like Yahoo (YHOO) and AOL (AOL). And most definitely not for Facebook, which is now selling more ad impressions than any other Web publisher in the U.S.

]]> http://allthingsd.com/20100513/web-ads-are-growing-again-but-by-how-much/feed/ 0 http://allthingsd.com/20100422/just-the-toilet-paper-mayonnaise-and-kindle-for-you-today-sir/ http://allthingsd.com/20100422/just-the-toilet-paper-mayonnaise-and-kindle-for-you-today-sir/#comments Thu, 22 Apr 2010 14:06:05 +0000 John Paczkowski http://digitaldaily.allthingsd.com/?p=38963 Amazon’s Kindle will soon make its brick-and-mortar debut. On Wednesday afternoon, Target said it will begin selling the e-reader this weekend, confirming rumors that have been circulating for a couple weeks.

Kindle will debut at Target’s (TGT) flagship store in Minneapolis, as well as 102 locations in South Florida this Sunday, with wider availability to follow.

This is Amazon’s (AMZN) first foray into the brick-and-mortar retail world and one evidently made under duress. Last week, Barnes & Noble (BKS) began distributing its Nook e-book reader through Best Buy (BBY), and, of course, Apple (AAPL) is now selling the iPad at its own retail stores.

With claim to about 90 percent of e-book sales, according to estimates by Credit Suisse Group AG (CS), the e-book market is Amazon’s to lose. As Credit Suisse analyst Spencer Wang noted earlier this year, the retailer may well see its e-book market share slip from 90 percent to 72 percent in 2010, thanks to some formidable new rivals.

“Near term, we suspect that the iPad and the new eBook agency pricing model, which requires that Amazon increase retail prices to be more consistent with Apple’s pricing, will provide Kindle with the most market share headwind,” Wang wrote. “Going forward, we can envision a scenario where Apple, Amazon, and Google eventually split the market. Therefore, we expect Amazon’s share of eBooks business to fall from 90 percent currently to about 35 percent over the next five years.”

That’s a steep decline–though 35 percent does seem extreme. Little wonder, then, that Amazon is willing to give up its sales exclusivity for the device in an effort to temper the projected loss of market share.

]]> http://allthingsd.com/20100422/just-the-toilet-paper-mayonnaise-and-kindle-for-you-today-sir/feed/ 0 http://allthingsd.com/20100409/musics-digital-sales-boom-comes-to-an-end/ http://allthingsd.com/20100409/musics-digital-sales-boom-comes-to-an-end/#comments Fri, 09 Apr 2010 13:54:16 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=18377 Remember when people used to predict that digital music sales would make up for the disappearing CD? That’s officially over now: Last quarter, for the first time ever, the number of digital songs sold in the U.S. declined.

Nielsen SoundScan says the drop was either one percent or .09 percent, depending on how you count, so this isn’t the bottom falling out. But it does look like a peak, and it has been in the works for some time.

Earlier this year, Warner Music Group (WMG) pointed out that it was seeing its digital sales slow and argued that one reason was because the industry had raised prices on most of its songs at Apple’s (AAPL) iTunes store in 2009.

That thinking is now pervasive across the industry, Billboard notes: “While consumers will still buy hit songs for $1.29, it seems that catalog tracks priced at that level are not selling as well as they were at 99 cents.”

But you could also make the case that digital tracks were going to decline anyway and that the industry is better off squeezing every penny it can.

And if you want to try to find a silver lining here, you could argue that since song sales are slipping, there’s no reason for the industry not to support rental/subscription models like Spotify, Rhapsody and MOG by cutting their licensing fees. But I wouldn’t bet on that happening soon.

]]> http://allthingsd.com/20100409/musics-digital-sales-boom-comes-to-an-end/feed/ 0 http://allthingsd.com/20100404/amazon-what-ipad/ http://allthingsd.com/20100404/amazon-what-ipad/#comments Mon, 05 Apr 2010 02:16:54 +0000 Peter Kafka http://mediamemo.allthingsd.com/?p=18128 Sure, some Apple zealots camped overnight to get an iPad this weekend. But Amazon wants to remind the rest of us that it has a popular gadget too.*

Here’s what greeted visitors to the e-commerce giant’s front page Sunday night (click to enlarge):

Meanwhile, The Wall Street Journal reminds us that Amazon (AMZN) can boast of one thing that Apple (AAPL) can’t right now: The ability to sell books from Random House.

The publisher has yet to agree to the “agency model” Apple is using with the rest of the industry whereby publishers get to raise prices for their titles but receive less for each sale.

*As my readers note, Amazon has already released an iPad app, so you can’t argue that the company is ignoring the competition. It will be interesting to see if Amazon ever rolls out a marketing campaign that compares its device directly with Apple’s.

]]> http://allthingsd.com/20100404/amazon-what-ipad/feed/ 0 http://allthingsd.com/20100323/a-deal-on-a-haircut-thats-what-friends-are-for/ http://allthingsd.com/20100323/a-deal-on-a-haircut-thats-what-friends-are-for/#comments Tue, 23 Mar 2010 21:19:29 +0000 Katherine Boehret http://solution.allthingsd.com/?p=1128

Last week, I went to my hair salon and paid half of what I usually spend because of a deal that I—and more than 2,000 other people—bought online two months earlier. When I bought the deal, I suggested it (via email) to two friends, who each bought it and I was rewarded with two $10 credits. I used those to buy a deal at a local restaurant that gave me $40 toward food and drink for just $20. And the cycle continues.

Welcome to the world of group buying, Internet style, where the power of the Web can be utilized to offer surprisingly large discounts to a sizable number of people for things they actually want to buy.

Many of the group-buying sites work by negotiating deals with local merchants and promising to deliver crowds in exchange for discounts. The sites differ from other buying sites in how they work and what they do to reward users who share deals.

Several of these group-buying sites are available nationwide, mostly in big cities. I focused on Groupon.com, which is available in 42 cities, and LivingSocial.com, which works in 13 cities. Both are popular in Washington, D.C., where I live, though others may be more well-known in your area. If group-buying sites aren’t popular near you yet, they may soon start working there thanks to business models that allow them to work in all sorts of locations.

Other sites offer similar or slightly different selling techniques. Woot.com, a pioneer of group buying on the Web, started in 2004 by specializing in flash sales, selling a different item each day for just 24 hours or until it sells out. The site evolved from a wholesale distribution company and is known for its focus on selling technology gadgets. Another site called Tippr.com works in Seattle (not D.C., where I live, so I can’t yet use it) and uses a patented technology that makes discounts bigger as more people join a deal. New York-based Gilt.com and Ideeli.com focus on selling high fashion items at less expensive prices and can offer deals that last longer than a day.

Here’s how sites like Groupon and LivingSocial work: They ask retailers in a city to offer steep discounts ranging from around 50% to 90% off on things that would appeal to locals. Examples include 79% off spa services, 54% off at paintball, 57% off at a restaurant with Malaysian cuisine and half off for doggie day care. The site lists one retailer a day and takes a portion of the revenue generated by a deal. (Groupon usually takes half while LivingSocial takes between 30% to 50% depending on the arrangement with the merchant.)

Some sites, like Groupon, will only make the deal official if a certain number of people purchase it, while LivingSocial and others offer the deal regardless of how many people buy it.

People can be notified of these deals by signing up for daily emails from the site or by checking social networks like Twitter and Facebook. They may then purchase deals by logging onto the group-buying site and printing vouchers from the site. With most sites, you’re buying a deal for at least half off the real cost (i.e. paying $20 for $40 at a restaurant).

Both Groupon and LivingSocial will work with iPhone apps. Once downloaded, users can enter their login credentials into these apps so they can access that account’s purchased deals, allowing them to show the coupon on the iPhone at the establishment to get the deal.

Each deal comes with restrictions. For example, most of them expire within about six months or so (the date is printed on the coupon voucher and saved in your online account so you don’t forget). Some deals restrict the number of coupons per person, like the way my salon’s deal restricted people from buying more than three coupons; if three were purchased, they all had to be used in the same visit.

Since these sites work best when many people use them, they use a rewards system to motivate people to tell their friends about the deals they’ve bought. If someone shares Groupon with a friend using a special referral Web link, that friend must sign up for the site within 72 hours of clicking on the link. Then, when that person makes a purchase, the original sharer gets a kickback of $10 in Groupon credit to use toward future deals. This won’t work if the invitee isn’t a first-time Groupon customer.

LivingSocial’s rewards system works a little differently. If you buy a deal and share it with friends using a special Web link, you can get the deal free of charge if three friends use that link to sign up for the site and buy the deal. Separate from that, LivingSocial encourages users to invite friends to simply sign up for the site. If the invitee signs up, he or she gets $5 toward deals. If he or she purchases a deal, the original inviter also gets $5 toward deals.

Both Groupon and LivingSocial put a lot of emphasis on choosing deals that will serve as city guides to the hip and fun activities going on around town. Groupon divides some of its 42 cities into areas: For example, Washington, D.C., is divided into The District, Northern Virginia and Montgomery County—three unique zones that locals will appreciate seeing listed separately.

Not every deal is successful on group-buying sites. Groupon’s idea of selling tours of Gary, Ind., shortly after Michael Jackson’s death didn’t convince enough buyers to want to visit the King of Pop’s hometown. LivingSocial admits that some of its deals were too specific to be popular, like a dog-training class that didn’t fetch enough buyers. The site’s CEO Tim O’Shaughnessy says there might not have been enough people with new dogs at the time of the deal.

If you haven’t tried one of the many group-buying Web sites and you live in an area where they’re available, you’ll want to check them out—or find someone who already uses them to invite you so you can both get rewarded.

Edited by Walter S. Mossberg.

Write to Katherine Boehret at mossbergsolution@wsj.com

Buying in Numbers

With most group-buying Web sites, getting more people to buy into the deal gets you a better discount.

DiClemente was arguing that the bundled approach to cable TV–whereby subscribers get dozens or even hundreds of channels for one big fee, no matter how many networks they actually watch–wasn’t going anywhere for quite some time. If ever.

But if you’re the kind of person who thinks we’re headed for an a la carte model in which programmers compete directly for consumer dollars, you can use this as fodder for your argument. Because you can see just how much you’re paying for stuff you don’t want.

Take a look (click to enlarge–or drag the whole image off of the browser and onto your desktop if you want a better view):

Obviously these are wholesale prices, not retail. But this gives you a very good idea of where the money goes–to a lot of channels you likely never, ever, look at.

You’ll find this particularly upsetting if you don’t watch sports. Because sports channels account for about 40 percent of cable fees.

And you’ll also be upset once you realize that the broadcast networks–GE’s (GE) NBC, News Corp.’s (NWS) Fox, Disney’s (DIS) ABC and CBS (CBS)–are going to get added to this list over the next year or so. Even though anyone who doesn’t pay for cable gets them for free.

Hence, last winter’s Fox vs. Time Warner Cable (TWC) standoff, and the Disney vs. Cablevision (CVC) fight that ended in time for the Oscars last night.

As I’ve said before, I think that many cable viewers are probably okay with most of the bundle–or at least unwilling to foot the bill for real a la carte pricing. But maybe if you waved this list in front of them, they might rethink that.

The merger of France Telecom’s Orange and Deutsche Telekom-owned T-Mobile will create the largest mobile phone operator in the U.K. with about a 34 percent share of the market, just ahead of current market leader O2, which claims about 28 percent. It will also reduce the number of carriers in the country, which critics argue will reduce competition and raise prices.

Orange and T-Mobile disagree, of course, and claim the deal will give subscribers better coverage and improved customer service. We’ll see, I guess.

Oh, no word yet on the combined company’s name.

With Apple (AAPL) inking multiyear Mac contracts with a number of school districts, it’s growth in edu is on the rebound. And now, with the iPad and its promise of hand-held education just a few weeks from market, Apple could be poised to see significant growth in higher ed.

Obviously, it’s impossible to predict whether the iPad will be the digital device to transform the classroom, but some analysts are enthusiastic about the possibility. Among them: Needham & Company’s Charlie Wolf. Reflecting on Apple’s performance in the U.S education market in a note to clients this morning, he suggests there may be big things ahead for the company.

“The soon-to-be-introduced iPad has the potential to change the buying dynamics in both the secondary and higher education markets,” Wolf writes. “At $500 before typical education discounts, the iPad is price competitive with all the PCs schools now purchase.”

That’s not all. Wolf continues: “And the device has the potential to go much further if, as it appears certain, education content is customized for the iPad to exploit its unique multimedia capabilities. It is not difficult to imagine classrooms where the iPad takes center stage, capturing a significant percentage of the school market in the process.”

Not difficult to imagine at all, though it may take some time to get there. As my colleague, Peter Kafka, reminds me, the iPad-as-textbook is likely quite a way off given that it requires buy-in from educational publishers, not to mention school boards and academia. Beyond that, there’s the need for applications that really take advantage of the portability and breadth of use that the iPad offers and to position it as a true an educational tool.

“To be successful in the secondary ed market, the iPad will need content and application developers to write applications that exploit the unique form factor and features of the iPad–content and apps that materially improve the ‘educational experience’ in the classroom,” Wolf told me in a brief email interview this morning. 

“If that doesn’t happen,” Wolf added, the iPad could enjoy some success. But it would be far less than that which would occur if the iPad becomes a unique educational tool.”

Wolf believes higher ed will be easier, though. “Again it will depend on content developers–the publishers–exploiting the dynamic features of the device to enhance the educational experience,” he said. ”Simply formatting text books for the iPad will be OK, but it would eliminate any chance of a hockey stick of adoption.”

[Image credits: Needham & Company, Adam Tow]

“There are certain shows that will be sold on Apple for 99 cents,” Moonves said today, adding, however, that details have not been worked out.

It’s possible that Moonves doesn’t plan to make any significant concessions on pricing–CBS, like other networks, already offers some older shows, or new shows it wants to promote, at discount prices. But the context of Moonves’s comments, which came during the company’s earnings call today, indicated that he is planning on changing his pricing structure on more than a one-off basis.

UPDATE: That metaphorical throat-clearing you might be hearing right now is the sound of people who are familiar with Moonves’s thinking. Said people are telling me that while CBS is open to talks with Apple, etc., the company has no imminent plans to change pricing and that Moonves didn’t really mean to imply that anything is afoot. But since said people won’t go on the record, we have to go with what Moonves actually said.

Any kind of price cut would represent a partial victory for Jobs and Apple (AAPL) content boss Eddy Cue, who have been trying to convince the networks to lower their prices. The Financial Times first reported on those efforts last month.

Video sales haven’t been robust at iTunes and aren’t a significant revenue source for the networks. But since the networks are still worried about cannibalizing existing revenue sources like syndication fees and DVD sales, they’ve been reluctant to chop prices further.

GE’s (GE) NBC Universal ended up yanking its shows off of iTunes in 2008 because it wanted the ability to raise prices, and it got at least some of what it wanted: Since that imbroglio, networks have been able to sell their HD shows for $2.99 a piece.

Let’s see if the paper’s executives can turn that around during their earnings call. We’ll also be looking for any updates the Times can provide on its pay wall plans, and, of course, its role in the launch of the Apple iPad.

UPDATE: As I noted below, though the New York Times (NYT) was a featured partner at the launch of Apple’s (AAPL) iPad, even sending a small team to Cupertino to create an app a few weeks before the event, there was zero discussion about iPads today.

CEO Janet Robinson made a generalized comment about the growth of the Times’s mobile distribution, but that was it. And not a single analyst showed any interest in this stuff–a good reminder that neither the Times nor Wall Street expects the iPad to be material to the company’s business for quite some time.

Liveblog

On the call: CEO Janet Robinson, CFO Jim Follo, Times Media Group boss Scott Heekin-Canedy, and Digital boss Martin Nisenholtz

In a preamble, CEO Robinson highlights cost-cutting, balance sheet repair, and asset sales (radio station, but not the Boston Globe; the company is still looking at selling its stake in the Boston Red Sox–the process is “complicated” and is “taking longer than anticipated”).

Robinson recaps the pay wall plan, metered approach, etc. Nothing new here so far.

The paper is waiting until 2011 to deploy the pay wall, she explains, because it wants to make “subscribing as smooth and easy as possible….It will take some time to build, deploy and test the best systems.”

Robinson offers a few revenue details, primarily a recap of the earnings release.

Ads by category: National ads down 12 percent, retail down 23 percent, classifieds down 27 percent.

News media online grew four percent, primarily from display advertising (the rest of online growth comes from About.com).

Print ad category decreases came from Hollywood, among others. Ad category increases: Print auto, health care, packaged goods.

Circulation revenue is up because of newsstand, price increases. The Times is benefiting from declines at other papers, because as local papers cut back, it is offering more info than ever. Robinson notes expansion by the paper into local news in the Chicago and San Francisco markets, adding that there are plans on going local in “several” other key markets

Time to brag about new mobile products and applications. The paper counted 75 million page views from mobile and apps in December, and the iPhone app has been downloaded three million times since launch.

Back to digital: Display ads are up, classifieds down; they improved “significantly” as Q4 progressed.

About.com is still the Times’s digital cash machine: Revenue is up 22 percent, and operating profit grew from $10 million to $18 million.

Overall, Internet businesses are up 10 percent and accounted for 15 percent of revenue for the quarter. Online advertising revenue accounted for 23 percent of ad revenue of the quarter.

“Limited” visibility for 2010, which is what’s upsetting The Street, supposedly. But the paper is still “realigning” its cost base.

CFO Jim Follo’s comments may not interest all readers except for this part: The Times is continuing to reduce headcount, he notes, which dropped by 18 percent in 2009. The company is also looking at the benefit structure for both employees and retirees. It froze that awesome supplemental retirement plan that pays certain retirees a very lucrative pension.

We’ve been benefiting from a drop in newsprint prices last couple years, Follo notes, though suppliers are trying to raise prices again, but there’s a supply glut, so we think they’ll have a tough time doing that.

No big capital spending projects are planned. [Presumably, the pay wall is not that expensive to build.]

[Aside: Interesting that NYT.com GM Denise Warren, who's normally on these calls, isn't on today's.]

Questions and Answers

Question: More color on advertising, please.

Scott Heekin-Canedy: We have some optimism, but advertisers are “guarded,” and ads are still bought–or retracted–at the last minute, as they were last year.

Tech, media, health care, and auto ad categories all look promising. The mix is “definitely different” from last year “when it seemed like every single category was down.” Now, many categories are showing “flat to significant growth.”

Question: Are you still optimistic that you can reach a deal on the Red Sox?

Robinson: “Yes we are.” Lots of due diligence, lots of different properties (stake in team, stadium, network, etc.).

Q: What are incremental costs of setting up a pay wall?

Robinson: “We feel this is an elegant solution,” but we want to wait the year and make sure we’re well prepared, etc. Again, integrating home delivery and digital is crucial.

Nisenholtz: Regarding cost, there will be a “modest operating cost” to deploy the tech. We’re hiring a “handful” of people to do that and deploying “modest” capital, but it’s not material.

[Apology: I missed a question on ad categories, though it seems to reprise the earlier question.]

Q: Can you give us a sense of additional cost-savings you can extract this year?

Follo: Nope.

Q: Will your headcount go down again in 2010?

Follo: Yes.

[Missed another question here.]

Next a question about the tax rate, which I can’t imagine anyone reading this cares about.

Q: Can you tell us more about January ad trends, i.e., how much is national vs. local?

Robinson: We won’t break that out (anymore).

Q: Was it materially better than Q4?

Robinson: She repeats her earlier comments from the release. “Very good performance” on the digital side of business. December was particularly good, but we’re not going to be more specific about January.

Heekin-Canedy: That said, we don’t think January is much of an indicator about the rest of the year, anyway. Different beast, not much connection between December [when people were dumping leftover dollars].

[There's a giant disconnect between analysts and the chattering classes here. If the latter ran the call, this would be about nothing but iPad, iPad, iPad. But we're 48 minutes in, and zilch so far. Which is a good reminder: No matter what launches with the tablet this year, this stuff isn't going to have a big impact on Big Media for quite some time.]

Q: Where is growth coming from at About.com?

Robinson: Both consumer packaged goods and display ads. We’ve upgraded the sales channel to go after display and that’s helped a lot.

Nisenholtz: Strong categories include CPC, travel, education and financial services. There’s also retail strength.

Q: Are CPGs new to About.com?

Nisenholtz: Yeah. Well, not exactly. It’s a big site, lots of reach. But we’ve updgraded the sales team and the increase there is part of the payoff. We reach a lot of moms. The Web site skews female.

Q: You may end up paying $60 million to $80 million back into the pension plan. When could that come? Q4?

Follo: Could be sooner than that. We’re in a good position regarding liquidity.

[The final question is about joint ventures that you don't care about.]

And that’s it for the call.