SI
SI
discoversearch

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor.  We ask that you disable ad blocking while on Silicon Investor in the best interests of our community.  If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.
Politics : Stockman Scott's Political Debate Porch -- Ignore unavailable to you. Want to Upgrade?


To: Sea Otter who wrote (81610)6/19/2010 7:04:06 AM
From: stockman_scott  Respond to of 89467
 
Biden plans a California trip to help Boxer raise cash

latimesblogs.latimes.com



To: Sea Otter who wrote (81610)6/19/2010 7:09:14 AM
From: T L Comiskey1 Recommendation  Read Replies (1) | Respond to of 89467
 
Carly might consider a drunk hunt with dick cheney...
the sympathy vote ....
could put her ...
over the top..

jah..

T



To: Sea Otter who wrote (81610)6/24/2010 5:46:27 PM
From: stockman_scott  Respond to of 89467
 
Oracle Profit Tops Estimates, Boosted by Sun Purchase (Update2)

By Rochelle Garner

June 24 (Bloomberg) -- Oracle Corp., the world’s second- largest software maker, reported fourth-quarter profit that beat analysts’ estimates as customers resumed buying programs after the recession and renewed support contracts.

Profit before acquisition and other costs was 60 cents a share in the period ended May 31, Redwood City, California-based Oracle said today in a statement. That exceeded the 54-cent average of analysts’ estimates compiled by Bloomberg.

Chief Executive Officer Larry Ellison, 65, has spent about $42 billion buying 67 companies since January 2005. That spree, including the $7.3 billion purchase of Sun Microsystems Inc. this year, pushed Oracle beyond its hallmark database software. The economic rebound is spurring customers to buy more kinds of Oracle programs even as they pay maintenance fees for software they already own.

“The economy is improving a lot, and Oracle nearly every quarter sees more synergy from all of the acquisitions it’s made,” said Tony Ursillo, an analyst at Loomis Sayles & Co. in Boston, which owns about 7 million Oracle shares.

Oracle gained 3.9 percent to $23.08 in after-hours trading, after falling 46 cents to $22.22 at 4 p.m. New York time on the Nasdaq Stock Market. The stock has lost 9.4 percent this year.

Net income rose 25 percent to $2.36 billion, or 46 cents a share, from $1.89 billion, or 38 cents, a year earlier.

Sun Profitable

Sun added more than $400 million to earnings excluding some items, Oracle President Safra Catz said in the statement. “We have increased confidence that we will meet or exceed our goal of Sun contributing $1.5 billion” to earnings in the 2011 fiscal year, she said.

“Sun is now profitable, giving them some pretty amazing operating margins,” Sarah Friar, an analyst at Goldman Sachs Group Inc. in San Francisco, said in an interview. Oracle’s operating margin excluding some items of 46 percent topped Friar’s estimate of 40.1 percent.

The company reports sales that include deferred revenue from acquired companies, and doesn’t conform to generally accepted accounting principles. On that basis, sales rose to $9.63 billion. Analysts estimated $9.49 billion.

Goldman Sachs predicts global technology spending will rebound this year, increasing 5 percent. Large companies in the U.S. will provide a “moderate” contribution to total revenue growth, Goldman said.

Sun-Related Costs

Oracle competes against SAP AG, the world’s biggest maker of business-management software, handling tasks such as accounting, inventory and human resources.

In 2008, Oracle bought BEA Systems Inc., stepping up its challenge against International Business Machines Corp. in the market for so-called middleware, or software that helps different kinds of programs share information.

With Sun, the No. 4 maker of server computers, Oracle entered the lower-margin hardware business. Oracle said this month it will incur as much as $1.15 billion in restructuring costs for job cuts and streamlining operations. The company originally estimated $325 million in expenses.

This was the first full period to include Sun sales. It’s also Oracle’s fourth quarter, when sales representatives push to make year-end budgets.

“You never want to bet against Oracle in their fourth quarter,” said Brent Thill, a San Francisco-based analyst for UBS AG. “Customers know the sales guys need to make their quota, and that’s when they can negotiate their best prices.” He recommends buying Oracle shares and doesn’t own any.

Sales of new software licenses, a key indicator of future growth, rose 14 percent to $3.14 billion. Excluding the effect of currency fluctuations, new license revenue rose 15 percent.

Oracle trails Microsoft Corp. in software revenue. Catz is expected to give a forecast for the first quarter on a conference call with analysts later today.

To contact the reporter on this story: Rochelle Garner in San Francisco at rgarner4@bloomberg.net

Last Updated: June 24, 2010 16:55 EDT



To: Sea Otter who wrote (81610)6/27/2010 8:09:39 AM
From: stockman_scott  Read Replies (2) | Respond to of 89467
 
Silicon Valley Banker Plies Startups With Wine And A Tudor Mansion

By Ryan Flinn

June 27 (Bloomberg) -- Investment banker Kelly Porter, who has bought, sold and grown dozens of technology companies in Silicon Valley, has an unusual way of finding his next deal: He invites CEOs of startups to his $28 million mansion for dinner.

Porter, a managing director of Woodside Capital Partners, plies executives with Grand Cru Bordeaux and invites them to a pre-dinner chat in what he calls a sultan’s tent, next to a swimming pool and antique bronze statue of Neptune.

His goal is to get ahead of the competition by networking with young entrepreneurs before they’re scooped up by the big bankers and venture capitalists on Sand Hill Road. At a time when startups like Zynga Game Network Inc. can go from obscurity to amassing billion-dollar valuations in months, Silicon Valley deal makers are striving to find potential targets earlier.

“I want to know what’s happening in the market, what people are interested in, what companies are doing,” said Porter, 47. “There’s a unique opportunity to bring people together in this setting that I don’t think you can do really anywhere else. They’re not at a trade show, which is a big massive thing, and you’re not at an office, which tends to be a little more transactional.”

Porter, the son of E*Trade Financial Corp. founder Bill Porter, specializes in advising digital media and entertainment companies. He typically holds these dinners once or twice a month, using his Los Altos Hills home as an attraction. Porter has spent tens of millions restoring the house, a 1916 near- replica of the Tudor-style Speke Hall in Liverpool, England.

Location Services

For an event on June 17, he invited entrepreneurs who run location-based services for devices. The guests got a tour of the mansion, including the wine cellar, a ceiling covered in 16th century Venetian paintings and a library filled completely with Swedish leather-bound books.

Silicon Valley has moved beyond the old model of just using the big venture capitalists to broker deals, said Aaron Barnes, who attended the event.

“That dinner was a good example of what people need to do today to stay relevant to the entrepreneurial pool,” said Barnes, a senior vice president at PlacePop Inc. His company runs an iPhone app that acts as a digital loyalty card. “People have a lot of options now beyond Sand Hill Road.”

Porter isn’t alone in wooing startups outside of business hours. Gamiel Gran, a partner at Menlo Park-based firm Sierra Ventures, says networking comprises about 85 percent of his job.

‘It’s Huge’

“It’s absolutely helps the deal flow -- it’s huge,” he said.

Startups are getting by with less funding and relying more on individuals to provide seed money. That means they stay out of the spotlight longer. The size of the average venture round has shrunk by half to $6.3 million since the dot-com bubble in 2000, according to the National Venture Capital Association in Arlington, Virginia.

The attendees at Porter’s dinner included executives from Brightkite, a site that allows group texting; Quova Inc., which locates website visitors geographically; and Skout, a dating service.

“Kelly’s interested in meeting the movers and shakers in technology he might not meet in the Valley,” said Myles Weissleder, founder of SF New Tech, who organizes monthly technology events in San Francisco. He picked the dinner’s attendees.

Wine and Cheese

Guests arrive at the cobblestone driveway and are directed through an arch separating the grand ballroom from the house to the tent on the back lawn, where Porter greets them with wine and cheese.

Woodside Capital, based in Palo Alto, helps oversee transactions between companies. The firm advised ARC International Plc on its $41 million sale to Virage Logic Corp. in 2009, and Silicon Clocks on its buyout by Silicon Laboratories Inc. in May of this year.

The guests at Porter’s dinners may need that same kind of help in the future, he said. “Most of them are probably looking to be acquired at some point.”

Porter was chairman and CEO of CatchTV Inc., an interactive TV software company that was acquired by ACTV Inc. in 1999. He’s worked with the boards of 17 companies, as either a director or adviser. He’s also invested in 22 businesses as both a venture capitalist and investment banker.

Porter makes his own predictions about the next big technology deals. He has forecast that Cisco Systems Inc. could acquire LinkedIn Corp., the professional-networking site, and that Google Inc. might buy Roku Inc., a maker of audio and video equipment.

Side Deals

The dinner also lets startups network with one another, said Kent Lindstrom, the founder of PlacePop and former CEO of Friendster Inc. His company is now in discussions with Brightkite and Skout about working together.

“We’re all just kind of sitting there doing deals,” he said. “That concept, which would be called collusion in any other industry, and yet here you all get together and share ideas.”

Porter spent seven years restoring his estate to its original glory. He wanted to make it a gathering place for intelligent and well-connected people.

“I always wanted a place where I could bring people together,” he said.

To contact the reporter on this story: Ryan Flinn in San Francisco at rflinn@bloomberg.net

Last Updated: June 27, 2010 00:01 EDT



To: Sea Otter who wrote (81610)6/29/2010 9:03:05 PM
From: stockman_scott  Respond to of 89467
 
Cisco to launch iPad-like tablet for office use

finance.yahoo.com



To: Sea Otter who wrote (81610)7/7/2010 11:36:49 PM
From: stockman_scott  Respond to of 89467
 
Steve Jobs On Bill Gates: What The Apple CEO REALLY Thinks Of Microsoft's Founder

huffingtonpost.com



To: Sea Otter who wrote (81610)7/8/2010 8:38:42 AM
From: stockman_scott  Read Replies (2) | Respond to of 89467
 
"Data analytics," said Greenplum co-founder Scott Yara, "is the killer app of cloud computing."

mercurynews.com

Greenplum expects bright future
By Scott Duke Harris
MercuryNews.com
sdharris@mercurynews.com
Posted: 07/07/2010 06:33:10 PM PDT

To understand why storage giant EMC this week decided a San Mateo startup called Greenplum was ripe for the plucking, consider the cacophony of information in modern life and the need to separate the signal from the noise.

"Data analytics," said Greenplum co-founder Scott Yara, "is the killer app of cloud computing."

In other words: Turning factoids into intelligence is the premium opportunity in an era in which information technology is moving increasingly from desktop and networked computers to the Internet "cloud." Greenplum client T-Mobile, for example, is now better able to understand its "churn rate," or why some customers leave and others stay.

The opportunity is such that Greenplum CEO Bill Cook said he expects that his work force of 140 employees will double in size in the coming year as EMC invests in its new data computing division. Cook will continue to be at the helm of the operation, which remains in San Mateo.

The financial terms were not disclosed in the all-cash deal. But analysts and tech bloggers suggest that EMC, which last year paid a premium to acquire Data Domain after a bidding war with NetApp, paid a handsome price to muscle up for a contest with giants such as Oracle, IBM and Microsoft in the $20 billion-a-year database market.

Greenplum, which was founded in 2003 and introduced its first product in 2006, now claims more than 100 customers, including government intelligence agencies its executive declines to identify. EMC's interests, observers said, reflect both the significance of what has been dubbed "Big Data" and the complementary shift to "cloud computing."

Hype about this shift has led to what's been dubbed "cloud confusion," as Forrester Research put it in a new market analysis this week. But Forrester says the trend is powerful: "a sustainable, long-term IT paradigm, and the successor to previous mainframe, client/server, and network computing eras. Underpinned by both technology and economic disruptions, the cloud will fundamentally change the way technology providers engage with business customers and individual users."

Indeed, every few days there seems to be another news story that reflects the trend. Last week, New Enterprise Associates led a $20 million investment in Eucalyptus Systems, a Santa Barbara-based creator of open-source cloud software. Eucalyptus is led by Mårten Mickos, who had a billion-dollar success as CEO of MySQL. Mickos described cloud computing as a shift "more significant than anything we've previously seen."

In a blog posting, Mark Logic CEO Dave Kellogg noted that, buried deep in EMC's news release, was the hint that the acquisition will lead to the introduction of a new appliance. "Stay tuned," Cook said.

EMC, which already owns a controlling stake in VMware, has aligned itself with Cisco Systems as tech giants battle for cloud supremacy. In the much narrower database market, Oracle, IBM and Microsoft — which Kellogg says dominate 90 percent of the market — now face a challenge by EMC and SAP, with its recent acquisition of Sybase. Meanwhile, niche startups like Mark Logic, which specializes in making sense of unstructured data like e-mail, "are trying to bite an ear off this $20 billion market."

To hear Kellogg describe it, Big Data makes for Big Bucks and Big Fun. "The big three oligopoly," he blogged, "should not sleep too soundly at night."



To: Sea Otter who wrote (81610)8/4/2010 3:21:18 PM
From: stockman_scott  Respond to of 89467
 
Facebook Advertisers Boost Spending 10-Fold, COO Says (Update1)

By Brian Womack

Aug. 4 (Bloomberg) -- Facebook Inc.’s biggest advertisers have boosted spending by at least 10-fold in the past year as the social network crossed the half-billion user mark, becoming more alluring to marketers that want to reach a broad online audience.

Some advertisers have increased spending by as much as 20- fold or more, Facebook Chief Operating Officer Sheryl Sandberg said in an interview. The site’s ad prices have held steady even as user growth fueled a surge in inventory, or pages that can carry ads, she said.

“Two years ago the big brands were experimenting with us,” said Sandberg, 40, declining to identify which customers were spending more. “They started buying with us a year ago. Now, they’re going big.” As a closely held company, Facebook doesn’t disclose revenue figures.

Facebook is courting advertisers and ramping up the pace of acquisitions to wring profit from its more than 500 million users, who don’t pay to use the site. The owner of the world’s largest social network may put off an initial public offering until 2012 to give Chief Executive Officer Mark Zuckerberg more time to add sales and lure users, people familiar with the matter said last week.

The company plans to make more purchases to recruit leaders and build features to keep users glued to its pages -- and ads running on them -- longer. While Facebook has mainly focused on startups with smaller staffs, it may pursue bigger transactions, said Vaughan Smith, director of corporate development.

Bigger Deals

“As we get bigger and our platform gets more stable, I fully expect that we will be doing more significant acquisitions,” Smith, 43, said in an interview. “This is working for us, and it’s working for the people that we’re acquiring.”

Founded in 2004 by Zuckerberg in a Harvard University dormitory room, Facebook lets users share photos, video, short messages and other information with groups of friends. After surpassing News Corp.’s MySpace as the world’s biggest social network in 2008, Facebook nudged aside AOL Inc. to become the fourth-most visited site in the U.S. last year, according to ComScore Inc. Only Google Inc., Yahoo! Inc. and Microsoft Corp. are bigger.

Facebook’s sales may rise to at least $1.4 billion in 2010 from $700 million to $800 million last year, two people familiar with the matter said last week.

‘The Reach’

Facebook, based in Palo Alto, California, gets much if not most of its revenue from advertising. Its customers include Coca-Cola Co., JPMorgan Chase & Co. and Adidas AG.

“You can’t ignore the reach that’s there, but it’s also the true engagement that we have,” said Michael Donnelly, Coca- Cola’s director of global interactive marketing.

Facebook’s future growth will hinge partly on whether it can overcome privacy concerns and stave off a threat by rivals including Twitter Inc. Consumer groups and lawmakers have alleged that Facebook doesn’t do enough to protect the personal information on profiles.

“Facebook’s value is being able to preserve that user base,” said Michael Gartenberg, a partner at researcher Altimeter Group in San Mateo, California. “Those 500 million users -- advertisers not only want to make sure that those people aren’t churning and that they’re actually using their accounts, but that there’s growth here as well.”

Advertisers ‘Dig In’

Another hurdle lies in a lawsuit that raises questions over who owns Facebook. Paul Ceglia, of New York, claims that he owns an 84 percent stake, based on an April 2003 contract. Facebook says the lawsuit is “frivolous, if not outright fraudulent.”

To make marketing messages more appealing to marketers and less intrusive to users, Facebook has incorporated social elements. Below an ad, users can see which of their friends may be fans of the advertiser, for example.

“Some clients have actually been pretty active on Facebook for a while, but we’re finding a number of clients that are starting to dig in a little bit more,” said Joe Mele, a managing director at Publicis Groupe SA’s Razorfish agency. “We’re seeing increased interest.”

With each new user, Facebook gets more pages on which to place ads, resulting in an inventory surge. Yet prices for ads based on the number of times they are viewed have held steady in the past year, Sandberg said. The prices of the social ads may rise as Facebook brings more “value” to companies, she said.

Display Leader

“A movie studio last year that did three movies with us -- this year, if they’re releasing 12 movies, they’ll do 10 of them with us,” Sandberg said. “A company that did one product launch with us -- this year they’re going to do half of their product launches.”

Also buoying ad prices, about half of Facebook users return to the site daily, the company says. That makes the users valuable to advertisers that want messages viewed multiple times.

Much of Facebook’s ad growth comes from so-called display ads, graphic messages that usually appear as boxes on Web pages, rather than the search-related ads that are Google’s mainstay. Facebook displaced Yahoo as the top U.S. site for display ads, with 16 percent share in the first quarter, up from 11 percent in the fourth quarter, according to ComScore in Reston, Virginia.

Spending on display advertising is expected to rise 13 percent to $8.56 billion in the U.S. this year, after a 4.5 percent gain in 2009, according to EMarketer Inc.

Another Dealmaker

To chase that growth, Facebook is relying on dealmaking. It has made five acquisitions so far this year after one apiece in 2009 and 2007, Smith said.

The company buys small startups -- typically with a dozen or fewer employees -- to gain entrepreneurs who can become future leaders, Smith said. Chief Technology Officer Bret Taylor came from FriendFeed, acquired last year.

Facebook will keep up the acquisition pace and may pursue larger, more complex transactions, Smith said. He plans to hire another corporate development executive, adding to the one person helping him clinch deals now.

The company doubled the number of salespeople last year from 2008. It now has more than 1,400 employees.

Among potential targets are companies that focus on virtual currencies and mobile social networking, Smith said. The company also is looking for acquisitions that may bolster its advertising effort, he said.

“We’re doing advertising, especially brand advertising, in a different way than has been done before,” he said.

To contact the reporter on this story: Brian Womack in San Francisco at bwomack1@bloomberg.net.

Last Updated: August 4, 2010 14:48 EDT



To: Sea Otter who wrote (81610)10/18/2010 11:20:33 AM
From: stockman_scott  Respond to of 89467
 
Does Carly Fiorina’s HP legacy foreshadow her Senate leadership?

wistechnology.com



To: Sea Otter who wrote (81610)10/18/2010 11:41:12 AM
From: stockman_scott  Read Replies (2) | Respond to of 89467
 
Why Groupon Is No Ebay

techcrunch.com

Why Twitter Is Massively Undervalued Compared To Facebook

techcrunch.com



To: Sea Otter who wrote (81610)11/5/2010 12:45:54 AM
From: stockman_scott  Respond to of 89467
 
Is Cloudera the Next Oracle? CEO Mike Olson Hopes So

xconomy.com



To: Sea Otter who wrote (81610)11/16/2010 5:17:48 PM
From: stockman_scott  Respond to of 89467
 
Morgan Stanley’s Net ‘Queen’ Meeker Predicts Mobile-Web Boom

By Olga Kharif

Nov. 16 (Bloomberg) -- Mary Meeker will predict a $50 billion online advertising boom in an address at the annual Web 2.0 Summit in San Francisco today. The Morgan Stanley analyst will say as well that mobile commerce may gain market share faster than traditional online retailing.

Meeker, 51, is back in demand. She was called “Queen of the Net” by Barron’s in 1998, only to see her star dim as technology stocks plunged and regulators said securities firms used biased research to lure banking business. These days, investors are scouring her research anew for would-be Web winners.

“We are trying to invest in the kinds of companies she’ll mention in her reports,” investor Marc Andreessen said in an interview.

Andreessen’s venture firm, Andreessen Horowitz LLC, has bought stakes in Meeker-favored companies including Skype Technologies SA and Zynga Game Network Inc.

“She is becoming Mary Meeker 2.0,” said Bing Gordon, a partner at venture capital firm Kleiner Perkins Caufield & Byers. Gordon said Meeker’s research helped persuade his firm to “do more mobile, bigger and faster.” In March, Kleiner Perkins said it will double its iFund to $200 million. The investment pool backs startups that create applications for Apple Inc.’s handheld devices, such as the iPhone and the iPad.

Bloomberg LP, the parent company of Bloomberg News, is an investor in Andreessen Horowitz.

Meeker gained renown in the 1990s for predictions on Internet growth and her bullish calls on Web companies, including EBay Inc., Amazon.com Inc. and America Online Inc.

Tech Bust

Then came the dot-com bust in 2000. The Nasdaq lost 78 percent of its value in less than three years. In 2001, Fortune published a story titled, “Where Mary Meeker Went Wrong.” In 2003, after the U.S. Securities and Exchange Commission accused Morgan Stanley and other financial services firms of skewed analysis, the companies settled for $1.4 billion.

Meeker fared better than analysts such as Henry Blodget, formerly of Merrill Lynch & Co., who was fined and banned for life from the securities industry; the SEC didn’t accuse Meeker of wrongdoing. Still, then-New York Attorney General Eliot Spitzer, who led the probe by state and federal authorities, said Morgan Stanley failed to supervise its analysts, including Meeker, and said the company inadequately managed conflicts of interest between its research and investment-banking divisions.

“She may have a second act, which is never an easy thing to do on Wall Street,” said Tom Taulli, an independent researcher on initial public offerings. “But she is going to have to prove herself. And it’s very difficult: You are associated with that brand.”

Digging for Data

Meeker says the brickbats flung her way haven’t altered the way she carries out research. She said Morgan Stanley’s “The Internet Report” in 1995 contended that most companies fail.

“To be a successful analyst, one has to dig deep for data,” Meeker said in an interview. The report “was thoughtful about the growth of the Internet, yet cautious about investments.”

Meeker, a managing director who leads Morgan Stanley’s technology research, spends much of her time these days thinking about the Web in the iPhone age. In 2012, smartphone shipments will exceed those of personal computers, she contends.

“It’s the fastest-ramping technology transformation the world has ever seen,” Meeker said. “I’ve been of the view for years that the mobile Internet was the next big thing.”

U.S. consumers spend 28 percent of their media time online, yet only 13 percent of ad spending goes to the Internet. That creates a $50 billion online advertising “global opportunity,” according to a draft of Meeker’s Web 2.0 presentation.

Mobile Commerce

Another prediction: Mobile commerce may grab retail spending share “much faster” than traditional e-commerce, she says. That’s because wireless connections enable impulse purchases, and location-based services let merchants deliver coupons and offers to users when they’re most likely to spend.

Some of Meeker’s current thinking was outlined in her Mobile Internet Report, a 424-page tome published last year, the culmination of four years of research.

Yuri Milner, chairman of Russian Internet company Mail.ru Group Ltd., calls it “the best of what’s been written in this field.” Mail.ru raised $912 million this month on the London Stock Exchange with Morgan Stanley among the arrangers.

Meeker, an Indiana native who graduated from DePauw University and earned an MBA from Cornell University, says she draws on personal experience, as well as data analysis and company research, to form her views.

Scottish ‘Epiphany’

She says she had an “epiphany” last year after a three- hour hike on the coast of Scotland, near St. Andrews. A friend who accompanied her on the hike used a Research In Motion Ltd. BlackBerry to snap photos and had posted them to Facebook by the time Meeker returned to her lodging.

“We could get to a point where a very material portion of content on the Internet is created on Facebook with mobile devices,” said Meeker, who spends much of her time in New York, and has a home in Woodside, in California’s Silicon Valley.

Another realization came during a recent plane ride between Washington and New York. In an informal survey of fellow first- class passengers, Meeker found four iPad tablet computers, including her own, and surmised that business users are adopting the iPad more quickly than she had expected. Besides the iPad, Meeker also boasts a Macintosh, two PCs that run Microsoft Corp.’s Windows operating system, an iPhone, an Amazon Kindle e- reader, and several iPod music players.

Executives of companies covered by Meeker say her research is as probing now as it was more than a decade ago.

3 a.m. Calls

Ken Goldman was chief financial officer of Excite At Home Corp., a Redwood City, California-based Internet-service provider Meeker covered. He recalls receiving phone calls at home at midnight from Meeker in New York, where it was 3 a.m.

“I used to dread those calls, actually,” he said. “It was never a 10-minute call; it lasted 45 minutes to an hour.”

Goldman now is CFO of security software maker Fortinet Inc., which went public last year with Morgan Stanley as an underwriter.

This year marks the seventh-straight year Meeker is speaking at the Web 2.0 conference. She packs a lot into her 10- minute presentation, said John Battelle, executive producer of the Web 2.0 Summit. Last year, she plowed through 75 slides in the time most presenters to cover a dozen, he said.

“The funny thing about Mary is, every year, she tries to deliver more slides in the same amount of time,” Battelle said. “She may have mellowed a little bit over the years, but not much.”

To contact the reporter on this story: Olga Kharif in Portland, Oregon, at okharif@bloomberg.net.

To contact the editor responsible for this story: Tom Giles at tgiles5@bloomberg.net.

Last Updated: November 16, 2010 00:01 EST



To: Sea Otter who wrote (81610)11/19/2010 5:35:38 PM
From: stockman_scott  Respond to of 89467
 
Groupon Said to Weigh Sale to Google (Update2)

By Douglas MacMillan and Serena Saitto

Nov. 19 (Bloomberg) -- Groupon Inc. is weighing whether to sell itself to Google Inc. or to proceed with a round of fundraising that may value the daily coupon company at more than $3 billion, said two people with knowledge of the matter.

Google and Groupon have held talks about an acquisition, said the people, who asked to remain anonymous because the discussions are private. Groupon management met this week and is leaning toward a sale, though the company may take until the end of the year to make a final decision, one of the people said.

Groupon, a Chicago-based startup, would give Google more of the $133 billion U.S. local advertising market and help it benefit from surging demand for coupons, sent via the Web, for products and services. Google Chief Executive Officer Eric Schmidt is stepping up the pace of acquisitions to spur growth and keep from losing business as Facebook Inc., the largest social networking service, adds features and lures Web surfers.

Groupon earlier held failed negotiations with Yahoo! Inc. and may not clinch a deal with Mountain View, California-based Google, the people said. Groupon may become Google’s most expensive target. In 2008, the Web search leader paid $3.2 billion for DoubleClick Inc., an online advertising provider.

Julie Mossler, a spokeswoman for Groupon, didn’t respond to a request for comment. Aaron Zamost, a spokesman for Google, and Dana Lengkeek, a Yahoo spokeswoman, declined to comment. Technology blog AllThingsDigital earlier today reported that Google is holding talks to buy Groupon.

Schmidt Goes Shopping

David Lawee, Google’s mergers and acquisitions head, said in an interview this month that the company is likely to buy more companies about the size of YouTube and DoubleClick to help offer more online services. He didn’t discuss potential targets. Google paid $1.65 billion for YouTube, a video site, in 2006.

Google fell $5.73, or 1 percent, to $590.83 at 4 p.m. New York time in Nasdaq Stock Market trading. It has dropped 4.7 percent this year.

Schmidt is using takeovers to lessen his company’s reliance on ads placed alongside search results and move into new areas, such as display and mobile marketing messages.

Google has accelerated its dealmaking in 2010, spending $1.6 billion on more than 20 companies in the first nine months of the year, according to regulatory filings. Google also agreed to buy travel data aggregator ITA Software Inc. for about $700 million earlier this year.

Groupon’s Growth

An April investment in Groupon by a group led by Digital Sky Technologies gave the company a valuation of about $1.3 billion. Owners say the company is worth more now because it’s growing faster than other new companies. Yahoo recently discussed an acquisition with Groupon before talks unraveled over price, according to people familiar with the matter.

Groupon sends daily messages to users in 300 markets in 29 countries, offering steep discounts on products and services ranging from cupcakes to yoga classes, dinner cruises to dental exams. Groupon keeps a 50 percent cut of every deal sold, while the business benefits from a rise in new customers. Deals, known as groupons, activate when a certain number is sold, encouraging users to recommend offers to friends.

Local advertising through media including newspapers, direct mail, radio and the Internet will reach $133 billion in the U.S. this year, according to BIA/Kelsey, a consulting firm.

Since May, Groupon has doubled the number of markets it serves. Sales may top $500 million this year, two people familiar with the matter have said. Groupon would reach that milestone faster than Google and Amazon.com Inc. did.

Copycats

The company could use financial backing to help it add on- the-ground salespeople to enlist the local businesses, including nail salons, restaurants and coffee shops, that provide its more than 400 daily deals. It’s hiring about 150 people a month and about 80 percent of the total work in sales roles, Groupon President Rob Solomon said in an interview last week.

Lookalikes such as LivingSocial aim to capitalize on the growing popularity of daily deals and could become a threat to Groupon. The site has also become a victim of its own success, with some small companies becoming overwhelmed by the sudden surge in new business spawned by Groupon offers.

Groupon has raised a total of $170 million from investors, which include Facebook backer Accel Partners and New Enterprise Associates. Founded in November 2008, the Chicago-based company was profitable after about eight months, Chief Executive OfficerAndrew Mason told Bloomberg TV in July.

To contact the reporter on this story: Douglas MacMillan in San Francisco at dmacmillan3@bloomberg.net; Serena Saitto in New York at ssaitto@bloomberg.net.

To contact the editor responsible for this story: Tom Giles at tgiles5@bloomberg.net

Last Updated: November 19, 2010 16:33 EST



To: Sea Otter who wrote (81610)11/30/2010 9:57:39 AM
From: stockman_scott  Read Replies (2) | Respond to of 89467
 
Google Is Said to Be Poised to Buy Groupon

dealbook.nytimes.com

By EVELYN M. RUSLI AND CLAIRE CAIN MILLER
THE NEW YORK TIMES
November 30, 2010

Google is near a deal to acquire Groupon, the pioneering online discounter, for as much as $6 billion, people with direct knowledge of the matter told DealBook on Monday.

A deal, in the $5 billion to $6 billion range, could be struck as soon as this week, these people said, cautioning that the talks could still fall apart.

At that price, Groupon — known for its daily discounts — would be one of Google’s largest acquisitions, dwarfing its $3.1 billion purchase of DoubleClick, the display advertising giant, in 2007.

The deal would also be Google’s boldest foray in local business online advertising, a large and untapped market it has been trying to get into, most recently by promoting Marissa Mayer to oversee the local business and attempting to buy Yelp, the local review site, last year.

A representative for Google declined to comment. Andrew Mason, Groupon’s chief executive, declined an earlier interview request, adding that he would talk “only if you want to talk about my other passion, building miniature dollhouses.”

Since its founding in 2008 by Mr. Mason, Groupon has been growing at a breakneck pace. The company, whose name is a combination of “group” and “coupon,” specializes in providing customers with discounts purchased in bulk. Subscribers receive notifications of one deal a day, tailored to their location and profile.

The average Groupon deal offers 50 to 90 percent off retail goods and services, from restaurant certificates to skydiving lessons. It has grown beyond local merchants to encompass retailers like Gap, which offered a nationwide deal this summer. On the day of the Gap promotion, Groupon sold 440,000 units and generated $11 million in revenue.

Groupon’s success has helped turn the company into a cash-generating machine, signing up more than 12 million registered users and reaping more than $350 million in estimated annual revenue.

Over recent weeks, Groupon has been the subject of scores of takeover rumors. Both Google and Yahoo were among the interested parties, according to the people briefed on the matter, with Yahoo prepared to pay about $2 billion. But Groupon’s founders rejected that offer as too low.

Groupon’s management was also concerned that Yahoo’s business prospects might ultimately hurt the company, and that a stronger buyer like Google would give it a competitive edge against potential rivals like Facebook.

As Yahoo’s approach sputtered, Google made an initial bid of $3 billion to $4 billion, these people said. But in the face of Groupon’s resistance, Google raised its offer to $5 billion to $6 billion. The company is unlikely to offer more than that, according to one of the people with knowledge of the situation.

Google is one of the few buyers in the technology market that can afford a price that high. According to the company’s third-quarter report, as of Sept. 30, Google had $33.4 billion in cash or cash equivalents on hand.

Groupon’s investors include Yuri Milner’s Digital Sky Technologies, Battery Ventures, Accel Partners and New Enterprise Associates.

*This is a longer version of the article that appeared in print.