All Things Digital

This morning, Peter Chernin, the chief operating officer of News Corp. (NWS) (which owns Dow Jones and this site), acknowledged that Fox Interactive Media, which includes MySpace, will fall short of its goal of generating $1 billion in revenue for fiscal 2008. A surprising shortfall for a division that operates the strongest social-networking offering on the Web.

But not to worry, MySpace has a solution for that. It’s just one that lacks an obvious monetization strategy. It’s called Data Availability and it’s a way for MySpace members to share and sync profile data across partner sites–starting with Yahoo (YHOO), eBay (EBAY), Twitter and Photobucket. “The walls around the garden are coming down–the implementation of Data Availability injects a new layer of social activity and creates a more dynamic Internet,” enthused Chris DeWolfe, CEO and co-founder of MySpace, in a statement. “We, alongside our Data Availability launch partners, are pioneering a new way for the global community to integrate their social experiences Web-wide.”

That’s all well and good. But how about pioneering a new way to, you know, make money off that integration? Data portability is wonderfull and all. But so is revenue. And right now, MySpace’s Data Availability initiative doesn’t include any advertising deals.

Canada’s long national nightmare has ended. The iPhone’s coming to the Great White North. Apple (AAPL) and Canadian wireless provider Rogers Communications (RCI) have finalized a deal that will soon bring the iPhone to the RIM BlackBerry’s backyard.

“We’re thrilled to announce that we have a deal with Apple to bring the iPhone to Canada later this year,” Rogers chief executive Ted Rogers said in a statement just full of details. “We can’t tell you any more about it right now, but stay tuned.”

Good news for Rogers, which had suggested prior to the iPhone’s launch it would offer the phone in Canada, but was later forced to admit it hadn’t yet inked a deal with Apple.

Good news, too, for Canadian cellphone users. Particularly if Apple was able to wring a substantial reduction in wireless plan charges from Rogers–which, like all Canadian carriers, is notorious for its exorbitantly priced data rates. In the U.S., AT&T’s (T) combined iPhone service and data plans start at $59.99 for 450 anytime minutes, 5,000 additional night and weekend minutes, and unlimited data. A comparable plan from Rogers Wireless runs about $295 per month. And while the company recently began offering an “Unlimited On-Device Mobile Browsing Plan,” it doesn’t apply to BlackBerries, Windows Mobile devices or other smart-phones.

If power corrupts, and absolute power corrupts absolutely, what does absolute information awareness do?

That’s a good question to ask in light of FBI Director Robert Mueller’s call for “omnibus” Internet surveillance. In testimony to the Judiciary Committee of the House of Representatives on Wednesday, Mueller suggested legislation be passed that would give the bureau the right to monitor the Internet at the backbone level.

Said Mueller: “I think legislation has to be developed that balances on one hand, the privacy rights of the individual who are receiving the information, but on the other hand, given the technology, the necessity of having some omnibus search capability utilizing filters that would identify the illegal activity as it comes through and give us the ability to preempt that illegal activity where it comes through a choke point as opposed to the point where it is diffuse on the Internet.”

Shades of Carnivore, right? The “choke point” to which Mueller alludes is presumably the National Security Agency, which has been probing the data passing through the Internet backbone like some Orwellian spinal surgeon. Which is a little frightening. Because the packets of data being passed back and forth over the Internet don’t come prelabeled. There’s no “ILLEGAL ACTIVITY” designation. It’s just activity, and Mueller would apparently like permission to survey it all.

While respecting the privacy rights of the individual, of course. Thoughtful.

Microsoft’s chief software architect Ray Ozzie has finally published the sequel to “The Internet Services Disruption,” the 2005 potboiler of a memo that charted Microsoft’s (MSFT) better-late-than-never software-as-a-service strategy. It’s called, intriguingly, “Services Strategy Update April 2008” and it describes in numbing detail Live Mesh, Microsoft’s ambitiously late entry into a rapidly growing cloud-computing market.

Live Mesh, though it takes Ozzie five pages to describe it, is essentially a “software-plus-services” platform that uses the Web to synchronize and share data among devices, applications and people (you’ll find a walk-through here and a good overview here).

“Over the past ten years, the PC era has given way to an era in which the Web is at the center of our experiences–experiences delivered not just through the browser but also through many different devices including PCs, phones, media players, game consoles, set-top boxes and televisions, cars, and more,” Ozzie writes. “It is our mission in this new era to create compelling, seamless experiences that combine the power of the Internet, with the magic of software, across a world of devices. … the Web is the hub of our social mesh and our device mesh.”

“The Web is the hub of our social mesh and our device mesh.”

Wait.

Does Bill Gates know that? Because last year he told CNN’s “American Morning,” “We’re making the PC the place where it all comes together.” Clearly, in the ensuing year, Gates and Microsoft noticed that Google (GOOG) et al. are fast shifting computational relevancy to the Web, away from the desktop and, more importantly, away from Microsoft.

Live Mesh, if it’s successful, will change that. Because, as Joe Wilcox notes over at Microsoft Watch, “Live Mesh is Microsoft’s attempt to turn operating system and proprietary services platforms into hubs that replace the Web. Microsoft is building a services-based operating system that transcends and extends Windows and also the function of Web browsers.” Adds Wilcox, “It’s bold, brilliant and downright scary.”

If the major search engines took the privacy of their users as seriously as they claim, they wouldn’t hold onto their personal search data for so long. That’s the opinion of Europe’s Article 29 Data Protection Working Party, which today recommended that the European Union require search engine providers to “delete or irreversibly anonymize data once they no longer serve the specific and legitimate purpose they were collected for.” The Working Party figures that ought to be about six months.

That will no doubt come as a shock to Google (GOOG), Yahoo (YHOO) and Microsoft (MSFT), who all retain search data for a year or more. But it can’t be nearly as shocking as the Working Party’s recommendation that IP, or Internet Protocol, addresses be protected as personal information, a requirement that, were it to be implemented, could interfere with their ability to deliver relevant ads.

From the Working Party document:

A key conclusion of this opinion is that the Data Protection Directive generally applies to the processing of personal data by search engines, even when their headquarters are outside the EEA, and that the onus is on search engines in this position to clarify their role in the EEA and the scope of their responsibilities under the Directive.

“This Opinion concludes that personal data must only be processed for legitimate purposes. Search-engine providers must delete or irreversibly anonymize personal data once they no longer serve the specified and legitimate purpose they were collected for and be capable of justifying retention and the longevity of cookies deployed at all times. The consent of the user must be sought for all planned cross-relation of user data, user-profile enrichment exercises. Web site editor opt-outs must be respected by search engines and requests from users to update/refresh caches must be complied with immediately. The Working Party recalls the obligation of search engines to clearly inform the users upfront of all intended uses of their data and to respect their right to readily access, inspect or correct their personal data.”

In order to build the necessary respect and win the mindshare of the Internet community, I recommend a recipe not unlike the one we’ve used with our TCP/IP efforts: embrace, extend, then innovate. Phase 1 (Embrace): All participants need to establish a solid understanding of the infostructure and the community–determine the needs and the trends of the user base. Only then can we effectively enable Microsoft system products to be great Internet systems. Phase 2 (Extend): Establish relationships with the appropriate organizations and corporations with goals similar to ours. Offer well-integrated tools and services compatible with established and popular standards that have been developed in the Internet community.”

–J Allard, corporate vice president of design and development for the Microsoft Entertainment and Devices Division, “Windows: The Next Killer Application on the Internet,” 1994

In February, Microsoft (MSFT) surprised industry watchers and embraced the idea of data portability, throwing its support behind OpenID, a decentralized digital-identity protocol.

This morning came the inevitable extension of that idea, the announcement of a partnership with five social networks on a new data-portability strategy. LinkedIn, Tagged, Hi5, Bebo (TWX) and Facebook have all agreed to use Mirosoft’s Windows Live Contacts API to, in the words of John Richards, director of Microsoft’s Windows Live Platform, “create a safe, secure two-way street for users to move their relationships between our respective services.”

In other words “Windows Live Messenger.” Certainly, it’s hard not to look at Microsoft’s announcement that way, given the simultaneous debut of invite2messenger.net, a new Microsoft Web site through which people can invite friends from participating social networks to join their Windows Live Messenger contact list.

“In completing this two-way street, both Windows Live and our partners have paid special attention to relationship context and privacy management in order to create the best possible user experience,” explains Richards. “We understand that just because people have a friend relationship with a contact on one social network, that doesn’t necessarily mean that they want that same relationship on another network. To preserve the context of the relationship, we are requiring that relationships be re-established in each experience with permission from the friend or contact, rather than automatically storing the data. We encourage you to visit www.invite2messenger.net to see these ideas in action, and to invite your Facebook, Bebo, Hi5, LinkedIn and Tagged friends to join you on the world’s largest instant messaging network, Windows Live Messenger.”

YouTube’s going white label. This morning the online video outfit published APIs (application programming interfaces) giving publishers the ability to offer YouTube’s services directly to their own users. The move allows for the creation of so-called “chromeless” players–tailored to a publisher’s specifications and outfitted in their own branding–through which videos can be uploaded and viewed without ever visiting YouTube’s site. From the announcement:

YouTube’s latest API offerings allow anyone building a Web site or software application that is connected to the Internet to upload videos straight to YouTube; let users comment, rate and favorite the videos; and customize and control the Flash player in which the videos are played. This can be used in conjunction with the existing APIs, which launched last year and which provide the ability to view videos on other sites and to search for videos on YouTube.

“The enhancements to the YouTube APIs and Tools offering are free and easy to use, giving YouTube users yet another way to engage the world of video and actively participate in the YouTube community wherever they are, whenever they want.”

Of course, these enhancements also give YouTube and, by extension, Google (GOOG), another way to engage the world of advertising. In the API’s terms of service, YouTube reserves the right to serve ads through a publisher’s API Client, but prohibits publishers from selling their own. Two relevant excerpts from the TOS:

I. Definitions
“API Data” means any data or content, including but not limited to YouTube video content, obtained from YouTube using any YouTube API, including advertising content that YouTube may, in its sole discretion, provide along with or insert in data or content obtained from YouTube using the YouTube API.”

4. Commercial Use. You agree not to use the YouTube API for any prohibited commercial uses, which include the following actions taken without YouTube’s express approval:

• the sale of the YouTube API, API Data, YouTube video content or related services, or access to any of the foregoing;
• use of the YouTube API for the primary purpose of deriving revenues from your API Client, such as advertising or subscription revenue or the sale of copies of the API Client;
• the sale of advertising, sponsorships or promotions targeted to, within or on the API Client or YouTube video content.

Ah. So that’s how it is: YouTube doesn’t just broadcast you, it broadcasts advertisements as well.

UPDATE: YouTube product manager Jim Patterson tells TechCrunch that the API is open to YouTube Partners, who will share in the advertising generated by their players.

We are not introducing any fundamentally new way to monetize. Any video that is uploaded through our API is treated exactly as on YouTube.com. In general if a video is uploaded to YouTube, in some cases we serve ads into that on YouTube.com. When people embed those we reserve rights to serve ads in the future.”

We would be disappointed in 2008-2009 if we don’t have a very significant position in the display-ad marketplace.

- Tim Armstrong, Google’s North American president for advertising and commerce

Looks like Google’s informal corporate motto, “Don’t Be Evil,” was assurance enough for the European regulators reviewing the company’s proposed merger with online ad-serving vendor DoubleClick.

The European Commission this morning approved Google’s (GOOG) $3.1 billion acquisition of DoubleClick, clearing the way for the unprecedented combination of their advertising services, as well as their vast troves of data about consumer behavior on the Internet.

In a statement, the EC said the deal would be unlikely to have harmful effects on consumers and can proceed without conditions. “The Commission found that the merged entity would not have the ability to engage in strategies aimed at marginalizing Google’s competitors, mainly because of the presence of credible ad-serving alternatives to which customers (publishers/advertisers/ad networks) can switch, in particular vertically integrated companies such as Microsoft, Yahoo and AOL,” the EC explained. “The market investigation also found that the merged entity would not have the incentive to close off access for competitors in the ad-serving market, mainly because such strategies would be unlikely to be profitable.”

Less than two hours after the EU granted its approval, Google announced that the deal had closed. Google CEO Eric Schmidt declared himself “thrilled.” As well he should be: Shares of Google, which have lately been trading down, were up by as much as $18 this morning, or more than 4%, at about $431.

Compete must have used a fair bit of the $43 million in VC funding it’s raised since 2000 on marketing, because market research outfit Taylor Nelson Sofres is acquiring it–despite the “digital intelligence” company’s reputation for inaccurate Web site traffic measurements and its loss of $4.5 million on $14.9 million of revenue in 2007.

Under the terms of the deal, TNS will purchase Compete for $75 million in cash and another $75 million in performance-based earn-outs over the next two years.

Compete, which has long been overshadowed by metrics verterans like comScore and even newcomers like Quantcast, was overjoyed to be among the early acquisitions in the consolidation beginning in the Web-traffic analysis sector. After all, TNS might have bought Alexa. “Why are we excited about becoming part of the TNS family,” Compete execs wrote in a post to the company blog. “Because it means joining our click-stream data with TNS’s massive consumer panel operations, consumer research capabilities and ad-measurement databases on a global scale. Marrying online and offline consumer data with media spending and exposure is the holy grail of marketing. All of our marketer, agency and media partners will benefit from access to new consumer, brand and media research that will revolutionize how they plan and measure their performance. It’s a big, exciting vision that neither company could do on its own.”

What do you do when you’ve just posted a $29.5 billion loss and you expect to lose 1.2 million customers this quarter, as many as you lost in all of 2007? Well, if you’re Sprint (S), you announce a $99.99 unlimited calling and data services plan.

This morning the nation’s third-largest wireless carrier recorded a massive fourth-quarter loss, suspended its dividend program for the ”foreseeable future,” borrowed $2.5 billion to improve its “financial flexibility” and announced a shiny, new discount service plan presumably intended to make everyone forget about its deteriorating business. Sprint’s ”Simply Everything” plan offers unlimited “voice, data, text, email, Web surfing, Sprint TV, Sprint Music, GPS navigation, Direct Connect and Group Connect” for $99.99 a month.

Not bad for a package of services for which customers have typically paid a premium. Trouble is, it’s relatively close to the $99 price point plans introduced by Verizon, AT&T and T-Mobile earlier this year. Granted, Sprint’s plan is the only one that includes data right now, but it likely won’t be for long. Certainly, Sprint CEO Dan Hesse doesn’t see it as a cure-all for Sprint’s problems. “I want to make it clear that it’s not a silver bullet,” he said during a conference call with analysts. “But it’s a very important piece. Our business is not performing well right now. We are working aggressively to turn this around, but our financial performance will not improve overnight.”

We have taken the proposal Microsoft (MSFT) delivered to us very seriously. We made a public statement why we have not accepted the proposal. In many ways it has been a galvanizing event for all of Yahoo.”

–Yahoo CEO Jerry Yang, Feb. 25

A galvanizing event, indeed. Jerry Yang has about 20 days to convince Yahoo (YHOO) shareholders that they’re better off saving the company than selling it, and he is pulling out all the stops.

Last night Yahoo officially launched Buzz, a social news service where “buzz-worthy” articles are ranked according to user interest. It’s essentially Digg (if Digg was purple), redundant and three years late to the social news market.

“You cast your vote on the most interesting Web stories, images or videos about anything and everything–from a late-breaking political story on a major news site, to the coolest photo of the lunar eclipse, to a shocking celebrity-gossip blog post that shouldn’t be missed,” Yahoo’s Tapan Bhat explained in a post to Yahoo Anecdotal. “The best part is that the stories with the highest Buzz Scores–determined by combining your votes with organic search popularity rankings–may be featured on the Yahoo! homepage, giving you the power to influence what millions of people see on Yahoo!.” (And, yes, that us a Yahoo Buzz! icon appended below. Be sure to click it on your way out and “Buzz” this post up to Yahoo’s homepage.)

Also debuting from Yahoo today, Search Monkey–a set of open-source application programming interfaces (APIs) that allow publishers to annotate search results for their sites. “… Our intent is clear–present users with richer, more useful search results so that they can complete their tasks more efficiently and get from ‘to-do’ to ‘done,’ ” Vish Makhijani, senior vice president and general manager of Yahoo Search, wrote in a post to Yahoo Anecdotal. ” … So instead of a simple title, abstract and URL, for the first time, users will see rich results that incorporate the massive amount of data buried in Web sites.”

So essentially, it’s like Google’s Subscribed Links, but purple and two years late to the market.