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Microsoft adCenter responds to Adwords and Yahoo

Microsoft (MSN) adCenter adds ad technology

Microsoft’s latest acquisition of ad technology firm Rapt follows on the heels of Google formally closing its DoubleClick acquisition, underscoring the search giant’s own ambitious push into display advertising. The ad technology deal strengthens Microsoft adCenter’s (formerly MSN adCenter) set of ad business tools for Web advertisers and publishers.

Microsoft and Yahoo!

Executives of Yahoo and Microsoft had met last week to discuss Microsoft’s proposed takeover of the Web portal. Yahoo’s board in February rejected Microsoft’s bid, valued today at about $42 billion.

Microsoft and digital advertising

The move signals Microsoft’s ongoing push into digital advertising, highlighted most dramatically through its $6 billion purchase of aQuantive last year. Most recently, Microsoft snapped up Israeli startup YaData, whose technology is designed to help advertisers find original customer segments online. The move “puts us way ahead of what other offerings are available in the market,” Howe said in an interview, likening Microsoft plus Rapt to a jet plane — and competitors, including Google Inc., to a bicycle.

Microsoft, for its part, is waiting for Yahoo Inc. to respond to its unsolicited $42-billion buyout offer, which it hopes will help it catch Google in the search ad business.

Rapt’s Future

Rapt has 85 employees and is led by Tom Chavez, who will join Microsoft plans to remain in California. The comppny will become part of Microsoft’s Atlas suite of services for publishers. Rapt’s technology will provide advertising yield and management solutions for users of Microsoft’s Atlas Publisher Suite. The company says it makes the buying and selling of media easier across its network and other participating companies. APS includes Microsoft’s ad properties, including Microsoft adCenter, Atlas, DRIVEpm, Massive Inc. and ScreenTonic — as well as technologies it acquired from its buy of aQuantive.

Rapt’s Technology

Rapt’s “yield management” software helps publishers adjust pricing and inventory for display advertising based on changes in demand. Rapt’s system could be equated to the system that airlines use to set prices and track available seats, says Microsoft. The Redmond company had already been using Rapt’s technology on its MSN network, and it said it saw ad revenue increase by up to 20 percent.

One of the key products that will be offered as a result of the Rapt buy would be an integrated sales workflow solution, which would help sales teams manage ad inventories on top of an Atlas ad serving platform. Scott Howe, a general manager in Microsoft’s Advertiser and Publisher Solutions Group said that the merger would “redefine the ‘table stakes’ for what media publishers in today’s market need to effectively monetize their advertising inventory.”

In addition to its publisher tools, the company also recently launched Rapt Information Services, a research offering for advertisers and agencies. Microsoft hopes the acquisition will add momentum to its publisher tools business. Howe boasted that since Microsoft’s acquisition of aQuantive it won 70 publisher clients, many at the expense of DoubleClick. The technology gives Publicis and other agencies a dashboard-like tool to look across the inventory and pricing strategies of various media sellers they’re negotiating with. Other Rapt clients include CNET Networks, Dow Jones & Company, Fox Interactive Media and MTV Networks.

Display advertising and Google

Display advertising hasn’t gotten as much attention as search ads, thanks to Google’s unparalleled ability to turn search queries into billions of dollars in revenue. The acquisition intensifies the growing competition between Google and Microsoft, as both seek to offer an array of tools (from ad serving, campaign management and ad exchanges and networks) to buyers and sellers of digital advertising. Google, of course, significantly bolstered its standing this week when it completed its acquisition of DoubleClick. But that may be about to change with Google’s first big push this week into display advertising as it closed its $3.1 billion acquisition of online ad services company DoubleClick.

In the estimation of Google and Microsoft, publishers and advertisers will outsource much of the technology needed to manage their online advertising efforts, relying on the wide-ranging platforms the two companies are building. Howe said some publishers would offload nearly all of their operations to Microsoft, while others would only need pieces.

Financial terms of the deal were not disclosed.

Revver + LiveUniverse

Revver Acquired by LiveUniverse

Online-video company Revver Inc., has been sold to online-entertainment network LiveUniverse for less than $5 million. Revver was one of the first video-sharing sites to tout the fact that it shared ad revenue with video creators. Revver does that by attaching advertising to user-submitted video clips. All ad revenue 50/50 with the creators.

Revver acquired by LiveUniverse - The business modelWhile terms of the acquisition were not disclosed, it was reported earlier this month that the struggling Revver — which had seen the departure of all of its founders, and its staff cut in half — was asking for only $300,000 to $500,000, plus the assumption of about $1 million in debt. Talks had stalled last month over the issue of debt.

The sale is a blow to Revver’s investors, who had sunk $12.7 million into the Los Angeles company. The deal demonstrates the difficulty many online-video start-ups are having competing with Google Inc.’s YouTube.

Revver officials and some of its investors, including Draper Fisher Jurvetson and Bessemer Venture Partners, declined to comment or didn’t respond to requests for comment. LiveUniverse, led by former Intermix Media Inc. Chief Executive Brad Greenspan, who helped start MySpace.com, didn’t return a message seeking comment.

Revver’s Investment History

Revver was founded by Steven Starr, Ian Clarke, and Oliver Luckett in 2004, and is currently based in Los Angeles. The company has raised a total of around $12.7 million in venture capital from Comcast, Turner, Draper Fisher Jurvetson, Bessemer Venture Partners, Draper Richards and William Randolph Hearst III.

Since 2002, venture capitalists have poured more than $282 million into at least 27 video-sharing Web sites, according to VentureSource, a research firm owned by Dow Jones & Co., which publishes this newspaper. Some of the most prominent include Revver, Metacafe Inc. and Veoh Networks Inc.

Revver’s Business Model

The company has tried to pioneer a new business model — aimed at more professional video creators, in addition to amateur artists — through which content creators and distributors share revenue with Revver every time a video is downloaded. The company has technology that can track a video’s movement across the Internet.

The company, offered to share advertising revenue with makers of the most popular clips. The thinking at the company was that if Revver could win over the best creators, audiences would follow. That’s not what happened. Revver has yet to draw an audience big enough to make it one of the leading video-sharing sites. What it has done well is attract a small but talented group of video producers.

Negotiotions for Revver

Negotiations with LiveUinverse began to pick up again after a story about Revver’s troubles appeared. That triggered, according to the employee, a flurry of inquiries from other companies. Among those who called was VideoJug, an online video destination and production company.

Doug Kamin, senior vice president of marketing at VideoJug, said that he contacted executives about the possibility of making a bid after reading about Revver’s woes.

“At those prices, we thought Revver would be a good deal,” Kamin said. “I’m betting lots of others thought the same thing.”

Shortly after that, Revver called Kamin to tell him that Revver’s management had decided to go with the “original bidder.”

For a year, the company had weathered management shake-ups that included the departures of all three founders. Employees had witnessed some of the Web’s best-known video producers, such as Ze Frank and Lonelygirl15, abandon the site. Revver’s audience was dwarfed by YouTube’s and other video-sharing front-runners.

More recently, rumors circulated the Web that the company was running short of cash, according to the Revver employees.

Revver’s Future

Revver acquired by LiveUniverse - The contentRevver is expected to operate independently as part of LiveUniverse, with about 25 employees, one person familiar with the deal said. Revver was nominated for a technical Emmy award in 2006 and gained some notoriety for running a quirky video that showed people creating geysers by dropping Mentos candy into soda bottles.

Revver’s Competition

“YouTube is by far the gorilla” in the market. No online-video start-up has managed to attract the number of viewers and amass the content YouTube has. YouTube, which was bought by Google for $1.65 billion in 2006, quickly became a cultural touchstone for its easy-to-use site, which lets people upload videos. In December 2007, YouTube hosted 2.6 billion total video streams, more than seven times the number hosted by the second-biggest video site, run by Yahoo Inc., according to Nielsen Online. The only start-up to make Nielsen’s top-ten list was Veoh, which hosted nearly 58 million. Many advertisers have also balked at running ads on online-video sites for fear of being associated with offensive content.

About LiveUniverse

LiveUniverse was launched by former MySpace parent company Intermix Media’s founder Brad Greenspan. Purchaser LiveUniverse operates multiple sites, including video-sharing service LiveVideo, which about a year ago instigated a scandal on YouTube when it reportedly paid top YouTube users to come to its platform. LiveUniverse founder Brad Greenspan, who was involved with MySpace early on, is perhaps best known for his lawsuits protesting the company’s sale to News Corp.

Yahoo is better than Google Adwords and MSN adCenter for advertisers and investors

Bear Stearns (a worldwide investment banking and securities trading and brokerage firm) published a financial report today for Yahoo!, citing recent comments from advertising agencies. According to the report, the advertisers agreed that Yahoo’s new ad system, codenamed Panama, performs better than Google’s Adword and MSN’s adCenter. Points that distinguish Yahoo’s system are:

  • Ease of use
  • Robust interface
  • Ability to target ads by state and locality
  • Improvements on removing several legacy quirks

Yahoo! had to revise it’s ad system so that it could compete better against market leader Google and it spent two years developing the new platform. Still, Yahoo! does not expect the new system to have any impact on financials at least for a few more months. Yahoo! shares went up after these news reached the market, despite the internal management problems, outlined in the “Peanut Butter Manifesto” memo, that leaked earlier this week.

Second Life is still collapsing and why big companies might abandon that world

Friend2 Financial News reporting Jerry Bowen in Second LifeIf you take a look at Second Life’s blog today (Wednesday, December 6, 2006) you will notice a huge list of problems announced by the company. Last weeks’ software update, that creates the virtual world on users’ computers caused many problems and left users unable to access the system. Obviously, this effects Second Life’s economy and Linden Lab’s future as a viable business.

Banks, universities, retailers, fashion designers, Continue reading ‘Second Life is still collapsing and why big companies might abandon that world’

Why Second Life is collapsing and Lidnen Lab can not do anything about it

Second Life created by Linden Lab might have reached its own limits on the hardware and financial aspects.Second Life”, the online virtual community, is experiencing an amazing growth of subscribers, almost doubling every two months. In the beginning of 2006 there were 100,000 subscribers, by October 2006 it reached 1 million and two months later, December 2006 it is about to reach 2 million subscribers. This rate increased dramatically the last two months after increased publicity provided by almost every media available commenting on this new, social and business phenomenon. The blogosphere created a very suitable hyper around a player that become the first millionaire by investing on virtual properties.

Not only the original concept and the subscriber numbers are impressive but the financial transactions taking place every day attract many eyes. More than 10,000 people “live” in the world at any time and they spent 650,000 US dollars every day. Most of the major real life brands have established presence there and those that still do not have presence are moving in soon. These companies hire professional builders for the “Second Life” world and use real life promotions in order to benefit from this, very real, US dollars.

While this niche market looks appealing, many problems come up every day mainly because the creators of Second Life cannot provide the necessary infrastructure in order to keep up with the demand created by the rising number of new subscribers. Linden Lab, the creators and rulers of this world need one server for every 500 subscribers and currently they already have 4,000 servers. Besides the procurement and deployment investment for each server, there are the additional costs of electricity, maintenance and bandwidth without actually providing any new functionality to the end users.

Unfortunately, Linden Lab a company with 100 size employees cannot keep up with this demand of serious and continuous investment, deploying more than 1000 servers a month. As a result new subscribers login into a universe that most of the times is breaking or in the best of the cases, they find it boring and difficult to understand and navigate. All the publicity that Linden Lab has been enjoying hit them back as a boomerang and now they face increased criticism and technical challenges.

Linden Lab is planning to make a series of changes to its operations, mainly adding more personnel in order to assist new users and in the pretty soon, it will offer the software to the open source community. Still, Linden Lab’s ability to scale up its own network is seriously questioned and some believe that their business model is not sustainable.

If you want to find out how this was build and what kind of technical issues it faces, don’t forget to read my “How to build a Second Life universe and make it successful and profitable” recent post.






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