News

It’s been just over nine months since Google announced their intentions to acquire hardware manufacturer Motorola Mobility for $12.5 billion, and now it seems that the final pieces of the deal have fallen into place.

According to a new report from the Associated Press, Chinese officials have finally given the Google-Motorola deal their blessing.

China’s official approval of the deal has been a long time coming — Google managed to score regulatory approvals from the U.S. Department of Justice and the European Commission back in February (on the same day no less), but China’s anti-monopoly bureau leapt into action just a few days later. That period of intense regulatory scrutiny is a routine part of the purchasing process, as every company that makes more than 400 million yuan ($63 million) in China and 10 billion yuan ($1.6 billion) globally is subject to the process.

Google and Motorola originally expected to close the deal in “early 2012″, and it turns out they weren’t too far from the market. With this final approval in place, Google has confirmed that they expect purchase to be completed some time next week.

With the long process of purchasing Motorola Mobility finally drawing to a close, Google seems to be shifting their attention to the process of selling hardware on their own. The Wall Street Journal reported earlier this week that Google was looking at fleshing out the Devices section of the Google Play Store with unlocked smartphones and tablets — all of them “lead” devices —  from up to five major hardware manufacturers. Now that Google will have their own in-house hardware team, it stands to reason that they might soon offer their own devices alongside those from hardware partners like Samsung and HTC.

My set ritual before going to bed each night is as follows — turn out the lights, plug in my iPhone, take off my glasses and attempt vainly to nod off. Step two in that process can be a bit of a crapshoot in the dark, but the folks at Scrap Pile Labs have recently kicked off a new Kickstarter campaign for a product called the CordLite that just may come in handy.

As the name sort of implies, the CordLite is a dock connector cable for iDevices that, well, lights up thanks to a pair of forward-facing LEDs. It’s a very simple concept, but the thoughtful execution is what make this project worth keeping an eye on.

Perhaps the niftiest thing about the CordLite is how you actually fire up those lights — the dock connector’s aluminum body is entirely touch-sensitive, so the lights engage whenever someone goes to plug in the cable. Meanwhile, a pair of indicator lights run along the top of the dock connector so there’s never any confusion as to which side is up.

Pledging $25 locks you in for one of the first CordLites to roll off of the assembly line, so you’d best shell out the dough if you’re interested — after the Kickstarter campaign ends, the price will jump up to $35. Not a bad deal for night owls, especially considering that Apple’s own dock connector cable is nearly $20 without a single frill to go with it.

Though the CordLite is Apple-only for now, Android users shouldn’t feel too left out. The team also has a light-up micro-USB cable in the works, though I suspect we won’t be seeing those out in the wild for a little while yet.

Facebook has just acquired mobile commerce startup Karma, which makes apps for gifting friends and family. The terms of the deal are undisclosed but 16 employees of the startup will be joining Facebook. The purchase will help Facebook build up monetization prowess on mobile platforms — an area it’s admittedly weak in. The price was not disclosed.

With the deal, Facebook gets two extremely experienced leaders in building and monetizing mobile apps. Karma’s chief executive Lee Linden and its co-founder Ben Lewis were behind Tapjoy, a company that became a huge force in distributing and making money from mobile games. Both he and Lewis were product managers at Google and Microsoft. Linden and Lewis have known each other since they were kids and have been building companies together for a couple years.

Note: This was a real product acquisition, not a lower-priced, talent-based one. Karma had done one venture round with Sequoia Capital, Kleiner Perkins Caulfield & Byers, Felicis Ventures and the CrunchFund. The sense that we’re hearing from social product industry sources is that Karma will get Facebook’s 901 million users at its feet and more power behind building partnerships with other brands. It’s not clear whether Karma will be left alone to run autonomously like Instagram or whether it will become a Facebook-branded product. Last year, Facebook acquired an early group messaging app called Beluga and turned it into Facebook Messenger.

This acquisition makes sense for a couple of reasons. Facebook needs all the help it can get in making its mobile platform produce revenue. Linden and Lewis built Tapjoy into what became a $100 million annual runrate business for app distribution and monetization. Now they’ve turned their attention toward mobile commerce. Facebook hasn’t figured out how to make money from mobile apps quite yet. It’s starting to show sponsored stories in the mobile news feed, but it doesn’t have that many opportunities to make payments revenue from third-party mobile developers because it’s blocked from taking a revenue share on iOS. Android offers some possibilities but it’s quite complicated to build a rival app ecosystem like Amazon has done over the past few years with the Kindle.

Facebook has tried its hand at gifting before, although it was the virtual kind. It abandoned its gifts store in favor of working on a more broad-based virtual currency offering called Credits that would power purchases of virtual gifts and goods from other developers. It also has tried direct commerce with its Groupon competitor Deals, but obviously that is a very expensive model to operate and scale if you look at Groupon’s margins.

But the physical good gifting that Karma specialized in could be a perfect fit. Facebook already knows who your friends are, when they have birthdays, and their interests. It could suggest gifts to give and who to give them too, let users pay with their credit card or credits, and take a healthy cut.

We had heard a few weeks ago that Lewis was considering taking personal time to travel the world and step down from running Karma with Linden, but apparently we were wrong. He is definitely joining Facebook with the rest of the team.

Facebook said in a statement: “We’ve been really impressed with the Karma team and all they accomplished in such a short time. This acquisition combines Karma’s passion and innovative mobile app with Facebook’s platform to help people connect and share in new and meaningful ways.”

Karma also had a post on its own blog:

We founded Karma with the goal of adding the sentiment and meaning back into gift giving. That’s what Karma is all about. That’s what the Karma team set out to achieve.

Over the last year, we’ve built a new e-commerce platform from the ground up. We’ve been honored to partner with amazing brands to create a curated catalog of products. We made those products instantly giftable in a brand new way. And we harnessed the power of Facebook’s social network to ensure you never miss a chance to show someone you care. The phenomenal response and feedback we’ve heard from customers has more than exceeded our expectations. And we’re just getting started — today we take social gifting to the next level.

We’re thrilled to announce that Karma has been acquired by Facebook. The service that Karma provides will continue to operate in full force. By combining the incredible passion of our community with Facebook’s platform we can delight users in new and meaningful ways. As we say … only good things will follow.

Simply put, together we can celebrate life’s important moments in ways we could not before. A word of heartfelt thanks to our partners, customers, and our incredible team for helping us share Karma with so many people.

Sincerely,
Karma Co-founders Lee & Ben

In addition, TechCrunch interviewed Karma co-founder Lee Linden at the South By Southwest conference in Austin, Texas back in March. You can watch a video of that interview, and see him walk us through a demonstration of the Karma app in person, in the clip embedded below:

How timely. After launching a year ago at Disrupt NYC 2011, Tracks is today releasing one of its biggest updates to date. The service is much like Color, but without the creepy factor as any and all members of a specific photo-sharing group must be invited. I like to think of it as the place where Color and Google+ Circles intersect, but I far prefer Tracks than either of the former.

Thus far Tracks has offered iOS, web- and real-world versions of your tracks (the collection of photos shared with a specific social network, which can be both geo-temporal or last forever). Today, however, the service gets much more beefy, with the ability to shoot and send real-time video and the addition of new filters, Instagram-style. There are now ten filter options on the app, and they’ll all work on both photos and videos.

But that’s not all. The update brings with it the ability to add friends to various tracks from Facebook and Twitter, as well as a new custom camera with multi-shot capability and locks for exposure and focus. Animations have also been added.

Tracks has seen great success since its debut at Disrupt last year, launching an iPhone app officially in October and raising a $1 million round in December. The company also enticed Photobucket’s founder Alex Welch to join the board.

Speaking of Mr. Welch, here’s what he had to say about today’s Tracks update:

Since joining Tracks as both an investor and board member last year, I have worked very closely on product and strategy with Vic and team. I continue to be impressed at the overall vision, as well as the dedication and execution of this team. As simple as it may sound, the challenge of having a single mainstream service that can span both experiences and interests with different groups of friends and family, has not been solved at a large scale. The Tracks approach is the right one.

The idea of a private social network is one of the few new social ideas that I can jump on board with, and it’ll be interesting to see how the company builds out this offering with behemoths like Facebook and Twitter still growing at a solid pace.

Click to view slideshow.

As if anyone needed any more proof that the Samsung’s Galaxy S III would sell like (slightly more expensive) hotcakes, a report from the Korea Economic Daily reveals that the long-awaited handset racked up over 9 million pre-orders from mobile carriers across the globe.

To put that number in a bit of perspective, the tremendously popular Galaxy S II was officially unveiled at MWC in February 2011, and managed to rack up 3 million global pre-orders by the end of April. Its successor, on the other hand, managed to garner triple the number of pre-orders in the three weeks since it was revealed in London.

The news comes from (what else) an anonymous Samsung representative, who also pointed out that production was in full swing at the company’s facility in Gumi, Gyeongsangbuk-do Province. At that pace, Korean analysts expect that the consumer electronics giant is capable of churning out nearly 5 million Galaxy S IIIs each month.

Given the months of hype surrounding it and the scores of carriers across the globe that have already committed to carrying it — 296 at last glance — the Galaxy S III seems well-equipped to shatter the records set by its forebears. It wasn’t long ago that Samsung announced that the Galaxy S II had tiptoed over the 20 million sales mark, an accomplishment that came roughly 10 months after the device launched. Nine million units potentially in the bag is a strong start, and it doesn’t even include U.S. customers — our LTE-enabled models are slated to hit our shores well after the first international batches are sent out.

The Facebook IPO is expected to usher in a day of massive trading volumes on the markets, and some believe that might translate to a lift for some tech stocks. But one that could really use some help has just been served another course of bad press: Nokia is apparently burning through its cash reserves — fast.

The company, for years the biggest mobile phone maker in the world, has fallen on very tough times, as competition from companies like Samsung, Apple and a barrage of inexpensive device makers, have translated into declines in sales, market share and profitability.

That’s now translating into what has been identified as another issue: the burning of the cash pile. In the last five quarters, Nokia has burned through €2.1 billion ($2.7 billion) from its cash reserves. Analysts polled by Reuters on average believe that at the rate Nokia is going, it will go through another €2 billion ($2.5 billion) in the next three quarters, with the total current cash pile of €4.9 billion ($6 billion) gone within two years.

To put that in some context, in 2007 Nokia had cash reserves of €10 billion in 2007 ($12.7 billion). That points to its cash pile burn accelerating — a result of the fact that the company has been trying to transform its business, which requires investment, while at the same time seeing massive sales drops:

In the company’s last quarterly earnings, reported April 18, Nokia reported that overall revenues were down by $4 billion (€3.4 billion) to $9.7 billion (€7.4 billion). Smartphones, the core of Nokia’s fightback strategy, declined by more than 50 percent both in revenues and unit sales, and the company saw a 40 percent drop in revenues from devices, its biggest business, with sales in those now at €4.2 billion. Nokia also swung to an operating loss of $1.7 billion, blaming the double-whammy of competition from Apple/Google as well as restructuring costs, as the company has pushed to put a stronger emphasis on its new line of smartphones in a race to gain back its rapidly disappearing market share in the higher-margin end of the smartphone market.

That market share has been slipping for some time now, but it was in the last quarter that it finally slipped enough to put Nokia into number-two behind Samsung. According to Q1 figures out earlier this week from Gartner, Nokia now has 19.8 percent of the mobile market to Samsung’s 20.7 percent. While Samsung’s sales have been rising, up to 86.6 million units from 68.8 million in the quarter a year ago, Nokia’s have been going in the reverse direction: now at 83.1 million units compared to 107.6 million a year ago.

Nokia currently has two tranches of credit bonds outstanding: bonds of €1.25 billion euros at 5.5 percent maturing in 2014 and €500 million of notes at 6.75 percent due in 2019. These have now reached the lowest investment grade status at S&P, Fitch and Moody’s with negative outlook.

“I would not rule out the possibility of Nokia being downgraded further,” Nancy Utterback, a credit strategist at Aviva Investors, told Reuters. “The company is in a negative spiral that will be hard to reverse.”

Reuters does also point out some bright spots. The company is expected to sell 20 million of its new Windows Phone-based smartphones this year, and 46 million next year. And if the company continues on its cost-reducing course, it could end 2012 with €2.8 billion ($3.6 billion) in net cash this year.

And there is another possibility that we will likely see raised more and more: a “white knight” in the form of a Microsoft acquisition. The software company  is already heavily entwined with Nokia over the use of the Windows Phone OS — paying Nokia $1 billion annually for this — a relationship that could well deepen if Nokia’s problems continue to grow.

 [Image: Images of Money, Flickr]

Facebook’s $38 share price would make its deal to buy Instagram worth nearly $1.2 billion, up from the roughly $1 billion price the company announced in April.

That’s a nice little bump, but the deal hasn’t gone through given regulatory reviews. On top of that, we don’t know the restrictions on the shares like when they vest or if they’re subject to a lock-up period. Plus, shares may pop tomorrow and their value will probably fluctuate a lot by the time six-month lock-up date hits. When Facebook agreed to buy Instagram, it said it would pay with $300 million in cash and 22,999,412 shares of stock. That stock is now worth nearly $874 million, creating a $1.17 billion price tag.

Originally, Facebook said the deal was going to close by the end of June, according to its IPO filing. But now it appears that it may take longer because of a more thorough FTC investigation. There’s a requisite investigation if a deal is more than $66 million. But because of the more than $1 billion price that Facebook paid and the reach of both companies, the commission is said to be looking a little bit more closely at the deal, a source with knowledge of the talks tells us. The FTC usually doesn’t publicly confirm investigations until they’re over, and hasn’t publicly confirmed if they’re doing one on this deal.

But there is evidence that it’s taking longer than expected. Facebook changed its IPO filing earlier this month by amending a sentence projecting a second quarter close for the Instagram deal. It now forecasts a close sometime by the end of the year. If the government blocks the deal, Facebook has agreed to pay Instagram a $200 million kill fee, according to its IPO filing.

Because of this, Instagram’s dozen or so employees haven’t even started at Facebook. They’re still in limbo and they’re working from their San Francisco headquarters on the app, instead of Facebook’s Menlo Park office. Meanwhile, Facebook is also trying to improve its own mobile offerings; it recently boosted the size of photographs in the mobile news feed, making the overall experience more Instagram-like.

While the deal is ultimately expected to go through, a Facebook-Instagram acquisition poses several challenges for the FTC. For one, the FTC’s merger guidelines happen to focus a lot on pricing power, and how a merger would affect a company’s ability to raise prices and decrease output. But both Facebook and Instagram give their products away for free.

The other components of the FTC and Department of Justice’s guidelines have to do with market share. They’ll add up the square of different market shares for competing firms, creating a number called the Herfindahl-Hirschman Index. If it’s above 2500, then the market is highly concentrated. If it’s below 1500, then it’s unconcentrated.

But again, it’s not clear how this applies in a market where companies can rise and fall so quickly. Instagram basically appeared out of nowhere. It racked up nearly 40 million users in about 18 months. Plus, the time it takes for any given company to gain millions of daily active users is declining, partly because of the virality of the Facebook platform itself and then because the iOS and Android platforms are finally reaching scale.

So how do you apply a formula like this when changes in market share are so dynamic? The last time the FTC took a close look at a consumer web deal of this size, it was back in 2009 with the $750 million Google-Admob acquisition. The commission unanimously closed it after Apple entered the competitive field with its acquisition of rival mobile ad network Quattro, which became iAd. However, there hasn’t been a smartphone app deal of comparable size to Instagram — yet.

Verizon CFO Fran Shammo ruffled a few feathers yesterday when he mentioned at an investor conference that every one of their customers would be on one of the carrier’s new data share plans.

In an effort to clarify his meaning, Verizon sent a statement to a handful of news outlets today that shines a bit more light on how they plan to make this situation work.

First thing’s first — Verizon still intends to make those pesky (for them, anyway) unlimited data plans a thing of the past, they’ll just be doing it more gradually than originally anticipated.

That said, subscribers currently clinging to their unlimited data plans can actually keep them in certain cases. If you’re a customer who just upgraded from a 3G to a 4G device with that older data plan intact, congratulations — you’ll be able to hang on to it until the next time you waltz into a Verizon store to upgrade your smartphone.

Furthermore, customers who pay the full outright price for their handsets will be able to keep their unlimited plans as well, though that’s hardly anything new for them — by buying the device outright, you’re able to dodge another multi-year contract extension. As far as Verizon seems to be concerned, you’re fine unless you take them up on the offer of a discounted device (and the contract that goes with it):

“When we introduce our new shared data plans, Unlimited Data will no longer be available to customers when purchasing handsets at discounted pricing.”

That little “discounted pricing” proviso is an interesting one — does that mean customers would be able to hold onto those unlimited plans if they opted to pay full price for devices from now on? It certainly seems that way, though I can’t imagine too many people would be eager to take them up on that deal considering how damned expensive smartphones are without that nifty little subsidy to help out. Still, the option seems to be there for anyone who doesn’t mind spending gobs of money to prove a point.

Everyme, the Y Combinator-backed mobile startup that helps users create groups for private sharing, is launching a whole bunch of new stuff today.

For starters, it’s releasing apps for both Android and the Web. Co-founder Vibhu Norby says both products have the same features as the iPhone app. On the Android side, Norby says “worked really hard” to create an app that was designed for the platform, rather than just porting over the iPhone app.

On the Web side, Norby notes that it’s unusual for “mobile-first companies like ours” to build more than a bare bones website pointing to the mobile app. But Everyme isn’t a normal mobile company — even though its initial product was a mobile app, it also allowed users to participate in groups through text messaging and emails. Norby says it was important that someone who got an Everyme email on their desktop or laptop computer could follow the link and join the conversation right now.

The company also made some improvements to the iPhone app too. Groups on Everyme are called Circles, and Norby says the process for creating them was “pretty bad.” Now the process has been streamlined, so you can add or remove people from circles with just a couple of taps. The invite process has been too. Previously, if you added someone to a circle who wasn’t already a member of Everyme, they wouldn’t know about it until they joined the app, or until someone shared a story in the circle. Now if you add a non-member to a circle, you can turn invites on to notify them by email or text.

One of the cooler features is something called Magic Stories, where the app automatically generates Everyme updates based on updates from your other social networks. Today it’s adding Instagram integration, so if you post a popular photo on Instagram, it will be shared in Everyme too.

Last month, Everyme’s team said that there were 200,000 people in Everyme circles. Now Norby tells me there 400,000. You don’t need to be a registered user to be added to a circle, so that doesn’t necessarily reflect the app’s current activity levels. In fact, I was a little skeptical since the circles I’ve created or joined are pretty barren, but Norby says it’s more designed for “non-tech folks” who don’t want to share everything on public social networks. For those users, Everyme seems to take the place of texting or calling. And they’ve shared 100,000 stories and 30,000 photos.

Here’s an iPhone app for those moments when you’re wondering, “Okay, I’ve got some free time right now — what should I do?”

Weotta Go is actually the latest product from Weotta, a startup that launched at TechCrunch Disrupt last year. At the time, the company had built a website that helped people make plans, such as figuring out where to eat dinner tonight. The iPhone app, on the other hand, is more focused on spontaneity — say you’re at work and want to find somewhere nearby to grab a sandwich, or you’ve just met up with some friends and don’t know where to head next.

So when you open up Weotta Go, the results are tailored to the time and location. For example, when Grant Wernick came by the TechCrunch office on Tuesday afternoon, the app showed us lots of nearby lunch spots. Then he changed the clock on his iPhone to later in the day, and we started to see happy hour recommendations. When I opened the app this morning, it listed coffee shops near my apartment in Noe Valley. You can also filter the results based on how far you’re willing to go (the narrowest filter is “2 blocks”), the price, the category (activities, attractions, coffees and sweets, food, and sporting events), and the context (is this just for guys, girls, kids, or a couple on a date?).

Even better, the app changes the results on-the-fly. Its recommendations are delivered as a stack of photos, which you can tap on for more information, drag down to save in a list, or swipe across to say that you’re not interested. As you do that, the list will change to show you more items in the categories that you’re interested in and less of everything else. After you’ve created a list of things you find promising, you can also share it with your friends via email.

Wernick says Weotta Go is built on top of the same platform that powers the company’s earlier products. (Eric Chin, a partner at Weotta investor Crosslink Capital, describes the company as sitting “at the intersection of a large and growing market…mobile, local, real-time, and big-data algorithms.”) The platform pulls unstructured data from across the Web, allowing it to create a more complete and accurate picture of a location. For example, Yelp can give you a star rating, plus a few basic descriptions and facts about a restaurant, but after that you have to just read through all the reviews and draw your own conclusions. Weotta, on the other hand, can look at the reviews and generalize about what type of restaurant it is and what kind of person/event it’s appropriate for.

The app also offers integrations with other services, like purchasing tickets from StubHub for a sporting event or from Fandango for a movie. However, Wernick says the affiliate model probably won’t be a big moneymaker. Instead, he sees partnering with enterprises who want access to Weotta’s data as the real business model.

You can download Weotta Go here. As for the planning product, Weotta Make Plans, Wernick says it has been taken temporarily offline in advance of the launch of a new version.

INTRO, the ambient location app whose claim-to-fame is how it’s angling to become the “LinkedIn” of the social/local people-stalking space, is now increasing its business-oriented focus. With the iOS app‘s most recent update, due to roll out any day (minute?) now, INTRO is adding features that will allow members of groups to connect with each other, even going so far as to shut off networking with people outside of their preferred groups.

The company, which was already focused on professional (not social) networking, is integrating Meetup, Eventbrite, and LinkedIn groups for improved matching in the new app, as well as support for private groups, like membership clubs and entrepreneur networks, for example.

Explains INTRO Labs founder Anthony Erwin, “some people - particularly the power players, maybe’s it’s a top VC in New York, for example – still potentially want to network, but don’t want everyone jumping at them,” he says. “When they add themselves to a private network [in INTRO], they can switch off all other types of people connected to them.” In other words, INTRO will now help the big-time players do the networking on their own terms. That’s not a bad idea, actually.

The interesting thing about the introduction of this private networking feature is how it’s being rolled out. Instead of putting the burden on the user to configure this stuff in the settings, INTRO works with the network in question to automatically add INTRO users to the networks they’re a member of. Although seemingly a simple idea, doing so involves matching the user’s name, LinkedIn profile, email and location to the network’s private membership roster. Once a match has been made, a new section appears in the user’s profile section showing the badges of the networks they belong to.

(Note: if you’re interested in having a network set up for your organization, Anthony says he’s taking requests via email here:  ant@introlabs.net.)

Upon its initial launch, there are already 40 private networks available, mainly in New York and Londdon, which have the potential to reach to some 1.5 million members.

Also new with the app’s update is support for Twitter SSO, and, just in case the ambient location crown goes to another app (if such a crown ever exists), the company is working on an API, too. This could give INTRO more room to grow – for example, companies and organizations building their own apps for events or conferences could integrate ambient location features to connect attendees.

The update isn’t live in the App Store at the time of writing, but should be rolling out soon. In the meantime, you can grab  the current version of INTRO here.

T-Mobile CEO Philipp Humm noted during their last earning call that their prepaid users helped make up for the loss of 510,000 postpaid subscribers, and now it seems that they’ve got another bone to throw to the their legions of contract-averse customers.

Starting on May 20, T-Mobile will be rolling out a slew of new, no-contract data plans to go with their line of mobile broadband modems, hotspots, and tablets.

The plans aren’t too shabby — longer term users can shell out $25 for 1.5GB of access per month, while paying $35 and $50 will net them 3.5GB and 5GB of sweet sweet wireless data per month respectively. On the other hand, if a user really doesn’t need to lean on an HSPA+ connection for very long, there’s also a 300MB pass that lasts one week that’ll set you back $15. Without that contract in tow though, expect to pay a bit more for the corresponding hardware (unless you’ve already got said gadgets laying around).

It goes without saying that T-Mobile offers slightly better deals to people willing to sign their wireless allegiance over the for the long term, but that’s the game you play when you don’t want a bill sitting in your mailbox every month for two years. At the very least, these new plans make their older prepaid counterparts look lousy in comparison — I wouldn’t be too thrilled if I had to pay $30 for one measly gigabyte of monthly bandwidth.

By now, we’re pretty familiar with the term 4G LTE. But that in and of itself is somewhat surprising. It took 12 years for GSM wireless technology to reach one billion connections, and WCDMA took 11 years. But LTE will hit the same mark in just seven years of existence, according to a new report by Strategy Analytics.

If you’re not familiar with the term, a brief explanation would be that LTE (or Long Term Evolution) is a fourth-generation wireless standard that provides users with faster data speeds, all the while making more efficient use of a carrier’s wireless spectrum.

We’ve already seen a plethora of LTE devices hit the U.S. market, and now that the technology is established in major markets like Korea, Japan, and the U.S., the growth trajectory for LTE will only continue to rise. Strategy Analytics expects over 90 million LTE connections to be activated before the end of 2012, and that figure should reach the 1 billion mark by 2017. This is far and away the fastest implementation of new wireless technology to date.

At the same time, however, previous technologies were born into a world with far fewer overall connections. LTE launched with over 6 billion connections in existence in the world, whereas CDMA was first revealed at a time when less than 1 billion connections had been activated.

“The race is on for mobile operators to reduce cost per GB to match the rate at which revenue per GB is falling,” said director of service provider analysis Sue Rudd, in a prepared statement. “LTE is one of the key tools to deliver this improvement, with the early volume in LTE devices an encouraging sign for operators looking to maximize return on their LTE investments.”

To her point, we certainly wouldn’t mind a reduction in data costs, considering that we’re more data hungry than ever and unlimited data has basically been nixed across the boards.

Eduardo Saverin may no longer be a U.S. citizen. But that’s not stopping him from investing in American companies.

In fact, he just closed a deal. He’s backing Crowdmob, a startup that’s blending app promotion with discounts from local merchants. The startup’s long-term ambition is to play in the mobile wallet space, where phones may eventually become a mainstream way of paying for real-world goods and services. (That is, if they can become easier to use than a credit card or cash.)

The company, which already took some earlier seed investment from Andreessen Horowitz, has a couple products up its sleeves. One is something they’re calling ‘Appy Meals,’ which combine a paid app for free with a discount on a real-world good like the Starbucks Frapuccino below. It kind of mimics the way you’d buy a hamburger and a get token toy, except that toy is now a digital one like a game.

Crowdmob’s co-founders Damon Grow, Alex Han and Matthew Moore, who is an ex-Googler, say that games are a good way to lure in consumers, who are already comfortable with using their phones to pay for apps or virtual currency. Games and social networking apps have the highest engagement on iOS and Android, according to research from mobile analytics companies like Flurry.

They’ve built several variations on the same idea of mixing real-world commerce with virtual goods. With another product, they take the same “appy meal” mechanic and apply it to in-app purchases instead of paid apps. Gamers can buy virtual currency and gift cards for real-world goods like Starbucks or movie tickets inside an app (see below).

Yet another variation on the concept called Loot lets gamers watch video ads in exchange for virtual currency that can be redeemed for gift cards. Loot was built because the team knew that only a small percentage of mobile app users actually pay for things in games. So there had to be a free alternative.

“Not everybody is going to pay because many users have limited budgets,” Grow said. “So we knew that we had to disrupt ourselves  by having a feature where consumers didn’t have to pay and that was Loot.”

All of this goes toward building a payments network. Whenever a user makes a purchase, they’ll be able to pay with their credit card or PayPal. Then they can redeem the deal with their phone, which will show a barcode, confirmation number or send an SMS (whatever the merchants’ preferences are). They’ll have to create a CrowdMob account, so that’s how the company picks up payments information on consumers to grow out a network for a mobile wallet. Users manage their rewards in this mobile wallet and it’s synchronous across all the user’s CrowdMob accounts, whether they earned a gift card through watching ads or purchased it as part of a virtual happy meal in another game.

“We want to win consumer mindshare,” said Moore. “Doling out all of these gift cards will help us get on more phones. When consumers redeem these, we’ll be able to show the merchant that we drove them to the store.”

Then there’s an open API lets any partner create tasks for users to earn credits. Merchants and gift card providers can also create their own rewards for users to redeem. Crowdmob earns a cut whenever they drive installs or purchases for a mobile developer or whenever they drive sales for a merchant.

The race to build a ‘mobile wallet’ is incredibly complicated right now. Google Wallet’s team fell apart over the last several months as the original technical team that built the product chafed with newer middle management brought over from Paypal. The carriers are collaborating on their own wallet offering called Isis, but when have the carriers ever cooperated on a successful consumer product? Then Visa recently introduced V.me and Mastercard launched its PayPass Wallet Services in the last month.

Saverin shied away from doing an interview for this story, but he did pass us this statement: “I really like the team at CrowdMob and their vision to create a mobile wallet that is embedded in an overall social loyalty platform where virtual and real goods can be exchanged; this platform is an important next step in a fully integrated mobile society.”

He did do an interview with The New York Times yesterday where he said his decision to relinquish his U.S. citizenship had nothing to do with the lower tax rates that Singapore has. Saverin has amassed a little bit of a portfolio here in the U.S. with investments in Jumio, ShopSavvy and Qwiki. Since all of these investments have happened in the last year or two, it’s still too early to tell how his deals will pan out. It will be nearly impossible to top the investment that made him a billionaire, but you can never rule anything out in this business..

Carefully cultivating your Facebook presence can be tough enough when you only have your personal profile to deal with, but it’s a completely different story when you’ve got a full-blown Page (or three) to manage on top of it.

To help those particular users stay on top of things, Facebook has begun to roll out a new app (called, imaginatively enough, Pages Manager) in a small handful of markets, though we in the U.S. can’t play with it just yet.

As far as the design goes, the Pages Manager app should be familiar territory for anyone who’s ever used the standard iOS app, though a few thoughtful additions make the prospect of keeping tabs on multiple Pages a little less hairy. All of the Pages a user has admin rights to can be accessed from the app’s left pane for quick access, and those admins will get notifications whenever a user interacts with a Page under their purview.

Thankfully, notifications can be handled on a Page-by-Page basis, so it’s easy to enough tune out trolls if need be. Perhaps most importantly, the app allows provides on-the-go access to Page Insights — the metrics that track Page performance and user engagement through likes — so admins will always have an idea of where they stand.

For now, it seems as though only users in Australia and New Zealand can access the new Pages Manager app in the App Store, though SiliconRepublic reports that it’s slowly becoming available to users in Ireland as well. No news yet on whether or not an Android version is coming down the pipeline, though considering the slow-and-steady approach they’re taking with this early iOS release, it may be a while before we see it making the rounds.

The Wall Street Journal made waves yesterday. Citing unnamed sources, the Journal reported Apple is ordering larger touchscreens for the next iPhone. Now, citing its own unnamed sources, Reuters somewhat confirmed the reported. Prepare yourself, iPhone diehards. All signs point to a larger iPhone.

The thought of a larger iPhone clearly scares people. Read the comments on my post yesterday, “It’s Time For A Larger iPhone.” They say 3.5-inches is the best size. You don’t have to move your thumb to navigate the whole screen, they say. A phone with a 3.5-inch screen fits in my hipster jeans!

But really, the main underlying thread seems to be some people are afraid that, just perhaps, Apple will adopt something from Android like the trend of a larger screen. Scary, I know.

Change is hard. Apple has used the same form factor for 4 iPhone generations spanning 5 years. The iPhone 4, and the 4S for that matter, is still one of the best looking phones on the market, with an impossibly thin design and stunning good looks. But it’s time for a change. Besides, logic and other credible rumors point to an internal change that might be forcing Apple’s hand in using a larger screen.

Along with a larger screen, the next iPhone is said to have 4G data connectivity. This requires a new mobile chipset, which, as proven by the new iPad presents a new set of challenges. Instead of growing the iPad’s height and width (and therefore the screen size), the new iPad was made a bit thicker to accommodate the larger battery needed to power the 4G chipset and retina display. Apple doesn’t have that luxury with the iPhone. The next iPhone cannot be thicker than the current iPhone. But it can be taller.

4G chipsets are generally not as mature as their 3G counterparts. They require more power and thus require a larger battery. Instead of making the iPhone thicker, logic suggests that Apple would then make the phone a bit taller, making room for a larger, likely retina, display.

This change will likely upset the Apple diehards. As the screen size increased on Android phones, iPhone users took to Internet comments and forums to defend the smallish iPhone’s 3.5-inch screen. It seems sooner versus later now, Apple will use a different screen for the iPhone. Change is hard.

[image via Mark Wilkie/Flickr]

I’ve been on a journey through the past as Disrupt NYC (tickets here) draws closer, sifting through past Disrupt and TC50 startups with the hopes of getting a clear update on the accomplishments, the trials, and the milestones between then and now. The stories have been amazing, but one of the most incredible tales of growth and success I’ve yet to hear lies with Redbeacon.

The company first won top prize at TC50 in 2009, and has since gone on to raise a $7.4 million round led by Mayfield Fund and Venrock (purely bootstrapped up until then), and ultimately found themselves in the midst of an acquisition by Home Depot.

I spoke with co-founders Aaron Lee and Yaron Binur to hear the impressive tale straight from the horses’ mouths.

Here’s the interview in its entirety:

TechCrunch: So tell me what’s happened between TC50 and now? What was the TC50 experience like?

Redbeacon: Well, the interesting part of TC50 is that you have to launch on stage. We had an awesome product and we were excited but no one had used it up until that moment.

We launched in the Bay Area and spent the next 8 months iterating. Even though we launched at TC50 with no users beforehand, we started collecting data which was extremely useful. We skipped the whole angel round with the small amount of money we could raise, including our TC50 prize, and then eventually raised $7.4 million.

I think there were three factors that went into getting that $7.4M round: our willingness to put in our own money, the great data we were generating, and our win at TC50.

The experience of launching our product on stage with TechCrunch and getting interest and appetite from investors made that first round of funding a lot easier to get. It opened up a lot of doors for us. When you have all those things come together — great data, a great team, a great product, and TechCrunch — it makes that round easy to raise and it makes it easy to get a lot out of it.

TC: Did you feel like, after TC50, you kind of had your choice when it came to shopping for investors?

Redbeacon: Absolutely. We were very picky and felt like we had a lot of choices with investors. Our investors were rock solid. Without them, the acquisition with Home Depot would have been impossible.

Once we got that money, up until then we only had three or four people in the company. We could then finally grow the team and grow geographically. We went from the Bay Area to 11 different metros, and as we scaled and grew we arrived at one of the most important things we could learn.

With the growth of our team and product we needed to focus on new products. We had originally launched a very generic product. All services. What we saw from the data as we scaled was that 80 percent of our requests were for home services, and not the other categories.

As a consumer, they didn’t understand the idea of local services. They couldn’t make a connection between wedding planners and roofers. By focusing on home services, we had a clearer brand and could specialize our product in useful ways. Redbeacon then became all about my home or maintaining my home.

That was obviously a huge shift for us. From that point we started seeing a lot of traction and growth. We started introducing key features that were only possible with that focus.

We also went mobile, which was huge, both on the consumer and the provider side.

We saw huge growth on the revenue side throughout 2011. And in January of this year, Home Depot understood the opportunity and that the space is huge. They also saw that Redbeacon is best to take it over. One thing you can see in the marketplace is that a younger generation is moving from DIY to do it for me.

Since the acquisition in January, we’re already scaling and leveraging the business. It’s integrated with the shopping experience at Home Depot, and we have a lot of interesting things in the pipeline too.

TC: One thing I notice during Disrupt is that the Q&A is particularly brutal. A company’s entire stance can quickly be brought down by an Arrington or a Wilson or a Mayer. How did you guys feel about the Q&A experience, and do you think that session might have actually improved your product in the early stages?

Redbeacon: We learned three main things from the Q&A. The first was the chicken and the egg rule. We had a two-sided marketplace and it’s hard to bootstrap and scale the business keeping things even on both sides. That was a big worry for them. But that put it in context in a way that was really useful: we learned that the provider side is much easier than the consumer side. They list themselves, we know how to get a hold of them, so if we come to them with real jobs and work they’re very interested in engaging.

That session helped us identify that issue and while we spent eight months iterating we were trying to figure out how to balance out both sides before expanding.

Another thing that came out of the Q&A was going mobile. This was back in 2009, so the idea was still relatively new, but it turned out to be key. Our engagement on mobile is huge.

The last thing we learned was how we should roll out and scale: should it be city by city, nationally by one vertical? We tested out a lot of different ways, but a local business can’t go national in one day. It was useful to hear their concern about that and think through it.

TC: We have a ton of entrepreneurs and hackers heading out to New York today and tomorrow. You’ve been there before; so what advice would you give to these guys getting ready to launch on the Disrupt stage?

Redbeacon: Along with having experience at Disrupt, I’m also an angel investor and a mentor at 500Startups. A few things to learn is to keep your product and do less rather than more. Launch and iterate quickly. And do tons of interviews early on. Understand how people are using your product and run lots of tests. Don’t make it a stealth product because there’s not enough feedback that way.

It’s also important to remember that raising money is great but it’s a means to an end. Stay focused on the product and the users.

TC: So generally speaking, how do you think that Disrupt helped build Redbeacon?

Redbeacon: I think there are four main ways. It helped us raise money, as I said before. It also helps early on with business development. It’s hard for large companies to trust you when you’re running on your own money. But having won Disrupt opened doors and gave us credibility. Some of our early partnerships told us that after hearing about us on TechCrunch, it instilled a lot of confidence in the team and the product.

Disrupt also helped us with media relations, not only with TechCrunch but across the board. And it also helped with hiring and recruiting. People were excited to be a part of a team that had won at TC50.

Disrupt NYC is set to be one of our biggest shows yet, with returns from Michael Arrington and MG Siegler, along with a variety of big names like Marissa Mayer, Sarah Tavel, Fred Wilson, and David Lee and more. It’s going to be huge.

If you’re interested in checking out Disrupt and/or the Hackathon yourself, tickets are still on sale here and info on the Hackathon can be found here. Companies who want to join the Battleground can apply for the last remaining spots in Startup Alley. You can find the full agenda here.

In an effort to streamline its digital offerings, The Weather Channel has today announced that its popular iPhone app has undergone a major redesign. It started with the launch of the iPad app, and just a few weeks ago The Weather Channel followed suit on the web. But the iPhone marks a major portal between TWC and its consumers, in that mobile and weather undoubtedly go hand in hand.

The redesign reminds me a bit of HTC’s Sense 3, with the home screen offering up a weather-themed background based on the weather outside. The user interface seems much more navigable, but the features themselves are getting a bump as well.

The revamp streamlines the TWC app in a big way, in that you can have as much or as little weather as you’d like when you hop in the app. You’ll obviously get automatic weather updates, but the ability to save more locations or expand more detailed information within the app makes it a much more friendly user experience.

It’s clear that The Weather Channel is trying to unify its digital products. The company added social sharing features to the web site, which will also be available on the iPhone app. This includes the ability to upload a photo of your local weather and publish it to iWitness, Facebook, or Twitter.

We spoke with EVP of digital products at The Weather Channel Cameron Clayton about the direction in which these products are headed.

While this release represents possibly the biggest improvement in The Weather Channel App for iPhone to date, it’s just the start of what we’re setting out to accomplish. Yes, we’ve staked a claim with the accuracy of our weather forecasting with our TruPoint technology, but soon we’ll take that to the next level and tell users when rain will start and stop, as we do on the new weather.com. But we also plan to expand the social functionality during severe weather events and beyond to allow people to connect through weather at all times. Additionally, we’re in the infancy of our global expansion on mobile, which we will rolling out over the coming months and years.

According to that, sounds like quite a lot of work has yet to be done, but either way the new TWC iPhone app is a huge improvement over the last version. So if you’re interested in downloading the app, head on over to the Apple App Store and check it out.

Click to view slideshow.

The Wall Street Journal reported this morning that Apple is currently ordering larger screens for the next iPhone. With the usual nonsense, the WSJ cited people familiar with the matter and stated these screens measure at least 4-inches diagonally. Production is set to begin next month, they say.

The Journal better be right, though. A 3.5-inch screen is just too small now. At this point to say anything to the contrary is pure fanboi nonsense. The standard argument that consumers don’t want a large phone is tired and overused. Besides, it’s effectively proven wrong by the 20 million Galaxy S II phones sold by Samsung last year. It’s time for a larger iPhone.

When Apple debuted the iPhone in 2007 it was a revolutionary device. With a novel interface running on a beautiful 3.5-inch screen, the iPhone rocked the mobile scene. But now, over five years later, the iPhone has changed very little. This is a good thing for the most part. Keep with what works. However, the mobile world has since caught up to the iPhone and started moving forward with risky (read: larger) form factors while Apple kept with the tried and true. This is Apple’s Standard Operating Procedure.

Apple is notorious for keeping products on the market for as long as they’re financially viable. The company’s computers often only get spec bumps twice a year while other makers push the latest hardware every quarter. The Mac Mini once went a full year without an update. But Apple can do this. Consumers often buy Apple products ignoring specs, thus allowing the company to see larger margins on aging devices. Eventually moves need to be made, though.

The iPhone is still the dominant smartphone on the market. Apple could likely keep selling the iPhone 4S at $200 for the next year and still see iOS’s marketshare increase. Consumers want the iPhone that bad. But it’s starting to show its age and consumers are noticing.

There is a new report published nearly every other day proclaiming iOS or Android as the dominant platform. But it doesn’t really matter at this point. Both are winning and Android is doing so with large, attention-grabbing screens that consumers clearly want. Of course Apple will always have its base of loyal fanboys no matter what, but the average consumer is swayed by trend — including the trend of large screens.

The next iPhone will have a 4-inch screen per the common rumor circulating ’round the Internet. This excites me greatly. My daily driver is a Droid X, which also has 4-inch screen. After playing with nearly every new phone, I still find its 4-inch 16:9 screen the sweet spot between the usability of a small screen and the additional real estate associated with a large screen. Of course there are numerous arguments against Apple employing a larger screen, but a user on The Verge’s forum’s elegantly explained how it could be done. In short, by using a 3.99-inch 9:5 screen, iOS would scale nearly perfectly and add an additional row for icons on the homescreen. It would then be up to Apple’s all-star marketing team to convince the world it’s a 4-inch screen rather than 3.99.

There are no doubt blind Apple zealots absolutely appalled at the thought of a larger iPhone. Ignore ‘em. Change is inevitable. In response to MG’s take on the Evo 4G back in 2010, I wrote “Saying that the EVO 4G’s screen is too big is like saying, “No thanks, I would rather ride in the back of a cab than in your limo. I like feeling cramped and restricted.”” (We both were right about the phone’s horrible battery life, though) That still holds true today. A large screen, if done right, is an amazing feature and one Apple will likely employ in the future.

Again, to fulfill its goal of purely making money, Apple does not need to change anything about the iPhone. The iPhone 4S sold like gangbusters on the back of just a trivial spec bump and worthless Siri. However, the iPhone 4 form factor is no longer the single most attractive phone on the market. Other mobile phone companies have caught up with Apple. That can’t sit well with The House Jobs Built. Apple needs to regain its street cred and silence the haters, if only for a moment.

Sometime later this year Apple will introduce the next generation of the iPhone. As proven by previous iPhone rumors, it’s hard to tell what’s on tap. It might have a larger screen and, quite honestly, it might not. The WSJ’s report could be wrong. That said, there will come a time that Apple rolls out a large screen for the iPhone. Hopefully it’s sooner rather than later.

It’s hard to underestimate how important ranking in Apple’s top 25 in the iTunes store is for mobile app developers. After all, the top 25 is probably the single most important app discovery mechanism for most iOS users. But how many downloads does it take to rank in the top 25? Mobile app store analytics firm Distimo today published some interesting data that answers just this question. Turns out, in the U.S. store, the answer currently is about 38,400 daily downloads for free iPhone apps and 3,530 for paid iPhone apps. To rank in the top 25 per category, of course, takes significantly fewer downloads, with games unsurprisingly being the most competitive category. It takes 25,300 daily downloads to rank in the gaming top 25 for free apps and 2,280 downloads for paid apps.

For free apps, other competitive categories include ‘entertainment’ (6,700 daily downloads), ‘social networking’ (5,800), ‘lifestyle’ (3,900) and ‘music’ (3,900). Interestingly, in the paid app charts photography apps rank just behind games and entertainment apps. Still, it currently only takes about 270 daily downloads to rank in the photography top 25 for paid apps.

These numbers, of course, are always changing and this just represent a snapshot of what Distimo found when it compiled this data last month.

Update: We just talked to one source with a lot of experience in building mobile apps and who also currently runs a top App Store app. According to this source, Distimo’s numbers are too low and may just represent data from a relatively small number of apps. Keep that in mind as you read Distimo’s data.

Given the popularity of games on iOS, Distimo also took a closer look at the various gaming subcategories. Here, arcade and action games lead the pack:

This is the first time Distimo is releasing a detailed set of these numbers. It’s worth noting, though, that at the end of 2011, the company reported that it still took about 45,000 daily downloads to rank in the top 25 of most popular free apps. Since then, though, Apple has been working hard to shut down various scams and bots that automatically downloaded apps and allowed developers to rank in Apple’s charts without having a real user base (then, once you are in the top 25, of course, real users will automatically find you, of course). Judging from Distimo’s latest data, these efforts are starting to pay off and will hopefully make life a little bit easier for legit developers.