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Today, Microsoft is rolling out some of the sweeping changes to Windows Live it announced two weeks ago. Windows Live seems to be gradually replacing MSN as Microsoft’s central hub for everything you do on the Web.

The new home page shows both your email and an activity stream of what your contacts are doing across the Web. It’s more FriendFeed than Facebook, with a little MyYahoo thrown in. You can also customize it to show the local weather, your calendar, and news headlines. A handful of recent your photos are displayed at the top, along with a search box and links to other Live services (Profile, People, Mail, Photos, Events, Spaces, Groups, SkyDrive, and even MSN).

The new services here are Groups, Photos, and Profile. The Profile page shows all of your activities on Wndows Live as well as other Web services like Twitter, Flickr, and Yelp. Groups lets you set up collaborative pages with others and includes a group calendar. Windows Live Photos also has a nifty slideshow feature that uses Silverlight to change the background color to match the dominant color in each photo.

With this redesign, Microsoft is also boosting the storage limit of its online file storage service, SkyDrive, from 5GB to 25GB. Primarily that is to make Windows Live Photos a more competitive photo sharing service. The photos take up storage in your SkyDrive account.

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Editor’s note: The following guest post is written by Glenn Kelman, the CEO of Redfin, an online real estate broker.  His industry went into recession a year ago, so he’s had a little more time than most startup CEOs to think about how to deal with the current downturn. Below is his advice to his fellow entrepreneurs.

Startups can be the most conservative organizations in the world. We spend so much energy nurturing our delicate egos against naysayers and self-doubt that we can hardly admit mistakes. This is especially true of first-time CEOs. Thousands of new web companies were born in the last few years, and many of us just got the job.

We set off with the same directions: tackle a big problem, listen to customers, work hard, pinch pennies, hire slow, fire fast. Still good advice. But I think we’ll have different advice for one another once we’ve come through this downturn, about how we had to change to survive. Since real estate crashed before the overall market, Redfin (my online real estate company) has had a year’s head-start sorting out which changes seem to be working for us.

Not that we don’t still have a long ways to go.  We’re still on track for our first profits in 2009, but we’re going to have to fight to make it.

The time we have left to succeed or fail is really just the measure of how long it took to adapt to our downturn. If I had been more experienced, we’d have adapted faster. Here’s the survival guide I’d give my former self, the one just starting to face the storm:

1. Compete With Your Successor

I often think about what my replacement will do after I’m fired. She won’t have emotional commitments to decisions that I already regret. She’ll look at everything as an outsider—as a customer—refusing to tolerate problems that have lasted so long I’ve forgotten they’re there, re-considering initiatives we already passed over for want of imagination or energy. And she’ll have nine or even twelve months of leeway to build the business, so she can think long-term. Worst of all, she’ll get credit for turning Redfin into a successful, thriving business. I think, “I hate her! I hate her!” And then I try to be her.

2. Act Like an Owner

You’ve probably spent most of your life hating your boss, pleasing others (so you can blame them later) and spending other people’s money. These are hard habits to break. When I was still settling into being a CEO, I wasted a lot of time driving initiatives designed to please others, acting as if someone wouldn’t let me do what I wanted to do with Redfin. My moment of clarity came when a board member said, “as far as I’m concerned, you’re the owner of this business.” And he was right: you won’t own all the proceeds if the company succeeds, but you’ll certainly own a failure in its entirety. This sparked several reptilian impulses:

• “I can’t blame anyone else if this sucker goes down.” This made me feel powerful and savage, like Arnold at the end of “Predator.”
• “If it were all my money, I’d invest it in Redfin today — but there’d be some big changes around here.” We’re making those changes now. (This is about focusing on the part of the business that you really believe in.)
• “If we had to get our wallet out every week for that expense, would we?” (This is about focusing on the part of the business you don’t believe in.)

3. Get a Board You Connect With (Not Just One With Connections)

Startups have so much size anxiety that nothing can stop us from recruiting big shots onto our boards. But first-time CEOs need someone we can talk to about practical details, too. So in our case, Redfin chairman Paul Goodrich recruited Marc Singer for his experience with businesses run out of the cash register: restaurant chains, bean-bag manufacturers, installers of electronic animal fences. I used to be dubious that we had anything to learn from these companies. Not anymore.

Now I catch myself gazing at a parking-lot coffee cart and thinking, “what a great business” (it’s more profitable than most venture-funded startups). Marc has cultivated a nuts-and-bolts, make-money-now execution focus at our company. But there’s another benefit to working with him: it was easier from day one to think out loud with someone I wasn’t so anxious to impress.

Where I’d always imagined my board conversations would be like Richard Gere’s in “Pretty Woman” or even Willem Dafoe’s in “Spiderman” — conversations with Marc were more like telling a guy on a Greyhound bus about a bad breakup, where it all just came pouring out. In tough times, you need a board you connect with more than a board with connections.

4. Run Weekly Revenue Meetings

A job applicant from Amazon suggested holding a weekly revenue meeting, which has been an immediate hit. We focus on what we can do to drive revenue from week to week—tactical stuff, like hiring another field agent or changing a call to action on our site. We catch glitches that could otherwise last all month.

5. Automate Bad News

Bad news travels slowly—or sometimes just sits in your stomach—unless you pump reports straight out to the board, on revenues, traffic, customer service. Add spin if you like, but in a separate note so you don’t hold things up. This helps you avoid the-dog-ate-it board meetings.

6. (Just Ask to) Meet Your Peers

My natural tendency is to avoid meeting people outside of Redfin. I tend to measure my own work in keystrokes, and I begin to miss my computer after I’m away for 30 minutes. In hard times especially, it’s easy for a startup to become like a teenager’s basement bedroom: insular, stale, reeking of dude. Yet there are very few hours that have raised Redfin’s value as much as meetings with other entrepreneurs. A year before our cash-evaporation date, one CEO told me to start raising money. Another told us to get on the stick about our Google search rank. For someone wary of most consultants and experts, these meetings are one of my only sources of new information. And it’s important to gather new information: line managers have to focus on the jobs in front of them, but executives should be awake to what’s happening in the larger world. Anyone will meet you if you just ask for her help.

7. Create Simplicity

When Obama first heard the proposed slogan “yes we can,” his reaction was: “too simple.” But a leader’s job is to create simplicity. Over the past year, our real-estate executives slogged through ambiguous data on conversion rates, close rates, tour fulfillment. Decisive meetings felt like a math test where we ran out of time. Yet it never occurred to me to stop, step back and be precise and insistent about what we needed to know to make a decision. When something is hard to explain, you don’t understand it and you make mistakes. It’s a cliché to “keep it simple, stupid,” but the real challenge is to make it simple, mastering complexity instead of ignoring it. Entrepreneurs instinctively want to speed things up. What’s really hard is knowing when you have to slow them down.

8. Go on the Attack

Your competitors are hurting too. Be the aggressor, not the victim.

9. Be a Roman

What disgusted the ancient Romans about barbarians was their lack of discipline. Oxford Professor Peter Heather writes, “As far as a Roman was concerned, you could easily tell a barbarian by how he reacted to fortune. Give him one little stroke of luck, and he would think he had conquered the world. But, equally, the slightest setback would find him in deepest despair…” This is why, 2,000 miles from home, several hundred Romans could slaughter several thousand barbarians.

Startups are founded by barbarians. But to survive the ups and downs, you have to make yourself into a Roman. The most talented entrepreneur I know nearly self-destructs on the 18-month birthday of each of his ventures. By that point a startup isn’t brand-new anymore, and it isn’t Google either. The closer you get to becoming a real company, the less glamorous reality seems: you’re grimy from clawing for money and breathing hard now from exertion, which would be fine if you could convince yourself you’re not the only one struggling. Everyone struggles. Keep fighting.

10. The Journey is the Destination

Startups alternate between nostalgia for the garage and millennial longing for a lucrative exit. But what I always keep in mind is how disconnected and purposeless I felt before Redfin or my earlier startup, Plumtree. All I ever wanted was to get into a situation where I could win. Everybody has that dream. Even though you’re a second-string Little Leaguer, you dream that you’ll find a way into the World Series, that, with the game on the line, you’ll manage to hit just one major-league pitch. And if you do hit it, I promise you won’t be as happy as you were the moment before you swung. If you’re still playing, you can still win. And playing’s the thing. Enjoy it.

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The theme this holiday shopping season is frugality. J.P. Morgan analyst Imran Khan expects online sales to be flat this year. In a survey of U.S. consumers conducted by J.P. Morgan, nearly 30 percent of online shoppers say they plan on spending less this year during the holidays than last year.

Nevertheless, online retailers should do better than offline ones. In total, including offline shoppers, 44 percent say they plan on spending less this year (up from 33 percent who responded the same overall last year). But even among those who plan on reducing their total spending, 19 percent still think their online purchases will be higher.

And while only 12 percent of total shoppers plan on spending more money this year, that number is 32 percent for onine shoppers—slightly more than the number who are cutting back on their online holiday expenditures.

When it comes to online shopping sites, Amazon still rules, but Walmart and Target are catching up. About 50 percent of online shoppers say they will shop this year at Amazon, compared to 35 percent at Walmart.com, 32 percent at eBay, and 27 percent at Target.com. In fact, this year could be the first one where Walmart.com surpasses eBay in total number of online shoppers. The survey also indicates that Sears.com could see a 36 percent increase in shoppers. (Maybe that’s why the site went down today).

Among high income shoppers, however, Amazon is head-and-shoulders above the rest. A full 59 percent of those making more than $100,000 a year shop at Amazon. The nearest competitor in the survey attracts only 33 percent of that income group. No matter what income group respondents fall into, the single most important factor when shopping online is price, followed by selectionand familiarity with the store.

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The newspaper industry in the U.S. continues to shrink at an alarming rate. According to the Newspaper Association of America,, total industry advertising (both print and online) in the third quarter was $8.9 billion, down 18 percent from the year before. The online portion of that was $750 million, down 3 percent. So far in the first three quarters of 2008, the industry’s total advertising revenues have shrunk by $5 billion to $27.8 billion.

Print advertising has been declining for ten straight quarters, but this marks only the second quarter that online advertising also went down. More concerning is that the overall rate of decline seems to be accelerating, a trend we noted in September. Here is the percentage change in total newspaper advertising for the past five quarters:

3Q07: -7.4%
4Q07: -10.3%
1Q08: -12.85%
2Q08: -15.11%
3Q08: -18.11%

The fourth quarter will probably be worse.

(Photo by Scott Glovsky).

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Last month, peer-to-peer lender Prosper stopped all new lending on its site because of scrutiny by the SEC. Prosper agreed to register under the Securities Act, a process which can take months.

Yesterday, the SEC issued its formal cease-and-desist letter (embedded below or download PDF), outlining its reasoning for characterizing Prosper as a seller of investment, something prosper had vigorously resisted in the past by arguing that it was merely a marketplace matching lenders and borrowers. But the SEC is having none of that.

And it is not just Prosper, but all P2P lenders, that are on notice. Loanio, a new entrant into the P2P lending arena that just launched last month, has suspended new loans until it registers with the SEC as well (see notice below). And last April, competitor Lending Club was the first P2P lender to temporarily cease operations (the SEC approved its registration, and its members are now lending again in about half the states, including California which gave it the go-ahead last week).

The SEC letter makes clear why it considers Prosper a seller of securities and why it should be regulated by the SEC:

Thus, the Prosper notes are securities under Reves because: (i) Prosper lenders are motivated by an expected return on their funds; (ii) the Prosper loans are offered to the general public; (iii) a reasonable investor would likely expect that the Prosper loans are investments; and (iv) there is no alternate regulatory scheme that reduces the risks to investors presented by the platform.

Even though Prosper is not lending the money itself, the loans would not exist without Prosper. The letter gets into some more detail:

The notes offered by Prosper are investments. Lenders expect a profit on their investments in the form of interest, which is at a rate generally higher than that available from depository accounts at financial institutions. Prosper’s website has included statements that the Prosper notes provide returns superior to those offered by alternative investments such as equity stocks, CDs and money markets.

Lenders rely on the efforts of Prosper because Prosper’s efforts are instrumental to realizing a return on the lenders’ investments. . . . Prosper established and maintains the website platform, without which none of the loan transactions could be effected. Prosper provides mechanisms for attracting lenders and borrowers, facilitating the exchange of information between borrowers and lenders, coordinating bids, and effecting the loans. It provides borrower information to potential lenders via the loan listings, including credit ratings.

. . . Furthermore, under the terms of the notes, Prosper has the sole right to act as loan servicer of the notes. In this capacity, Prosper collects repayments of loans and interest, contacts delinquent borrowers for repayment, and reports loan payments and delinquencies to credit reporting agencies. Prosper also exclusively manages the process of referring delinquent loans to collection agencies for payment, and selling defaulted loans to debt purchasers. Since the lender does not know the borrower’s identity, the lender would be unable in any event to pursue his or her rights as a noteholder in the event of default.

. . . Rather, the Prosper lenders rely on Prosper’s continued operation of the platform in order to transact and to recoup any gain on their investments.

Obviously, any startup hoping to get into P2P lending should read this letter. But this reasoning probably also applies to other investment sites, such as social stock-picking sites, hoping to turn the information on their sites into investment products.

SEC Cease And Desist Order To Prosper - Get more Legal Forms

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Wicket provides an object-oriented approach toward developing dynamic Web-based UI applications. Because Wicket is pure Java and HTML code, you can leverage your knowledge about Java to write applications based on Wicket, dramatically reducing your development time. This article gives you an overview of Wicket and describes how you can use Wicket to rapidly build Web-based applications in a non-intrusive and easy way.

Hitwise has released a ranking of some of the top news sites, measured by traffic on Election Day. CNN.com came out on top, seeing a 146 percent spike over the day before. But MSNBC.com, Fox News, and the Drudge report all saw nice bumps as well. ABCNews.com had a record day, with a 113 percent jump in traffic over the day before. And CNN’s Political Ticker blog by itself saw a 122 percent jump. (Twitter traffic rose 43 percent and traffic to Twitter Election 2008 rose 1,100 percent).

Some sites, amazingly saw declines from the day before, such as Time.com (-21%), Current TV(-53%), and Slate (-33%).

Here is a list of the top election news sites (you can see all the stats in the table below):

1.Yahoo News
2. CNN
3. MSNBC
4. Google News
5. FOXNews
6. Drudge Report
7. The New York Times
8. FOXNews.com Elections
9. USA Today
10. ABCnews.com
11. The Huffington Post
12. AOL News
13. Real Clear Politics
14. The Washington Post
15. CNN Political Ticker
16. CBSNews.com
17. Time
18. Electoral Vote Predictor
19. The Politico
20. MSN Election 09
21. Townhall.com
22. Free Republic
23. Daily Kos
24. Current TV
25. Slate
26. FiveThirtyEight
27. Michelle Malkin

Conspicuously missing from this list are the news sites provided by search engines Yahoo, Google and AOL. If these were included, Yahoo News would take the top spot above CNN with a 55% increase in traffic and 0.72% market share. Google News would take 4th place behind MSNBC with a 58% increase, and AOL News would come in at 12th place behind The Huffington Post with a mere 19% increase. Update: I’ve inserted those three in the rankings above)

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On Election night everyone was glued to their screens. Not just their TV screens, but also their computer screens. Going to the major news sites, hitting refresh on the interactive electoral maps millions of times, and watching Obama and McCain give their final speeches of the campaign streamed live over the Web. According to Akamai, which is the content delivery network for most major news sites including CNN (which had a record day on its own), NBC, Reuters, and the BBC, global visitors to news sites peaked last night at 11 PM with 8,572,042 visitors per minute.

That is double the normal traffic level, and 18 percent above the previous peak of 7.3 million visitors per minute achieved during the World Cup back in June, 2006. (The third biggest peak to news sites was last March during the first day of the U.S. college basketball playoffs when it hit 7 million visitors per minute).

How long will this record last and what will be the next event to topple it?

(Hat tip to Beet.TV).

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Google and other tech companies won a big battle in Washington today. In an Election Day meeting, the FCC approved the unlicensed use of “white spaces” spectrum newly freed up as a result of TV broadcasters going from analog to digital broadcasts. Google has long been leading the lobbying effort to turn this spectrum into a sort of WiFi 2.0. Telecom companies and sports leagues opposed opening up the spectrum, claiming that it would interfere with wireless headsets and other devices that use nearby licensed airwaves.

Google argued that the interference argument was bunk, and the FCC agreed. Although the FCC is requiring more testing before “white spaces” devices will be approved.

This is a big win not just for Google, but for the entire tech industry. Just as WiFi changed the way we connect to the Internet in our homes and offices, the “white spaces” spectrum could be used for longer-range wireless broadband connections. The wireless carriers are right to feel threatened.

As far as Google is concerned, it wants as many wireless networks as possible to connect to the Internet. The “white spaces” is part of a bigger thrust. For instance, consider a recent Google patent to tie disparate wireless networks together through a marketplace that would let people switch networks on the fly as they moved around based on price and quality of coverage. As we noted in a post about that patent:

The patent is part of Google’s broader agenda to get as many people online as possible with as many devices as possible. Hence the gPhone, its pressure on the FCC, and Larry Page’s bristling in support of open white spaces. The opening of white spaces in particular could lead to more connection points for mobile devices, ones that form an attractive alternative to those provided by wireless carriers. And Android-powered phones could be among the first to take advantage of a flexible connections system.

The FCC just gave Google the go-ahead to start its end-run around the carriers. But it also just approved Verizon’s acquisition of AllTell, so it is spreading its love around.

Update: In a blog post today, Google co-founder Larry Page writes:

I’ve always thought that there are a lot of really incredible things that engineers and entrepreneurs can do with this spectrum. We will soon have “Wi-Fi on steroids,” since these spectrum signals have much longer range than today’s Wi-Fi technology and broadband access can be spread using fewer base stations resulting in better coverage at lower cost. And it is wonderful that the FCC has adopted the same successful unlicensed model used for Wi-Fi, which has resulted in a projected 1 billion Wi-Fi chips being produced this year. Now that the FCC has set the rules, I’m sure that we’ll see similar growth in products to take advantage of this spectrum.

As an engineer, I was also really gratified to see that the FCC decided to put science over politics. For years the broadcasting lobby and others have tried to spread fear and confusion about this technology, rather than allow the FCC’s engineers to simply do their work.

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Since our last update a week ago, we’ve added 18,885 job eliminations at tech and media companies to our Layoff Tracker. That brings the total to 38,538 layoffs across 108 companies over the past two months.

Some of the bigger reductions this week came from Motorola (3,000), Qwest (1,200), and Electronic Arts (600).  Among startups, there were job cuts at Revision3 (10), Emusic (10), Sugar Publishing (9), Aliph/Jawbone (25), matchmine (42, deadpool), and Gizmos (10).  We’ve also started adding media companies facing disruption from the Internet, including Gannett (3,000), Time Inc. (600), and Conde Nast (32), whose Portfolio magazine laid off nearly all of its Website staff.

If you know of any layoffs at a tech company, please submit a tip with the name of the company and number of layoffs. If it’s been covered, also send a link to the blog post or news article.  (For those more interested in who is hiring, check out our job board).

Here is the full list of layoffs from the past week:

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