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This section will talk about some basic tips about the internet, personal endeavor and other good stuff.

Hell No, Tumblr Users Won't Go To Yahoo!

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We’ve all by now heard about how Yahoo is trying to get some “cool” with a supposed $1 billion purchase of hip blogging platform Tumblr, but it may be a moot point if Tumblr’s users fail to stick around post-sale.

Microsoft and Facebook may be trying to make a move ahead of Yahoo, Tumblr may be inching ever closer to running out of cash, and (despite that) may not be afraid to play a little hardball. But here’s something you’re not hearing much about: Tumblr’s users are almost universally unhappy with the news that the site might get sold to Yahoo. And they may let their fingers do the talking, and the walking.

Do a search on Tumblr for “yahoo” and you get a stream of distress, interspersed with the occasional bit of helpless resignation, and some calls for activism. The voices of reluctant acceptance (usually because of the aforementioned cash situation) or anything like positivity are few and far between. No outright enthusiasm.

(Daddy!) See for yourself.

It’s a problem that extends to some of Tumblr’s oldest users.

“If Tumblr goes to Yahoo, I will seriously consider moving my personal blog to Medium, if that’s possible,” Alexia, co-editor over here at TC, told me. She’s had a blog on Tumblr since June 2009, and, while not part of that coveted 18-24 age bracket, is a significant representative of that other cadre of important users: digital influencers. “I don’t know exactly why, but my Tumblr is a part of my identity. And for whatever reason, I don’t want to identify with Yahoo.”

Some have tried to start a petition, with a goal of 5 million signatures, although others are cynical about whether this will actually have any effect.

User attrition is not something to be dismissed, especially when it appears to be underpinned by wider usage trends on the site.

When I wrote a post in January about what might come next for Tumblr as a business (it focused on how it could make money; not how it might need to get sold because it doesn’t), I noted that in the prior month, December 2012, it had 167 million visitors and nearly 18 billion pageviews worldwide (Quantcast figures). The trend over the last six months are down, however: in the U.S. page views are down 21% to 5.3 billion, and uniques down 5% to 76 million. Worldwide the picture is better but still not growing: pageviews are down by 4%; uniques are down by 3%.

Not a sinking ship, but not a zippy little speedboat, either. Yahoo’s MySpace, indeed.

Image via Tumblr


Controversial Video Campaign Sparks Conversation and Other Top Comments

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There are two sides to every story, even a viral video.

In the top comments above, we've highlighted our readers' reactions to the contentious campaign against Abercrombie and Fitch. After the company's CEO Mike Jeffries publicly stated that he "doesn't want larger people shopping in his store," Greg Karber created a video in which he gives the company's branded clothing to homeless people for free.

Karber's intention was to publicly condemn Jeffries' statement, but some of our commenters had an adverse reaction to the video. We've highlighted the debate in the gallery above. Which side of the controversy do you agree with? Let us know in the comments section below Read more...

More about Viral Video, Social Media, Top Comments, and Conversations

Watch the 6-Second 'Star Trek Into Darkness' Homemade Vine Trailer

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Low-budget recreations of movie trailers are nothing new. We've seen plenty on YouTube, but one Star Trek Into Darkness fan this week leveraged Twitter's six-second video service, Vine, in a crafty way to imitate the new film's trailer

Frank Danna of Texas spent three hours storyboarding scenes, cutting craft paper and filming his stop-motion Vine trailer, he told Mashable.

"My focus was to make an incredibly simple, minimalist presentation of the trailer, wrapped up in a six-second loop," he said. "It wasn't intended to be a shot-for-shot comparison for obvious reasons, but I did want to highlight the main crux of the trailer in a simple way using lower-budget means." Read more...

More about Social Media, Crafts, Trailers, Star Trek, and Vine

How Hike, India's Fast Growing Mobile Messaging App, Is Banking On SMS & Local Diversity To Beat The Big Boys

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It’s still practically a newborn but Indian mobile messaging app Hike is already channelling almost a billion messages a month between its five million registered users. Those numbers sound insignificant when you stack them up against the big beasts of the messaging space – WhatsApp claims 200 million+ monthly active users, and some 600 billion in and outbound messages – but Hike’s growth is  impressive when you consider it’s only just over four months old. WhatsApp, of course, has been around for almost four years.

Mobile messaging is hot property right now, with tech giants like Facebook and most recently Google bent on owning the messaging space. The reason for all this interest in cross-platform chit-chat is that mobile messaging looks poised to steal social networking’s crown jewels: aka the cool factor, and thus the user engagement (Hike incorporates social status updates and emoji-based moods into its messaging app, to hang on the social chain). But the idea that there can be one ultimate mobile messaging winner — or one player as dominant as Facebook in the full-fat social networking space — seems unlikely. And that’s what Hike is banking on to disrupt WhatsApp and keep Facebook Messenger and its ilk from crashing its just-getting-started party.

There’s no doubt that local market realities intercede much more on mobile than on the traditional social networking playground of the desktop, especially in emerging markets where device, network and carrier variations influence how people communicate based on how they can afford to communicate. Those complexities provide an opportunity for local app makers to triumph over goliath outsiders if they build fixes for the local market, argues Hike.

“Given how competitive this market is we do feel that in about 3 or 5 years from now you will have somewhere between three to five players globally that own parts of the messaging space in the world. You’re already seeing it right now, you have Line in Japan, you have Kakao in Korea, you have WeChat in China, you have WhatsApp in South America and Europe, you have of course Facebook message or iMessage dominating in U.S. and WhatsApp growing there too. In India of course WhatsApp is the dominant player but we’ve come on to be a very strong number two in just four months,” says Hike creator Kavin Mittal.

“We can see that with communication if you solve local problems in the market there is room for a local player to win the market completely.”

Hike is one of the latest contenders to jump into the mobile messaging space, albeit with a few neat tricks up its sleeve that it’s confident will allow it to grab significant share in its chosen markets — namely India, and other similar emerging markets in place like Indonesia, the Middle East and Africa. Some 60% of Hike’s registered users are in India, 40% globally led by the Middle East and Germany (despite its emerging markets focus, Germany was actually the first market to spike an interest in Hike — which its creator puts down to it having 128bit encryption over Wi-Fi and Germans looking for a “much more secure solution to WhatsApp”).

On the neat tricks front, Hike has baked a patent-pending SMS conversion tool into its app to take advantage of fragmentation in the Indian market caused by low distribution of data-capable smartphones. So this is not just about incorporating SMS messages into a unified app — as Google plans to with its Hangouts app – but about making sure a data message can still reach someone who doesn’t have data, via the SMS channel.

Mittal explains that in India, even where people own smartphones they may not have data enabled, or  may sporadically turn data off to save money. SMS is therefore still a key comms channel that needed to be brought into the loop. This fragmentation was the problem the app’s creators were setting out to solve with Hike. They have also done this in as low cost a way as possible by building a system that ensures it does not send cross-network SMSes (which incur a termination fee in India) but routes same network to same network.

“The idea behind Hike… is it works free globally. Hike is available on iPhone, Windows, Android S40, S60, very soon BlackBerry now as well. But in case you don’t have a phone than can install Hike, or let’s say you have a phone but you don’t have data, I can still message you from Hike for free. We convert the IP message into an SMS and it’s free for me as a Hike user, to which you can reply back to – and the reply comes back straight to my inbox making messaging very  seamless. So I have one app for all my friends,”  Mittal tells TechCrunch.

Another future trick — due to launch on June 10 — is something that will allow users who have turned off their data to still be notified that they have a message waiting for them, presumably so they know to turn data back on. “At this point in the market there’s no way to notify you when you have a message waiting on one of these applications. So we’re launching something on June 10th that’s going to solve this problem, so no matter where you are – no matter if you’re online or offline – you’ll be able to communicate via Hike with your friend all the time,” he adds.

Hike is funding the conversion cost of sending the SMSes itself —  in the Indian market, with a view to extending it to other emerging markets with similar dynamics — so that is one of its largest sunk costs at the moment, according to Mittal. But its monetisation strategy is based on building off that base in another way. The shift Hike’s creators are ultimately calculating on is the movement of consumer spending in its target emerging markets away from carrier ‘value add services’ — paid for infotainment SMSes and so on — to data-based content and entertainment.

That’s where Hike sees its future profits, by fleshing out its messaging offering to supplement the bread and butter of social comms with “content that’s very relevant to the local market” – much as the Line messaging app is already doing with entertainment content such as stickers and games.

“India is a country of 20 countries. There’s so much diversity, cultural differences, dialects, languages that one has to cater to and given that this is a big entertainment market there is no doubt we’re going to go down the route of enriching messaging around content,” he says. “If you look at why you message it’s around a piece of content, topic, video, something new you’ve found, something funny. And India it’s much more prevalent than other markets so we’re definitely going down that route, there’s no doubt about it.”

Hike is also looking to work with carriers to share some of the SMS conversion cost, with the benefit for carriers being that Hike is acting as an IP pusher, turning mobile owners into data drivers — and data is ultimately where carriers in these emerging will be making their future revenues from too.

“Given the traction we’ve had in the Indian market we’ve seen a lot of interest from the operators who want to work closely with Hike and figure out how to expand and grow the traction with Hike because what we’re doing for the operators is we’re introducing a lot of people to data,” says Mittal. “What one can also do over SMS is send photos, videos and so forth, so if I’m on Hike and do  SMS I can send you a picture and you get a link on SMS so you can open it on a browser, so we’re striking deals in the Indian market and the emerging markets like Middle East and Africa where the cost is not only bourn by us but by the operator too.”

Hike is starting out with more resources than most startups, being created by BSB, a 50:50 Bharti Softbank joint venture, that acts as a “quasi-strategic incubator”, as Mittal puts it. Bharti Softbank invested $7 million into Hike about a month ago — a measure of how much traction the app had managed to achieve in a few short months. BSB projects get their first round funded by the parent companies if they achieve enough traction.

Going forward, Hike will likely look outside for funding, says Mittal — assuming it can keep on growing, and reach its goal of at least 10 million registered users (“our internal critical number”), which it views as the baseline required before starting to think seriously about monetisation.

“By the end of the year we’ll be in a positon to raise money from the external market. The reason we’re doing that is the VC market in India has less of an appetite for taking massive risk.  Because one of the first questions to ask is ‘hey guys why are you building another messaging app?’ And we were pretty certain that if we did what we did we’d get the traction and so far we’ve proved it,” says Mittal. “We’re in a point where we have the $7 million but we will look outside, even possibly the West Coast for funding.”

Mittal won’t put a figure on Hike’s active user base but says it’s “amongst the highest we’ve seen in the industry and definitely way above 50%”. ”We feel there is a room for a local player to dominate markets like India, Africa and China and so forth,  and take care of the local needs, and that is something we’re working on. That’s the big philosophy we have at BSB,” he adds.

India’s technology-adoption stratification poses a huge challenge when you’re trying to build an app that lets people talk to whoever they want. A challenge that, ultimately, gives the local kid a toehold over global mobile messaging players, argues Hike.

“The market kind of splits India into three sort of broad demographics, the top part really mimics the U.S. population  — 30, 40 million people – they’re really switched on, they know about the Internet, they have smartphones and so on and so forth; there are about 150 million people that are experimenting with the Internet, but they have a lot of churn there because the Internet is still not a utility for these guys; and then you have a billion people at the bottom of the pyramid that have no clue whatsoever the Internet even is,” says Mittal.

“As you go further down in India, how do you tackle the one billion people? No one knows but we’re in India here, so we’re the guys to figure it out.”


5 Things We'd Change About Facebook Mobile

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At the beginning of this year, Facebook overtook Google Maps as the most-used mobile app in the U.S. The social network giant also recently introduced a controversial new mobile interface, Facebook Home. Earlier this week, Home hit 1 million downloads. Love it or hate it (or both), Facebook is a cornerstone of the mobile experience

But being in the spotlight means taking your share of criticism. And if the Facebook app represents our smartphone-centric lives ... well, it has a few issues. None of them are deal breakers, but Mashable loves to tinker. Read on to see our list of things we would change about the Facebook app. Read more...

More about Mobile, Facebook, Apps, Social Media, and Features

15 Digital Media Resources You May Have Missed

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It has been another busy week as summer approaches, and everyone gets restless for the warm weather. If you've been too preoccupied soaking up some rays to check out the news, don't worry — we've got you covered.

We at Mashable have rounded up the most important updates in tech and social media to keep you informed. So read below for tons of digital media resources, including everything you need to know about the Google I/O keynote and a great roundup of apps to help you get around your city

  • 5 Security Tips for Facebook Mobile
    You could be doing a lot more to protect your public and private Facebook information, especially if you're a frequent mobile user. Find out how. Read more...

  • More about Social Media, Features, Business, Tech, and Media

    GrubSeam? Online Takeout Giants GrubHub And Seamless In Talks To Merge

    Screen shot 2013-05-13 at 4.05.08 PM

    Today, thanks to the maturation of the web, digital tech, and smartphones now in seemingly every pocket, startups are finding it easier than ever before to build scalable solutions to finally address the many inefficiencies in our food manufacturing, production and distribution systems.

    As interest in food tech balloons, one area in particular appears to already be at the tipping point: Online and mobile food delivery. Over the last few days, we’ve hearing about a merger between two of the largest companies in the space. Rumor has it that “arch rivals” GrubHub and Seamless are in talks which could see them join forces as part of a merger. While our sources tell us that the talks are serious, the terms of the merger are not yet clear and, of course, any potential deal could fall through.

    Furthermore, it’s not yet clear what kind of synergies would take place, how management of the new entity would be structured or even what the new business will be called. The two companies would not confirm on the record on any of the above. But as far as the name goes, we’re hoping for Grubless. Or Hubless GrubSeam. But they have a nice ring to them, don’t they?

    If these rumors are true, the merger comes at a good time for the arch rivals, who have been seeing mounting competition of late from a laundry list of new startups entering the space, including increasingly popular alternatives like Delivery.com, ChowNow, Munchery (meals from local chefs), Campus Special, eat24 or the bigs of Europe, like Food Hero and Just-Eat. 

    If the online food-ordering and delivery market is roughly where daily deals were three-plus years ago, then the deal essentially creates the Groupon of food delivery. Like the daily deals market, food ordering has traditionally had a fairly low barrier to entry, which helps explain why we seem to see a new startup pop up every week.

    Plus, the business model isn’t particularly complicated, making it replicable. That being said, innovation and tech adoption have been slow to come to the food industry, and, at scale, this model (taking a slice of transactions) has the potential to be able to generate a lot of cash.

    This is just one part of why the “food tech” business has been so hot lately. Just ask venture capitalists who collectively poured $350 million into food startups over the last year. (Compare that to 2008, when it was less than $50 million.) Plus, when you get right down to it: People need to eat. And, as it turns out, people are pretty busy. Uh, and lazy.

    Of course, for those who remember the spectacular failure of online food companies like Webvan, Kozmo and HomeRuns, this whole “tech in your kitchen” and online ordering jibber-jabber probably sounds familiar — and not in a good way. But this time it’s different. Research from Cornell University recently found, for example, that over 40 percent of adults in the U.S. have ordered food online, and 10 percent of restaurant orders now originate online — and these numbers continue to head north. GrubHub and Seamless have built successful businesses on this very idea.

    Both GrubHub and Seamless have been around for some time: The New York City-based Seamless was founded in 1999, while the Chicago-based GrubHub got its start in 2004. And for the most part, the two companies have catered to two different markets geographically. While both now have fairly expansive coverage, GrubHub has naturally developed a firm foothold in the Midwest, while Seamless focused its early attention on NYC, before moving into cities like Los Angeles and San Francisco. From that perspective, a merger would make sense, allowing the new, consolidated entity to gain penetration into markets where they lacked a major presence.

    Writ large, the companies, while having some fundamental differences, do seem to have a lot of synergies on paper — at least “nominally,” depending on who you ask — likely why they’ve increasingly become rivals over the years. Bboth are of fairly comparable size, as GrubHub has more than 18,000 restaurant partners across more than 500 cities, while Seamless has over 12,000 restaurants and serves nearly 5,000 businesses and more than 2 million users. As of February, Reuters reported that Seamless was on track to generate more than $100 million in revenue this year as it expands into new cities and focuses more aggressively on mobile.

    The company reportedly generated $85 million in revenue last year, growing its consumer business by 60 percent year-over-year and “will soon be processing $1 billion worth of food orders a year,” Seamless CEO Jonathan Zabusky told Reuters at the time. For the majority of its history, the company focused primarily on New York, but launched a major expansion effort last year, bringing its service to 10 new cities. According to the report, Seamless saw its transaction volume quadruple in Los Angeles during 2012, with transactions tripling in San Francisco.

    Another interesting point to note: GrubHub was reported to be considering an IPO last fall. The company denied the rumors at the time, and if this merger is true, then they’ve been given the proper perspective. Certainly, it would seem that this wouldn’t take a potential IPO off the table, instead, likely making an opening price that much higher.

    The IPO rumors for GrubHub came at a time when the company was reportedly doing about $60 million in revenue (this was in 2012) — a little less than half that of Seamless. Furthermore, Crain’s reported in December that GrubHub’s revenue has been doubling every year and, as the company reported $30 million in revenue in 2011, that revenue estimate would make sense and put the company on the path to crossing $100 million well before the end of this year.

    That is all to say that, although the terms of the potential deal are unclear, these are two sizable businesses that are growing relatively fast, so any potential valuation has got to be fairly high. After all: The two companies were fairly comparably capitalized and staffed, with GrubHub growing to over 250 employees and Seamless over 300, while GrubHub raised about $84 million from a mix of venture and growth equity firms (including Benchmark) and Seamless raised $51 million, $50 million of which came from private equity firm Spectrum Equity.

    While both companies have made a couple of acquisitions, this would be the second big M&A deal for Seamless, as the company was acquired by food services giant, ARAMARK, in 2006. Five years later, Spectrum bought a minority stake in Seamless from ARAMARK, and about a year later, the food services company spun-off its remaining interest in Seamless to its shareholders. Free from its corporate ownership, Seamless proceeded to go out and buy MenuPages for $15 million, showing up GrubHub, which MenuPages had initially targeted as its acquirer. When GrubHub and MenuPages couldn’t agree to a deal, and it seems that GrubHub was instead in the process of buying Dotmenu/Allmenus, Seamless swooped in — according to BetaBeat.

    So, as you can see, the companies have a long history of jostling. While GrubHub had been out acquiring restaurant partners fast and furiously, Seamless stagnated a bit under ARAMARK, but since becoming an independent company (again) and with a new board/investors, the company seems to have been compounding its growth. Together, that growth could be exponentially higher.

    Finally, if this deal is in fact a go, it’s worth looking at this quote from GrubHub co-founder and CEO Matt Maloney from back in 2011. In it, he shares his opinion on GrubHub’s top competitor, a little company called Seamless. He told BetaBeat:

    I typically don’t talk this much about Seamless because we don’t view them as incredibly strong competition for what we’re doing … Seamless fundamentally is a corporate catering business. They were founded years and years and years ago to do just that. And they’re still best in the business for corporate. They recently got into the consumer and residential pick-up and delivery. And they do it well in New York, but they really have zero business anywhere else. We don’t even consider them competition anywhere other than Manhattan specifically.

    So, there you go. A match potentially made in heaven, and one that’s sure to shake up online and mobile food ordering if it happens.

    Find Seamless at home here and GrubHub here.


    Zynga Tells CupidWithFriends To Stop Using ‘With Friends'

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    Zynga has apparently told the makers of the dating website CupidWithFriends that they need to change the site’s name, because it allegedly infringes on Zynga’s trademarks.

    CupidWithFriends was built by the startup Apartment 7 (which also released the dating apps Flock and Wednesday Night). The site launched a couple of months ago, allowing users to build and edit dating profiles for their friends.

    Apartment 7 co-founder Jared Tame just forwarded me a copy of the letter from Zynga’s lawyers. I’ve pasted the full letter at the end of this post, but the gist is that users are likely to think that CupidWithFriends is associated in some way with Zynga (which acquired the developer of the With Friends mobile gaming franchise, a franchise that recently expanded with the launch of Running With Friends). So the social gaming company is demanding that CupidWithFriends change its name by May 24.

    Tame said he has “no plans to change the name of the product,” adding,”At the end of the day, we’re busy trying to innovate in the dating space and dealing with Zynga would be a major distraction to us. I think they should be more focused on innovating rather than targeting month-old startups like us.”

    I emailed Zynga for confirmation and details, but a spokesperson declined to comment. When I ran a search on the US Patent and Trademark Office’s website (direct links to specific filings don’t seem to be working for me), I did find a trademark filing for “With Friends” in relation to computer game software and entertainment services.

    Tame isn’t the only one building an app named using a “with friends” name. There’s also Bang With Friends (which has other problems, as it was recently booted from the Apple App Store) — I asked the company whether it has received a similar letter from Zynga, but it declined to comment.

    Here’s the full letter to CupidWithFriends:

    Dear Sir or Madam:

    We serve as intellectual property counsel to Zynga Inc. (“Zynga”). Among other things, Zynga publishes and owns intellectual property rights in the ‘WITH FRIENDS™ family of social games, which includes Words With Friends®, Chess With Friends®, Scramble With Friends®, Hanging With Friends™, Matching With Friends™, Gems With Friends™ and Games With Friends®, as well as other ‘WITH FRIENDS games in various stages of development (collectively the ‘WITH FRIENDS Family of Trademarks). Each of Zynga’s games using the ‘WITH FRIENDS Family of Trademarks is published and played by millions of users on various social networking portals, including Facebook, Android and iPhone.

    Zynga has consistently used and promoted the ‘WITH FRIENDS Family of Trademarks together as a family and, as a result of Zynga’s extensive marketing efforts and commercial success, the ‘WITH FRIENDS Family of Trademarks is strongly identified by consumers with Zynga’s reputation for quality.

    It has come to our attention that CupidWithFriends has developed and launched an application called “Cupid With Friends”. CupidWithFriends’ use of the name “Cupid With Friends” for an online application is confusingly similar to the ‘WITH FRIENDS Family of Trademarks owned by Zynga, and users are likely to believe, erroneously, that CupidWithFriends’ application is published, sponsored, endorsed by or associated with Zynga. CupidWithFriends’ use of “Cupid With Friends” also dilutes the distinctiveness of Zynga’s famous ‘WITH FRIENDS Family of Trademarks.

    Zynga has invested substantial time and resources in developing and promoting the ‘WITH FRIENDS Family of Trademarks, and it vigorously protects its rights in its marks, both collectively and individually. Zynga hereby demands that CupidWithFriends immediately cease use of the name “Cupid With Friends” in connection with its online application, and refrain from further exploitation of the goodwill that Zynga has developed in its ‘WITH FRIENDS Family of Trademarks.

    We anticipate that you will accede to this demand, and ask that CupidWithFriends confirm by Friday, May 24, 2013 that it has ceased use of the name “Cupid With Friends” in connection with its online application. Nothing contained in this letter constitutes an express or implied waiver of any rights, remedies, or defenses of Zynga, all of which are expressly reserved.
    Very truly yours,
    /s/

    Dennis L. Wilson
    Kilpatrick Townsend & Stockton LLP


    Facebook's Growth Since IPO In 12 Big Numbers

    Facebook Growth

    $FB is still stuck at $26.25, way down from its $38 IPO price, but it’s made important progress since going public a year ago. Daily users up 26%, mobile monthly users up 56%, and revenue up 38% are some highlights. It’s running out of people to sign up in the developed world, but with this growth and no serious competitor in sight, it’s survived its hardest year yet.

    • Likes – 4.5 Billion – Up 67% – Average number of likes generated as of May 2013, up from 2.7 billion likes generated daily in August 2012
    • Content Items Shared – 4.75 Billion – Up 94% – Average number of content items shared daily as of May 2013, up from 2.45 content items shared daily in August 2012

    [Stats and images provided by Facebook]

    Likes and sharing are growing faster than Facebook’s user count, indicating strong engagement. This contradicts rumors that people are tuning out of Facebook. Zuckerberg’s Law, the CEO’s Moore’s Law-style theory, states that people will share twice as much every year. Facebook almost made good on Mark’s claim. It’s important that Facebook keeps that number growing as it’s shared content that keeps people visiting Facebook and seeing its ads.

    To do that, Facebook is working on the more immersive mobile experience Home which has increased time spent on Facebook by 25% for its small number of active users. More time spent could lead to more sharing. This year it doubled the speed of its massively popular iOS and Android by switching them from HTML5 to native architecture, which lead to longer session times. It added content-specific news feed to boost browsing, and launched Graph Search to pull additional value out its data and get people to contribute more.

    It’s also been beefing up its mobile SDKs for iOS and Android to make it easier for apps to share content to Facebook. That’s a big reason Facebook cares about helping its developers grow — they’re scratching each other’s backs.

    • Monthly Active Users – 1.11 Billion – up 23% – As of March 2013, up from 901 million MAUs in March 2012
    • Daily Active Users – 665 Million – up 26% – On average as of March 2013, up from 526 million DAUs on average in March 2012
    • Mobile Monthly Active Users – 751 Million – up 54% – As of March 2013, up from 488 million mobile MAUs in March 2012
    • Instagram – 100 Million Monthly Active Users – As of February 2013

    Facebook is still signing up people pretty quickly, but all users are not created equal. While it earned $3.50 per user in the U.S. and Canada in Q1 2013, it only made $0.50 per user in much of the developing world including India and Brazil. Those emerging markets are where Facebook is getting most of its growth, meaning each subsequent 100 million users added is worth less than the last.

    Growth in mobile has a similar issue. Facebook can show as many as seven ads per page on desktop whereas it has to be more careful not to overwhelm the small screen on mobile. So as Facebook’s users shift their access medium to mobile, it may earn less on each of them. Facebook is hoping that getting developers to pay for mobile news feed ads to get their apps discovered could counteract this, and that market is poised to grow as more businesses launch apps and the developing world switches to smartphones.

    Overall, though, Facebook is still growing strong nine years after launch. The network effect of its ubiquity should not be underestimated. Dislodging Facebook as the premier general purpose social network will require something that’s not just better, but much, much better. Competitors might pick away at certain use cases, but are unlikely to replace it as the core identity provider for the web. Considering Facebook’s willingness to buy out threats like Instagram (which is still growing quickly in the first world), could stave off disruption and let it reign for years to come.

    • Local Businesses – 16 Million – up 100% – Number of local business pages as of May 2013, up from 8 million in June 2012
    • Promoted Posts – 7.5 Million – Number of promoted posts made from June 2012 to May 2013
    • Revenue – $1.46 Billion – up 38% – In the first quarter of 2013, up from $1.06 billion in the first quarter of 2012
    • Ad Revenue – $1.25 Billion – up 43% – In the first quarter of 2013, up from $872 million in the first quarter of 2012
    • Employees – 4,900 – up 38% – As of March 2013, up from 3,539 in March 2012
    • Game Payers – 24% more – Increase from March 2012 to March 2013

    There’s no doubt about it. Going public made Facebook focus more on making money. It went from nearly zero revenue on mobile to $375 million a quarter, or about 30% of its total ad revenue. That in large part came thanks to the mobile app install ads it launched late last year. These let developers promote their apps in the Facebook news feed with ads that link straight to download pages in the Apple App Store and Google Play. These stores are getting more and more clogged with apps, inspiring developers to pay Facebook to get found.

    Facebook also made big headway with Facebook Exchange, its retargeted ads that use people’s browser histories to show them highly relevant ads. FBX is absorbing advertiser budgets set aside for retargeting. Less successful has been Facebook Gifts, its entrance into direct e-commerce. Gifts has failed to produce meaningful revenue and may need to be overhauled to get more users purchasing real-life presents for their friends. Growth in payments revenue has been relatively slow too, as more game developers move from Facebook’s web canvas where it earns 30% to mobile, where Apple and Google get that cut.

    One opportunity that should excite investors is that Facebook started showing ads in Graph Search. While they use the standard Facebook targeting now, they’re expected to incorporate keyword targeting, which could make them a more direct competitor to Google’s wildly lucrative AdWords business. The increasing technological savvy of local businesses could be a boon to Facebook in the future. Right now few of them actively buy social ads, but expect revenue to shift towards Facebook and away from less targeted print and telephone book ads in the future.

    Still, Facebook isn’t trying to make as much money as it could. Another year went by without TV commercial-style auto-play video ads (though they’re rumored to be getting closer to this), and it even paused its experiment with a mobile ad network. If Facebook built out these streams it might piss some people off or make them feel like they data is being exploited, but it could definitely produce a huge boost in revenue. Off-site and off-app ad networks could let Facebook leverage its enormous wealth of personal data to power ads elsewhere so it can earn money without showing more ads on its own properties. That potential more than any is an argument for why Facebook is undervalued.

    Most importantly of all, Facebook’s efforts to earn more money have not significantly impeded its mission of connecting the world. There are definitely more ads on Facebook, especially on mobile, but the data shows that they’re not annoying users enough to reduce their engagement.

    Facebook has grown up. It’s no longer the red-hot startup that could double its user count every year. And it’s not the mature corporation churning out amazing profits by squeezing every last dime out of its data and usage. But Facebook has weathered the storm of going public without letting it destroy its regard for the user experience. It’s now a fundamental utility for most of the world. If it can keep from getting too greedy and stay focused on the long-term health of its community, it will have plenty of time to figure out how to turn the world’s life story into serious business.


    Where to Find Mashable at Internet Week New York

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    For one week in May, 45,000 Internet professionals come together in NYC to celebrate Internet business and culture at more than 400 events for Internet Week New York 2013, from May 20 to 27Mashable is proud to be a media partner for this year’s event.

    You can see and hear from the Mashable team at these Internet Week events:

    • Pete Cashmore, Mashable's founder and CEO, is kicking off Internet Week on Monday, May 20 at 1:30 p.m. with a keynote fireside chat with Robyn Peterson, Mashable's chief technology officer, about the importance of technology to a modern media company.

    • Stacy Martinet, Mashable's chief marketing officer, will talk about Tomorrow's Media Landscape at 2:35 p.m. on Monday, May 20 at the Metropolitan Pavilion with Jim Bankoff of Vox Media and Joe Ruffolo of ABC News.

    • Zoe Fox, Mashable content coordinator, is moderating a panel called Doing Well by Doing Good at 4:30 p.m. on Monday, May 20 at the Metropolitan Pavilion with panelists Zack Rosenberg of DoGoodBuyUs, Gene Gurkoff of Charity MIles, and Su Sanni of WeDidIt. Read more...

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