NY Times: Google pode anunciar hoje compra do Youtoube
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Confirma-se agora que a Yahoo esteve, recentemente, em negociações com a Youtoube para a sua compra mas não conseguiram chegar a acordo, sobretudo por intervenção da Google que superou a proposta.
No fundo, confirma-se também que a Google não quis deixar que o Youtoube escapasse para as mãos da concorrência e ela nunca mais lá conseguisse chegar pois, essa matéria, era o verdadeiro "calcanhar de Aquiles" da Google.
Um abraço,
Ulisses
No fundo, confirma-se também que a Google não quis deixar que o Youtoube escapasse para as mãos da concorrência e ela nunca mais lá conseguisse chegar pois, essa matéria, era o verdadeiro "calcanhar de Aquiles" da Google.
Um abraço,
Ulisses
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Interessante entrevista com os fundadores e ex-donos da youtoube que assumem o sucesso e a sua incapacidade de fazer o site gerar dinheiro.
"'GooTube' marks 'next step' for Web"
"SAN FRANCISCO, California (AP) -- The founders of YouTube Inc. built this year's standout Web phenomenon by figuring out how to make online video sharing easier than ever.
What they hadn't yet figured out was making money from their site. Google Inc. took that problem off their hands Monday, by agreeing to buy the site for $1.65 billion.
The all-stock deal makes YouTube by far the most expensive purchase made by Google during its eight-year history. Last year, Google spent $130.5 million buying a total of 15 small companies.
Although some cynics have questioned YouTube's staying power, Google is betting that the popular video-sharing site will provide it an increasingly lucrative marketing hub as more viewers and advertisers migrate from television to the Internet.
"This is the next step in the evolution of the Internet," Google Chief Executive Officer Eric Schmidt said during a conference call Monday.
YouTube will continue to retain its brand, its new headquarters in San Bruno and all 67 employees, including co-founders Chad Hurley and Steve Chen. Meanwhile, Google will continue to run a less popular video service on its own site.
The deal is expected to close before the end of the year.
"We are excited to have the resources to move faster than ever before," Hurley, YouTube's 29-year-old CEO, said during a Monday interview.
Schmidt thinks so highly of Hurley and Chen, 28, that he compared them to Google's now 33-year-old co-founders, Sergey Brin and Larry Page.
Brin sees the similarities too. "It's hard to imagine a better fit with another company," Brin said during Monday's conference call. "This really reminds me of Google just a few short years ago."
The two companies even share a common financial bond: Sequoia Capital, an early Google investor that owns a roughly 30 percent stake in YouTube. Menlo Park-based Sequoia remains a major Google shareholder and retains a seat on the company's board -- factors that might have helped the deal come together after just a week of negotiation.
YouTube has drawn less flattering comparisons to the original Napster, the once-popular music sharing service that was buried in an avalanche of copyright infringement lawsuits filed by incensed music companies and artists.
While most videos posted on YouTube are homemade, the site also features volumes of copyrighted material -- a problem that has caused some critics to predict the startup eventually would be sued into oblivion.
But Hurley and Chen have spent months cozying up with major media executives in an effort to convince them that YouTube could help them make more money by helping them connect with the growing number of people who spend most of their free time on the Internet.
As its negotiations with Google appeared to be near fruition, YouTube on Monday announced new partnerships with Universal Music Group, CBS Corp. and Sony BMG Music Entertainment. Those alliances followed a similar arrangement announced last month with Warner Music Group Inc.
The truce with Universal represented a particularly significant breakthrough because the world's largest record company had threatened to sue YouTube for copyright infringement less than a month ago.
While Google has been hauling away huge profits from the booming search market, it hasn't been able to become a major player in online video.
That should change now, predicted Forrester Research analyst Charlene Li. "This gives Google the video play they have been looking for and gives them a great opportunity to redefine how advertising is done," she said.
Investors applauded the prospect of an acquisition as Google Inc. shares climbed $8.50 to close at $429 on the Nasdaq Stock Market, then added another $2 in extended trading, after the deal was announced.
Several other suitors, including Microsoft Corp., Yahoo Inc. and News Corp., reportedly had discussed a possible YouTube purchase in recent weeks.
"This deal looks pretty compelling for Google," said Standard & Poor's analyst Scott Kessler. "Google has been doing a lot of things right, but they are not sitting on their laurels."
Google's YouTube coup may intensify the pressure on Yahoo to make its own splash by buying Facebook.com, the Internet's second most popular social-networking site. Yahoo has reportedly offered as much as $1 billion for Palo Alto-based Facebook during months of sporadic talks.
"Yahoo really needs to step up and do something," said Roger Aguinaldo, an investment banker who also publishes a dealmaking newsletter called the M&A Advisor. "They are becoming less relevant and looking less innovative with each passing day."
Selling to Mountain View-based Google will give YouTube more technological muscle and advertising know-how, as well as generate a staggering windfall for a company that was running on credit card debt just 20 months ago.
To conserve money as it subsisted on $11.5 million in venture capital, YouTube had been based in an austere office above a San Mateo pizzeria until recently moving to more spacious quarters in a neighboring city.
Since the company started in Hurley's garage in February 2005, YouTube has blossomed into a cultural touchstone that shows more than 100 million video clips per day. The video library is eclectic, featuring everything from teenagers goofing off in their rooms to William Shatner singing "Rocket Man" during a 1970s TV show. Most clips are submitted by users.
YouTube's worldwide audience was 72.1 million by August, up from 2.8 million a year earlier, according to comScore Media Metrix.
Li and Kessler expect even more media companies will be lining up to do business with YouTube now that Google owns it.
"It's going to be like, 'You can either fight us or you can make money with us,"' Li predicted."
(in www.cnn.com)
"'GooTube' marks 'next step' for Web"
"SAN FRANCISCO, California (AP) -- The founders of YouTube Inc. built this year's standout Web phenomenon by figuring out how to make online video sharing easier than ever.
What they hadn't yet figured out was making money from their site. Google Inc. took that problem off their hands Monday, by agreeing to buy the site for $1.65 billion.
The all-stock deal makes YouTube by far the most expensive purchase made by Google during its eight-year history. Last year, Google spent $130.5 million buying a total of 15 small companies.
Although some cynics have questioned YouTube's staying power, Google is betting that the popular video-sharing site will provide it an increasingly lucrative marketing hub as more viewers and advertisers migrate from television to the Internet.
"This is the next step in the evolution of the Internet," Google Chief Executive Officer Eric Schmidt said during a conference call Monday.
YouTube will continue to retain its brand, its new headquarters in San Bruno and all 67 employees, including co-founders Chad Hurley and Steve Chen. Meanwhile, Google will continue to run a less popular video service on its own site.
The deal is expected to close before the end of the year.
"We are excited to have the resources to move faster than ever before," Hurley, YouTube's 29-year-old CEO, said during a Monday interview.
Schmidt thinks so highly of Hurley and Chen, 28, that he compared them to Google's now 33-year-old co-founders, Sergey Brin and Larry Page.
Brin sees the similarities too. "It's hard to imagine a better fit with another company," Brin said during Monday's conference call. "This really reminds me of Google just a few short years ago."
The two companies even share a common financial bond: Sequoia Capital, an early Google investor that owns a roughly 30 percent stake in YouTube. Menlo Park-based Sequoia remains a major Google shareholder and retains a seat on the company's board -- factors that might have helped the deal come together after just a week of negotiation.
YouTube has drawn less flattering comparisons to the original Napster, the once-popular music sharing service that was buried in an avalanche of copyright infringement lawsuits filed by incensed music companies and artists.
While most videos posted on YouTube are homemade, the site also features volumes of copyrighted material -- a problem that has caused some critics to predict the startup eventually would be sued into oblivion.
But Hurley and Chen have spent months cozying up with major media executives in an effort to convince them that YouTube could help them make more money by helping them connect with the growing number of people who spend most of their free time on the Internet.
As its negotiations with Google appeared to be near fruition, YouTube on Monday announced new partnerships with Universal Music Group, CBS Corp. and Sony BMG Music Entertainment. Those alliances followed a similar arrangement announced last month with Warner Music Group Inc.
The truce with Universal represented a particularly significant breakthrough because the world's largest record company had threatened to sue YouTube for copyright infringement less than a month ago.
While Google has been hauling away huge profits from the booming search market, it hasn't been able to become a major player in online video.
That should change now, predicted Forrester Research analyst Charlene Li. "This gives Google the video play they have been looking for and gives them a great opportunity to redefine how advertising is done," she said.
Investors applauded the prospect of an acquisition as Google Inc. shares climbed $8.50 to close at $429 on the Nasdaq Stock Market, then added another $2 in extended trading, after the deal was announced.
Several other suitors, including Microsoft Corp., Yahoo Inc. and News Corp., reportedly had discussed a possible YouTube purchase in recent weeks.
"This deal looks pretty compelling for Google," said Standard & Poor's analyst Scott Kessler. "Google has been doing a lot of things right, but they are not sitting on their laurels."
Google's YouTube coup may intensify the pressure on Yahoo to make its own splash by buying Facebook.com, the Internet's second most popular social-networking site. Yahoo has reportedly offered as much as $1 billion for Palo Alto-based Facebook during months of sporadic talks.
"Yahoo really needs to step up and do something," said Roger Aguinaldo, an investment banker who also publishes a dealmaking newsletter called the M&A Advisor. "They are becoming less relevant and looking less innovative with each passing day."
Selling to Mountain View-based Google will give YouTube more technological muscle and advertising know-how, as well as generate a staggering windfall for a company that was running on credit card debt just 20 months ago.
To conserve money as it subsisted on $11.5 million in venture capital, YouTube had been based in an austere office above a San Mateo pizzeria until recently moving to more spacious quarters in a neighboring city.
Since the company started in Hurley's garage in February 2005, YouTube has blossomed into a cultural touchstone that shows more than 100 million video clips per day. The video library is eclectic, featuring everything from teenagers goofing off in their rooms to William Shatner singing "Rocket Man" during a 1970s TV show. Most clips are submitted by users.
YouTube's worldwide audience was 72.1 million by August, up from 2.8 million a year earlier, according to comScore Media Metrix.
Li and Kessler expect even more media companies will be lining up to do business with YouTube now that Google owns it.
"It's going to be like, 'You can either fight us or you can make money with us,"' Li predicted."
(in www.cnn.com)
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"YouTube's No Dot-Com-Craze Dumper"
By Jim Cramer
RealMoney.com Columnist
10/10/2006 9:50 AM EDT
"Shades of another era. Just like the dot-com craze. No different from the nuttiness of 1999-2000.
I wish I could agree. I wish I could write off this YouTube as a one-off situation. But I can't. I can't because the big difference between this time around and last time is one simple word: profits.
All the dot-com outfits people brought public and combined with in the 1998-2000 period shared one thing: giant losses. They gave away stock because the stock was overvalued, given the short-term performance of the entities that paid for these properties.
Google (GOOG - commentary - Cramer's Take), on the other hand, is immensely profitable. It is beyond-belief profitable vs. the entire dot-com world. I remember when Henry Blodget, late of the Internet analyst community, said that there would be only a few winners in the dot-com world, so you needed to buy a basket of properties; that way, if you hit one or two of them, it all worked.
I wish that were the case. The big moves in Yahoo! (YHOO - commentary - Cramer's Take) and eBay (EBAY - commentary - Cramer's Take) and Amazon (AMZN - commentary - Cramer's Take) ended so long ago, it's hard to remember them as growth entities. IAC/InterActiveCorp (IACI - commentary - Cramer's Take) is coming back ever so slowly. None of those companies has spectacular growth anymore in revenue or profits.
Meanwhile, old media totally muffed it, thinking only about how to pimp the stock market in equity offerings, ones that didn't get done. And nobody else stepped up to the plate.
Except for Google. It would have been "more right" if Blodget had said there would be only one winner, but that seemed absurd at the time. I now regard it as true.
Which is why it can buy YouTube for so much "money," or wampum as I am sure you will hear, and nobody sells the stock down. To me it is obvious that YouTube easily could be monetized in the Google system, something that no other entity, save Yahoo!, could possibly say. Microsoft (MSFT - commentary - Cramer's Take) can't say it, because its online efforts still lack vigor. Time Warner's (TWX - commentary - Cramer's Take) AOL? Have you gone to its site lately? It looks like it's stuck in 1999. IAC? That's a service site. News Corp.'s (NWS - commentary - Cramer's Take) already got one and CBS (CBS - commentary - Cramer's Take) is rightly focused on developing CSI's and more CSI's, which are incredibly profitable in their own right.
Still, the temptation is to say, "Isn't this the same as Yahoo! buying Geocities, a totally overhyped company that Yahoo! could afford to pay too much for because who cared?"
No, because Geocities was "subtractive." This acquisition, I believe, will prove to be additive next year.
No one talked profits in 1999. It was all eyeballs and clickthroughs. Now everything is measured by CPMs (an estimate of the cost per thousand views of an ad), which is apples-to-apples to the rest of the media, and that means Google's got it made because it just bought itself some high-CPM copy to go around its burgeoning ad business. "
(in www.realmoney.com)
By Jim Cramer
RealMoney.com Columnist
10/10/2006 9:50 AM EDT
"Shades of another era. Just like the dot-com craze. No different from the nuttiness of 1999-2000.
I wish I could agree. I wish I could write off this YouTube as a one-off situation. But I can't. I can't because the big difference between this time around and last time is one simple word: profits.
All the dot-com outfits people brought public and combined with in the 1998-2000 period shared one thing: giant losses. They gave away stock because the stock was overvalued, given the short-term performance of the entities that paid for these properties.
Google (GOOG - commentary - Cramer's Take), on the other hand, is immensely profitable. It is beyond-belief profitable vs. the entire dot-com world. I remember when Henry Blodget, late of the Internet analyst community, said that there would be only a few winners in the dot-com world, so you needed to buy a basket of properties; that way, if you hit one or two of them, it all worked.
I wish that were the case. The big moves in Yahoo! (YHOO - commentary - Cramer's Take) and eBay (EBAY - commentary - Cramer's Take) and Amazon (AMZN - commentary - Cramer's Take) ended so long ago, it's hard to remember them as growth entities. IAC/InterActiveCorp (IACI - commentary - Cramer's Take) is coming back ever so slowly. None of those companies has spectacular growth anymore in revenue or profits.
Meanwhile, old media totally muffed it, thinking only about how to pimp the stock market in equity offerings, ones that didn't get done. And nobody else stepped up to the plate.
Except for Google. It would have been "more right" if Blodget had said there would be only one winner, but that seemed absurd at the time. I now regard it as true.
Which is why it can buy YouTube for so much "money," or wampum as I am sure you will hear, and nobody sells the stock down. To me it is obvious that YouTube easily could be monetized in the Google system, something that no other entity, save Yahoo!, could possibly say. Microsoft (MSFT - commentary - Cramer's Take) can't say it, because its online efforts still lack vigor. Time Warner's (TWX - commentary - Cramer's Take) AOL? Have you gone to its site lately? It looks like it's stuck in 1999. IAC? That's a service site. News Corp.'s (NWS - commentary - Cramer's Take) already got one and CBS (CBS - commentary - Cramer's Take) is rightly focused on developing CSI's and more CSI's, which are incredibly profitable in their own right.
Still, the temptation is to say, "Isn't this the same as Yahoo! buying Geocities, a totally overhyped company that Yahoo! could afford to pay too much for because who cared?"
No, because Geocities was "subtractive." This acquisition, I believe, will prove to be additive next year.
No one talked profits in 1999. It was all eyeballs and clickthroughs. Now everything is measured by CPMs (an estimate of the cost per thousand views of an ad), which is apples-to-apples to the rest of the media, and that means Google's got it made because it just bought itself some high-CPM copy to go around its burgeoning ad business. "
(in www.realmoney.com)
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Tens razão Ulisses, no entanto, saiu uma noticia em que eles vão celebrar um acordo com a Sony e outra empresa da industria discografica para salvaguardar direitos, não me lembro onde li mas vou checar
Ovos
Ovos
"Quem comprou, comprou. Quem não comprou, comprasse."
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Voltando a este rumor que se tornou notícia, a minha maior curiosidade vai ser como vão eles gerir as questões do copyright. Começam a aparecer vários processos contra o Youtoube esse sempre foi considerado um dos óbices para a aquisição desta empresa por parte de um gigante.
A Google terá que encontrar uma solução para evitar um acumular de processos judiciais...
Um abraço,
Ulisses
A Google terá que encontrar uma solução para evitar um acumular de processos judiciais...
Um abraço,
Ulisses
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E, de facto, aconteceu mesmo. A Google comprou o Youtoube por 1,65 bilhões de dólares, pagos em acções. No entanto, a Google afirma que a Youtoube vai continuar a operar de uma forma independente, de forma a preservar o seu público e a sua marca.
Um abraço,
Ulisses
Um abraço,
Ulisses
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GOOG
Fica o gráfico. Se a quebra fôr para valer, abre excelentes perspectivas.
- Anexos
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- google.png (13.82 KiB) Visualizado 918 vezes
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goog
Na verdade o caminho agora são os 450. Imaginava um recuo a 425 que não aconteceu. Mas até ao fim do ano a Goog ainda vai levar com um novo motor de busca interactivo e com Microsoft. O mais provavel é que em 450 mergulhe outra vez. É lá que a espero.
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E o Cramer já opiniou sobre o tema 
"Only Google Can Do YouTube, and Must"
By Jim Cramer
RealMoney.com Columnist
10/9/2006 8:42 AM EDT
"Only Google (GOOG - commentary - Cramer's Take) can buy YouTube and not get hurt. That's because all Google's competitors have to explain "dilution" and how they can it put the new purchase to work fast.
Of course, we know that News Corp. (NWS.A - commentary - Cramer's Take) was able to pull it off with MySpace, but that was before the prices of these properties went up -- in part because of the success of MySpace.
But you need to know that there's no way for a Tribune (TRB - commentary - Cramer's Take) or a Gannett (GCI - commentary - Cramer's Take) or even a CBS (CBS - commentary - Cramer's Take) or a Viacom (VIA.B - commentary - Cramer's Take) to put these to work. They don't have the infrastructure or the traffic to capitalize or drive people to the sites. They don't have the ad sales force to pull it off, either. (I am refraining from judging GE (GE - commentary - Cramer's Take) because of my ties there.)
Yahoo! (YHOO - commentary - Cramer's Take) might have been able to, but I now think that management there simply can't pull off anything this bold. Yahoo!'s management seems to have checked out, and the company is obviously foundering. A change in management and a deal for stock could have been done. News Corp. could have done the deal but it badly needs to integrate MySpace before taking the plunge.
Google's fit with YouTube includes:
a sales force that can monetize the videos
a site that allows videos to be easily linked with search, and
a balance sheet that has so much cash, it's a liability.
There was a time when the traditional media companies could have bid on this asset. But now they are too challenged earnings-wise to risk it.
For Google, the risk is not doing the deal. Which is why, in my opinion, this YouTube deal will propel Google to $500 by the end of the year. "
(in www.realmoney.com)
"Only Google Can Do YouTube, and Must"
By Jim Cramer
RealMoney.com Columnist
10/9/2006 8:42 AM EDT
"Only Google (GOOG - commentary - Cramer's Take) can buy YouTube and not get hurt. That's because all Google's competitors have to explain "dilution" and how they can it put the new purchase to work fast.
Of course, we know that News Corp. (NWS.A - commentary - Cramer's Take) was able to pull it off with MySpace, but that was before the prices of these properties went up -- in part because of the success of MySpace.
But you need to know that there's no way for a Tribune (TRB - commentary - Cramer's Take) or a Gannett (GCI - commentary - Cramer's Take) or even a CBS (CBS - commentary - Cramer's Take) or a Viacom (VIA.B - commentary - Cramer's Take) to put these to work. They don't have the infrastructure or the traffic to capitalize or drive people to the sites. They don't have the ad sales force to pull it off, either. (I am refraining from judging GE (GE - commentary - Cramer's Take) because of my ties there.)
Yahoo! (YHOO - commentary - Cramer's Take) might have been able to, but I now think that management there simply can't pull off anything this bold. Yahoo!'s management seems to have checked out, and the company is obviously foundering. A change in management and a deal for stock could have been done. News Corp. could have done the deal but it badly needs to integrate MySpace before taking the plunge.
Google's fit with YouTube includes:
a sales force that can monetize the videos
a site that allows videos to be easily linked with search, and
a balance sheet that has so much cash, it's a liability.
There was a time when the traditional media companies could have bid on this asset. But now they are too challenged earnings-wise to risk it.
For Google, the risk is not doing the deal. Which is why, in my opinion, this YouTube deal will propel Google to $500 by the end of the year. "
(in www.realmoney.com)
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NY Times: Google pode anunciar hoje compra do Youtoube
"After marathon negotiations over the weekend, Google could announce a deal to buy YouTube.com, the popular video-sharing Web site, for about $1.6 billion as early as Monday afternoon, people involved in the talks said.
Barring a last-minute snag in the talks, the boards of both Google and YouTube were scheduled to hold separate board meetings on Monday to approve the deal, with an announcement possible after the close of regular trading. Discussions could still break down, however, or another party could present a more-attractive offer.
Negotiations between Google and YouTube began in earnest late last week after a lower bid from Google was initially rebuffed, these people said.
News of the talks spread from Silicon Valley to Wall Street on Friday after speculation about a potential deal was posted on a blog, TechCrunch. That led Google’s negotatiors to speed up the pace of the talks, worried that an interloper could emerge.
A deal for YouTube would be the crowning moment for a property that emerged as a cultural phenomenon almost immediately after it officially launched last December. Its site, which delivers more than 100 million video clips a day, allows users to share a broad array of offerings from news clips to home movies to spoofs — sometimes funny but often simply crude — created by ordinary users.
YouTube’s sudden popularity has put the fledgling company under an intense spotlight, with The Washington Post reporting on Saturday that YouTube, with 60 employees, receives about 400 media requests each week. “We’re under seige,” office manager and receptionist Shannon Hermes told the newspaper.
Naturally, Friday’s news of a possible sale prompted strong reactions from some members of YouTube’s free-wheeling community. One young user, posting under the name xchylerjfk, remarked in an apparently homemade video that Google “are taking over the whole of the Internet” and added that “I like YouTube the way it is.” Another YouTube member said, “I imagine it would be real hard to turn that kind of money down.”
YouTube’s rapid growth has also drawn the attention of many of the established media conglomerates, many of which have been envious of News Corporation’s acquisition last year of MySpace, a social networking site immensely popular among teenagers. The company, controlled by Rupert Murdoch, bought MySpace last year for $580 million in cash, and it is now worth as much as $2 billion by some analysts’ estimates.
But while media moguls are fascinated by YouTube, they also harbor deep concerns.
The site’s mix of videos includes many clips from television shows and movies, often posted without a thought to who might own the copyright. As a result, there are widespread concerns that YouTube may eventually draw a hailstorm of lawsuits — especially if the company becomes part of a deep-pocketed acquirer.
Google, for its part, already has an online-video service called Google Video, but it has failed to gain much traction. A deal for YouTube would instantly vault Google to the lead in the business of online video, which is drawing increased interest from advertisers."
(in http://dealbook.blogs.nytimes.com/?p=8111)
Barring a last-minute snag in the talks, the boards of both Google and YouTube were scheduled to hold separate board meetings on Monday to approve the deal, with an announcement possible after the close of regular trading. Discussions could still break down, however, or another party could present a more-attractive offer.
Negotiations between Google and YouTube began in earnest late last week after a lower bid from Google was initially rebuffed, these people said.
News of the talks spread from Silicon Valley to Wall Street on Friday after speculation about a potential deal was posted on a blog, TechCrunch. That led Google’s negotatiors to speed up the pace of the talks, worried that an interloper could emerge.
A deal for YouTube would be the crowning moment for a property that emerged as a cultural phenomenon almost immediately after it officially launched last December. Its site, which delivers more than 100 million video clips a day, allows users to share a broad array of offerings from news clips to home movies to spoofs — sometimes funny but often simply crude — created by ordinary users.
YouTube’s sudden popularity has put the fledgling company under an intense spotlight, with The Washington Post reporting on Saturday that YouTube, with 60 employees, receives about 400 media requests each week. “We’re under seige,” office manager and receptionist Shannon Hermes told the newspaper.
Naturally, Friday’s news of a possible sale prompted strong reactions from some members of YouTube’s free-wheeling community. One young user, posting under the name xchylerjfk, remarked in an apparently homemade video that Google “are taking over the whole of the Internet” and added that “I like YouTube the way it is.” Another YouTube member said, “I imagine it would be real hard to turn that kind of money down.”
YouTube’s rapid growth has also drawn the attention of many of the established media conglomerates, many of which have been envious of News Corporation’s acquisition last year of MySpace, a social networking site immensely popular among teenagers. The company, controlled by Rupert Murdoch, bought MySpace last year for $580 million in cash, and it is now worth as much as $2 billion by some analysts’ estimates.
But while media moguls are fascinated by YouTube, they also harbor deep concerns.
The site’s mix of videos includes many clips from television shows and movies, often posted without a thought to who might own the copyright. As a result, there are widespread concerns that YouTube may eventually draw a hailstorm of lawsuits — especially if the company becomes part of a deep-pocketed acquirer.
Google, for its part, already has an online-video service called Google Video, but it has failed to gain much traction. A deal for YouTube would instantly vault Google to the lead in the business of online video, which is drawing increased interest from advertisers."
(in http://dealbook.blogs.nytimes.com/?p=8111)
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