The team behind Salesforce.com’s enterprise social networking app Chatter is making a big push for real-time communication with two new features — Chatter Messenger and Chatter Screensharing.

Chatter Product Marketing Director Dave King demonstrated Messenger and Screensharing for me earlier today and, well, they look like instant messaging and screensharing, just, y’know, in Chatter. King admits that there are other enterprise IM tools out there (there’s part the TechCrunch team uses HipChat, for example), but he says it’s the “in Chatter” part that’s really important.

After all, he says that most collaboration tools are “separate and siloed from each other.” When Salesforce acquired web conferencing company Dimdim in January 2011, it could’ve just launched these capabilities as a separate tool, but it would have “proliferated these islands of collaboration.”

Instead, King says the features are built into Chatter’s “core architecture.” So if you’re discussing a potential sale with someone in Chatter, you’ll be able to know whether they’re online, and if they are, you could start talking in real-time. You could also start a group chat. That gives the conversation more context than if you’d just reached out to them on an unconnected IM client. It also means you can tap into the connections and recommended connections that you receive in Chatter.

One downside of Chatter Messenger compared to, say, Gchat: It’s limited to people within your company. However, King points out that Chatter now includes spaces to interact with external customers, so it’s conceivable Salesforce would expand Messenger similarly.

Messenger has been in pilot mode since late 2011 (the company was talking about both Messenger and Screensharing in August.) It’s planned to become generally available for free as part of Chatter in June, with a pilot of Screensharing coming in the third quarter of this year.

King says there are now 150,000 active Chatter networks.

Like Milo before it, Wishpond launched in late 2010 to build a local search engine that aggregates realtime inventory and product listings from brick and mortar retail stores — from big chains to mom and pop shops. The startup has since focused its efforts on developing social commerce solutions for retailers, launching tools like Social Store, which allows any business to quickly create and deploy a storefront for their businesses on Facebook.

While Wishpond, like so many others, is looking to capitalize on the growing interest in social commerce, its solutions have really been developed as means by which to expand on its core competency: Consumer-facing product aggregation and search for retailers. And today, Wishpond is leveraging its technology for the sake of a segment underserved by eCommerce solutions: Shopping malls, launching Mall360, a service that enables malls and shopping centers to offer their shoppers a browsable, searchable product discovery app that works across their Web, social, and mobile properties

As eCommerce solutions mature, more and more consumers are doing their shopping online, from start to finish. However, while 90 percent of shopping begins online today, the majority of people still prefer to buy products live, in local stores, rather than online. For the most part, shopping malls are still in a past decade when it comes to their approach to eCommerce, even though customers continue to visit their stores when they’re ready to buy.

Mall360 gives shopping malls a way to increase their visibility online in a way that lets them better understand and influence potential customers while they’re in the process of making their purchasing decisions, while they’re searching, talking about products with friends, and planning their next excursion to the mall.

For outlets that may house dozens of brick and mortar retail stores, Mall360 lets visitors search and browse through all the products found at the shopping center through visiting the mall’s Facebook page and clicking on a “Shop Our Stores” button, for example.

To enable this cross-platform service, Wishpond is leveraging RetailConnect, its scalable platform that imports, aggregates and processes large volumes of product data from websites, point of sales systems, and eCommerce platforms. It then uses this data, along with its search and publishing capabilities to enable malls to instantly deploy its product discovery app on their mobile and desktop websites, mobile apps, and Facebook pages.

The goal is to be able to give consumers an easier way to search for and discover products at their favorite local retailers, while in turn, giving retailers the ability to boost social interaction, traffic and both website and social engagement. According to the Wishpond team, malls can choose to deploy some or all of the components of its solution, and over the next few weeks, participating outlets will begin to deploy the solution across their digital properties.

For more, check out Wishpond at home here, Mall360 here, or see the video below:

We spend more and more time on social networks, but sometimes it can feel like work. I mean, scrolling through your news feed isn’t work work, but it’s not quite as easy as vegging out on your couch and watching TV.

That’s where a new startup called Stevie comes in, with a website launching today at Disrupt, along with mobile apps that function as remote controls. Stevie looks at content shared in your social network feeds and elsewhere on the Web, and it assembles that content into TV shows that you can watch, shows with names like The Comedy Strip, Music Non-Stop, and Celeb TV. Naturally, the shows incorporate video content that your friends have shared, but they also include things like Facebook status updates, tweets, shared headlines, and birthdays, running mostly as tickers under the video. Essentially, it’s a way to watch Facebook and Twitter on your TV.

Co-founder and Chief Creative Technologist Gil Rimon argues that this is the right way to do “social TV.” Apps like GetGlue, which offer check ins and other social interactions around existing TV content, aren’t a good fit for how people watch TV now, because they ignore its essentially passive nature. Stevie takes the opposite tack — instead of trying to encourage new types of behavior, it’s introducing new content into the traditional couch potato experience.

Rimon compares the app to Pandora. In the same way that Pandora learns your musical tastes and preferences, automatically delivering music that’s tailored to your tastes, Stevie uses something that the team calls “The Stevie Factor” to look at your social data (such as Facebook Likes) and automatically stitch together the videos and other content that you’ll probably enjoy.

When Rimon demonstrated Stevie for me, I was particularly impressed by the look and feel. Granted, I don’t watch much TV aside from Game of Thrones and Doctor Who, but the video content struck me as quite bubbly and polished, especially for something that was being algorithmically assembled on-the-fly. Rimon’s experience in TV writing, editing, and presenting probably helps with that. I expect Stevie will become even more appealing when it’s available on connected TV devices.

The company has raised $300,000 in angel funding from investors including Jeff Pulver and Gigi Levy, and it’s participating in the Microsoft Accelerator for Azure program in Tel Aviv. Oh, and if you’re interested in couples who run startups, here’s another one — Rimon is married to his co-founder and CEO Yael Givon.

You can visit the Stevie website here, download the iPhone app here, and download the Android app here. (Again, the apps aren’t standalone experiences, but remote controls for watching on the browser.)

Q: How do you connect the Internet to the TC?

A: We’re not delivering hardware — it’s a web-based experience, with more devices (starting with iPad) coming soon.

Q: Who is your competition?

A: No direct competition, though of course there are other video discovery companies. But they’re not replicating the TV experience. The real competitor might be old-fashioned TV channels.

Q: Why hasn’t connected TV taken off?

A: That’s changing — see, for example, the growth of Apple TV.

GitHub, the source code hosting and collaboration service, has been growing like gangbusters. The site now has over 1.6 million registered developers, hosting over 2.8 million repositories on everything from jQuery and Ruby on Rails to node.js and Redis. At the outset, Github was just a side project, a tool to make developers’ lives easier (its first slogan: “Git hosting: No longer a pain in the ass.”) Github is still a boot-strapped operation, but as both its user base and its own hacker collective (now at 73 strong) have grown, there has been an increasing demand for tools that fall outside Apple’s domain.

Today, about 50 percent of GitHub’s traffic comes from Windows users, and, as a result, the startup has finally heeded demand and is now officially bringing the party to Windows, launching a desktop app to address the challenges of developing on Windows and to make it easy for Windows developers to collaborate in open-source and private repositories.

GitHub released a similarly-targeted Mac client last year, which has since seen wide adoption. However, as popular as Apple has become, the majority of enterprise development still takes place in a Windows environment. As a result, GitHub has been looking to make its platform more appealing to corporate developers and enterprise, and its new Windows app intends to do just that.

Developing in private or open-source for Windows has lagged behind in terms of adoption among developers because they’ve lacked a full toolset for project collaboration, GitHub CTO Tom Preston-Werner says, so, with its new Windows client, the startup just made it easier to get up and running using Git and GitHub on Windows machines.

GitHub for Windows is a native app that runs on Windows XP, Vista, 7 and even the pre-release Windows 8, and includes a complete installation of msysGit. The app syncs users’ code to the cloud and allows developers to clone their repositories right from the app or directly from GitHub.com with its new “Clone in Windows” button.

Of course, anyone who’s been following GitHub’s progress will notice that it took the team more than a few days to finally release its Windows client. As one might expect, the reason for this was, besides a need to tear down development hurdles for Windows developers, that the team wanted to create an app (and a toolset) they would actually use themselves. In order words, to build a Windows app by Windows developers — for Windows developers.

To do that, GitHub has been amassing a pretty serious team of developers who collectively — aside from having cache in the community — own quite a bit of experience developing on and for Windows. For starters, GitHub brought on Phil Haack and Paul Betts, both of whom left Microsoft to join GitHub to help ship the app.

Before GitHub, Haack led the development of both ASP.NET MVC and NuGet, among other things, during his four-plus year stint as a senior program manager at Microsoft. Paul Betts joined Github following a four-year run at Microsoft, where he worked on Vista, and created development tools, among other things.

GitHub for Windows also relied on help from Tim Clem, Cameron McEfee (the guy behind GitHub’s Octocats), and Adam Roben to get the startup’s new app ready for shipping.

Developing tools that are useful to Windows developers right out of the box is essential to the success of GitHub. Of course, most big companies are still hesitant to put their code in the cloud, and although the startup puts most of its focus on open source project hosting, it’s free. The company makes its money off of its private repositories, and so better tools for companies and corporate developers could mean a significant boost in revenue for GitHub.

Of course, it’s also for the love of a challenge.

For more, find GitHub’s announcement here.

One of my least favorite moments of the day comes when my iPhone rings and the number isn’t in my contact book. Is it an important call from an entrepreneur? A random PR person pitching me? Or just a telemarketer? I won’t know until I pick up.

CallApp, a startup launching today at Disrupt, wants to eliminate those awkward moments, for starters. It’s creating what CEO and co-founder Oded Volovitz calls a “universal social contact book.” It’s drawing data from social networks and other data sources to give users more context about phone calls and other communication. The data also comes from CallApp users — users can edit CallApp listings, and if they choose, they can add their contact book into the company’s general database.

So when you get a phone call, even if it’s from someone who isn’t in your contact list, you should be able to see information about them — say a photo, their most recent update on Facebook, and your most recent email exchange if you’ve corresponded with them.

Of course, if your phone is already ringing, you’ve only got a few seconds before you need to pick up, but at least you can glance at your screen and go into the call with some basic context. CallApp should be even more useful when you’re about to make a call. Then, the social network updates can give you a way to start off the conversation, or tell you when someone has traveled out of the country, so maybe now isn’t the best time to reach them. You can also attach personal reminders to CallApp contacts, share your location with them, or set up a meeting.

In some ways, the concept is pretty similar to an email plugin like Rapportive (recently acquired by LinkedIn) or Xobni. However, Volovitz says that bringing this information to the smartphone puts it in a different context. After all, when he gets a phone call, “I cannot wait until I can go to the Internet to see who is calling me. This is about giving you real-time, immediate, the most relevant information you can get, and the tools to execute on that information.”

Volovitz also says CallApp, despite the name, isn’t just about phone calls — he estimates that he only uses it for phone calls 50 percent of the time. The app also lists and connects to other ways for reaching people, like WhatsApp Messenger and Viber. The core of the experience isn’t the phone call but the contact itself, Volovitz says.

Nor is CallApp limited to personal contact listings. It includes businesses too, showing you things like Yelp reviews, Google Street View, or a menu for a restaurant where you’re thinking about making reservations.

Moving forward, Volovitz says the company will be adding features that are more about encouraging “serendipity.”

The app is available on Android phones (you can download it from Google Play here). CallApp is developing a version for iPhones too, though Volovitz estimates that it will have 80 percent of the functionality of the Android version, due to “some technical issues.”

Volovitz says the company isn’t monetizing the app (which is free) yet, but there are a number of possible business models, including affiliate fees. The company has raised $1 million in funding from undisclosed venture capital firms and angel investors.

Q: How does the iOS app differ?

A: There are more limitations than in Android, like you have to use the built-in dialer rather than any dialer you want.

Q: What are the viral hooks?

A: If you use CallApp to share information with someone, they get an SMS message linking to the content and asking them to download the app.

Q: Tell us about the technology.

A: What we do is artificial intelligence, big data. The system knows how to link the right person to the right number, for example using location to narrow the search.

Q: Why do other improved contact books fail, and why will you succeed?

A: It’s all about the execution and the ambition. If you build an app on the client side, you only get a limited amount of information about contacts on your phone, versus CallApp’s crowdsourced, cloud-based approach.

King.com, the European-casual-gaming-company-that-could, is cementing its ascendance on the Facebook platform by poaching one of the key producers responsible for EA’s Sims Social and opening a new game development studio in London. The company just hired Catharina Mallet away from EA to lead the new studio, which should have 40 people by year-end.

King.com, which started in Sweden and hasn’t taken outside funding since raising $43 million seven years ago, is one of two European gaming companies that have made a serious run on the Facebook platform in the last year. While Zynga has seen its revenue growth slow and other longtime Facebook developers like Crowdstar and Funzio have mostly moved onto mobile games, both King.com and Germany’s Wooga have both climbed up the developer leaderboards.

King.com has beat out EA and more recently, Wooga, for the #2 spot among game developers in terms of daily active users on Facebook, according to AppData. The number of game sessions has also blown up by tenfold to 3 billion per month, from 300 million a year ago.

The company has a long, long history. It’s almost a decade old and started out building casual games for a destination site at King.com (naturally). That made for a decent business that’s been profitable for seven years. But King.com got turbo-charged when it started building Facebook games too. The company’s long history of building for an independent destination site has given it a few competitive advantages. Launching games outside of Facebook ensures that only the very best and most viral games make it onto the platform.

“Because we see which games fail outside of Facebook, what we have managed to do is have a hit-proof business on Facebook,” said chief executive officer Riccardo Zacconi. It’s worth noting that Zynga and many other developers like Kixeye are ironically going in the opposite direction by pouring resources into standalone destination sites.

The business now has several legs to stand on. It has a destination site for casual games, Facebook games and then mobile titles. Like Zynga, it makes money through virtual currency sales and advertising. But it also has a third revenue model. The company also recently signed a deal with AOL to provide skilled tournament games. Those are games where players have to pay a very small entry cost (like less than $1) and compete with others. This deal is financially material to King.com, although the company won’t say how much the partnership will bring in.

All this said, King.com is starting to feel the competitive heat on Facebook. Zynga recently launched Bubble Safari, which looks a lot like Bubble Witch Saga, King.com’s top game on Facebook.

“We have the leading bubble shooter on Facebook. While there are a fair number of copycats popping up, we’re pleased with the continued audience engagement that we get with Bubble Witch Saga,” said chief marketing officer Alex Dale. “We think that will improve further when we launch the game on mobile.”

Zacconi adds that King.com’s model is more capital efficient than Zynga’s. “For one of their games, they might need 80 people,” he said. “But Bubble Witch Saga had a team of eight. To launch a new game on the web, we need two people.”

He also says that the company hasn’t been feeling the effects that other game developers have as Facebook clamped down on viral channels, notifications and requests for games. He says King.com’s K-factor or viral coefficient is roughly 0.8. “For every user we get, we get almost another one for free,” Zacconi said. Keep in mind though, that number is still way down from the heights of 2008 and 2009, when apps ran wild on the Facebook platform. Other social gaming companies, which still have the institutional memory of that era, have had a harder time coping with the Facebook platform’s new realities.

When Mallet comes on-board, she’ll be spearheading the development of casual games. Zacconi stresses that King.com is not going into resource management or sim games. Mallet was of the top producers behind Sims Social and she came to EA through the up to $400 million acquisition of social gaming company Playfish.

Over the last year, EA’s social gaming push has faced several management changes. After Zynga poached John Schappert to be chief operating officer, Barry Cottle followed him over to spearhead mergers and acquisitions. That made room for Playfish co-founder Kristian Segerstrale to move up in the ranks and become EA’s executive vice president of digital. Another key Playfish executive, John Earner, recently left to be an entrepreneur in residence at Accel Partners.

Following a jam-packed beta test and a jaw-dropping $4.2 million seed round, Ark people search is open for sign ups…at least for the next three days. Ark lets you sift through profiles on Facebook, Google, Twitter, and other services to help you find out which of your high school classmates live in New York, see which friends are single, and connect with strangers who share your interests by layering up to 30 characteristic filters.

The problem of too much social data and too little discoverability is so widespread that Facebook even discussed a possible acquisition of Ark. But instead its PhD founders decided to see how far they can ride their cute penguin logo. Soon it will launch native mobile apps with some of most useful push notifications I’ve seen. And as part of its limited launch today at TechCrunch Disrupt New York, Ark is accepting new users at ark.com/tcd until the end of the conference on Wednesday.

Last month when Y Combinator company Ark made waves taking a mammoth seed round, co-founder Patrick Riley told me it didn’t choose to raise a more typical Series A because “If I can get an amazing valuation at a seed round, not give up a board seat, and keep complete control of the company, why not?” Now it’s using that money to hire some information retrieval rockstars the founders spotted during their PhDs at Berkeley. Facebook was so impressed with how Ark repurposed its data that the social network loosely discussed the possibility of buying the startup or at least acq-hiring its founders. There was no offer extended, but Riley tells me “We didn’t even take it that far. We weren’t interested. We wanted to build something bigger.”

When he says bigger, he means searching beyond profiles, but moving into Greplin’s territory — allowing you to instantly search through all your social data, including public posts, private messages, and even email. If you needed to find an address of a party but weren’t sure if you received in a Facebook message or Gmail, or even any keywords, you could one day use Ark to filter for street addresses, find that apartment number on Haight street, and go have fun. Soon it will launch native mobile apps that take advantage of geo-fencing to show you relevant info about where you are. They do predictive search so when you travel to a new city, it pops up a push notification showing how many friends currently live there. Ark could lead to those offline meetups every mobile app wants to inspire.

There’s rabid interest, too. Ark got 234,000 signups in the first month, and already has 15,000 beta users. Now you can join them and start social searching at ark.com/tcd. (Ark’s having a little trouble handling all the traffic TechCrunch is driving them, so if they signup page errors out, cut ‘em some slack and try back soon)

Brad Garlinghouse, who just took over as CEO of YouSendIt and used to be a senior vice president at Yahoo several years ago, has a few ideas for the ailing web giant. The company’s got a pile of cash including $2.6 billion in cash and marketable securities from the end of last quarter, plus $6.3 billion more from selling the Alibaba stake over the weekend.

“Yahoo has billions and billions of dollars. Yahoo can do anything that they want,” he said, adding that he thinks the homepage alone is worth more than $1 billion in search and advertising revenue. Garlinghouse thinks the company should be aggressive about acquiring young companies to bring in entrepreneurial leadership. At the top of his list are Flipboard and Gravity.

“As a leader, [Flipboard CEO] Mike McCue would be transformative to the culture of Yahoo,” he said at TechCrunch’s Disrupt conference in New York. Gravity would help with personalizing content, which Yahoo doesn’t do enough of with its homepage, even though it has a deep Facebook integration. In fact, Yahoo has poked around different news reader apps for acquisition targets. They had looked at Scribd’s reader app Float for between $2 and 8 million but walked away. But the ideas Garlinghouse is suggesting are more about acquiring leadership and talent instead of standalone products.

Garlinghouse adds that he doesn’t think Yahoo is totally doomed, unlike other naysayers out there. ”I’ll be a contrarian,” he said. “In 1996, the cover of Businessweek was about the death of American icon and at the center of that was Apple Computer. Apple is now the most valuable company in the world. Period.”

Also for a non-contrarian opinion, Garlinghouse says Yahoo’s board did the right thing in tossing former chief executive Scott Thompson over his resume (cough) inaccuracies. “The board had no choice.”

He also gave new interim CEO Ross Levinsohn some credit for getting the Alibaba deal done quickly. “He managed to do in one week what at least two or three CEOs weren’t able to do.”

Michael Arrington, who interviewed Garlinghouse, also pressed him on how YouSendIt’s file-sharing can compete with enterprise-focused upstarts like Dropbox and Box.net. Garlinghouse said the valuations of both companies might hinder their progress forward. (He declined to reveal YouSendIt’s most recent valuation.)

“Raising a ton of money creates challenges,” he said. “You’ve got an employee problem because options are priced at a $4 billion valuation plus investors want a 2 or 3x return. How many companies can afford a $10 billion acquisition? You’re not going to pay $10 billion. You’re just going to build it yourself.”

House Beautiful is hopping on the Pinterest bandwagon today courtesy of digital watermarking provider Digimarc, which has just introduced technology allowing consumers to pin magazine images from the real world to their Pinterest boards. While functionally similar to the online “Pin It” button, the Digimarc solution uses the company’s proprietary technology to embed an imperceptible watermark in a printed magazine image. When scanned, users are immediately taken to the pre-configured Pinterest page for the image, allowing them to then re-pin it to their own boards.

The downside? Well, for starters, you have to use the Digimarc mobile app for this to work, or the magazine/advertiser can integrate Digimarc’s tech in their own app, if they choose. But the “pin from the real world” functionality is not available in Pinterest’s own mobile app, unfortunately, which is how most mobile users connect with the popular social network.

Plus, this re-pinning process only works with magazine advertisers who have partnered up with Digimarc before going to print, obviously. In other words, you can’t just scan any ol’ image from a magazine and then “pin it” via the Digimarc solution. So, yes, kind of a lot of work for end users.

That being said, Digimarc has kicked off the launch by partnering with House Beautiful Magazine, which they’re touting as the “world’s first Pinterest-enabled magazine.” In House Beautiful’s June issue, there’s a “Kitchen of the Month” editorial where the first page of the article is “Pinterest-enabled” using Digimarc’s watermarking. In this case, House Beautiful has actually integrated Digimarc’s tech within its own newly launched mobile app. Readers can either download the magazine app, or the Digimarc Connect app for iPhone or Android. They can then get connected to the House Beautiful “Kitchen of the Month” Pinterest pinboard by scanning the magazine photos with their phone’s camera.

QR codes, heads up: you’re looking a lot dorkier now.

In a fireside chat with MG Siegler at TechCrunch Disrupt Monday, Tumblr founder David Karp described how his company thinks differently about advertising than Facebook or Google, and how they hope to make it less distracting and more meaningful to users. In short, it’s all about telling stories.

Karp said that for Tumblr, the stuff that appears in the main feed is pretty sacred, as it’s all content that users have chosen to subscribe to. Instead of inserting branded content into the stream in the same way that companies like Twitter are beginning to do, Tumblr has instead reserved the right-side column for content that users may not have seen.

But the differences go deeper than that — Karp wants brands and marketers to use Tumblr as a way to tell stories that they can’t otherwise tell on other social networks or with search ads.

“The new revenue model we recently put in place is built around creative brand advertising, which is something that Facebook and Google don’t support,” Karp said. Rather than a/b testing a blue link to try to find the most effective direct response ad, Karp wants brands to use Tumblr to tell stories that create intent on the part of consumers — which is the type of advertising that they want to see anyway.

Also, while much of the available ad space being sold by other Internet companies goes to big brands, Karp sees an opportunity to make inventory available to individual users, who could use the space more effectively, and who might not annoy their friends in the way that brand advertising might.

“We want to make some real estate available not just to big brands, but to carve it out for people that are already a part of the network,” Karp said. “It’s problematic when that American Express post shows up in your feed, but it’s different when it’s one of your friends.”

In addition to talking about the new revenue products, Karp described the organizational transition which recently took place and enabled long-time Tumblr president John Maloney to resign. Tumblr has grown from 15 employees to more than 105 since the beginning of last year. A lot of those hires were made to add senior executives to the staff who could oversee various different parts of the organization. Not only did that allow Maloney to step down, but it also meant that Karp hasn’t really written any code over the last six months.

Karp said it took a while for him to embrace the change, but now he’s able to dream stuff up, whiteboard it, and a team of engineers who were “worlds more brilliant than [he] ever was can build it.”