Why Netflix has “no motivation” to release ratings for “House of Cards”

NEW YORK (TheWrap.com) – Netflix has ‘no motivation’ to disclose viewership numbers for its original shows regardless of their success, chief creative officer Ted Sarandos said on Tuesday. Speaking at AllThingsD’s conference in Laguna Beach, Sarandos both mocked Nielsen numbers and insisted that Netflix has no need to toot its own horn.

“I honestly have no motivation to do it,” Sarandos said of releasing numbers. “I don’t sell ads, so ratings don’t matter in that way.”

The question has surfaced repeatedly since Netflix released “House of Cards,” an expensive and well-received original show created by Beau Willimon and starring Kevin Spacey. While Sarandos said the show has been the most watched show on Netflix in every country where the service is available, he would not go much further.

Entertainment executives are particularly curious about the show’s performance to gauge Netflix’s foray into original programming and to compare its audience to that of shows on regular TV. Netflix will soon release other new series from successful Hollywood talent, including a new season of “Arrested Development.” The show’s creator Mitch Hurwitz and cast member Will Arnett joined Sarandos on stage during the session as well.

Sarandos gave several explanations for why Netflix has no reason to get into the numbers game. For one, they don’t sell advertisements against specific shows, so ratings have no impact on their bottom line. They don’t sell their shows to cable operators either, so they don’t need ratings to justify charging a certain fee. They make money from subscriptions and ratings have no impact on those numbers.

Netflix customers also watch the shows differently than they do normal television since they can watch them at any time on many devices. Sarandos said comparing Netflix ratings and TV ratings would be like apples and oranges.

When a reporter pressed Sarandos on the issue, he remarked that actors don’t believe in Nielsen numbers anyways. Arnett then commented that creative people just want to tell stories and welcome a new way of doing so.

When asked what he does when Spacey calls to ask about numbers, Sarandos replied, “I don’t tell him. I just tell him I’m thrilled.”

TV News Headlines – Yahoo! News

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Well: Getting the Right Dose of Exercise

Phys Ed

Gretchen Reynolds on the science of fitness.

A common concern about exercise is that if you don’t do it almost every day, you won’t achieve much health benefit. But a commendable new study suggests otherwise, showing that a fairly leisurely approach to scheduling workouts may actually be more beneficial than working out almost daily.

For the new study, published this month in Exercise & Science in Sports & Medicine, researchers at the University of Alabama at Birmingham gathered 72 older, sedentary women and randomly assigned them to one of three exercise groups.

One group began lifting weights once a week and performing an endurance-style workout, like jogging or bike riding, on another day.

Another group lifted weights twice a week and jogged or rode an exercise bike twice a week.

The final group, as you may have guessed, completed three weight-lifting and three endurance sessions, or six weekly workouts.

The exercise, which was supervised by researchers, was easy at first and meant to elicit changes in both muscles and endurance. Over the course of four months, the intensity and duration gradually increased, until the women were jogging moderately for 40 minutes and lifting weights for about the same amount of time.

The researchers were hoping to find out which number of weekly workouts would be, Goldilocks-like, just right for increasing the women’s fitness and overall weekly energy expenditure.

Some previous studies had suggested that working out only once or twice a week produced few gains in fitness, while exercising vigorously almost every day sometimes led people to become less physically active, over all, than those formally exercising less. Researchers theorized that the more grueling workout schedule caused the central nervous system to respond as if people were overdoing things, sending out physiological signals that, in an unconscious internal reaction, prompted them to feel tired or lethargic and stop moving so much.

To determine if either of these possibilities held true among their volunteers, the researchers in the current study tracked the women’s blood levels of cytokines, a substance related to stress that is thought to be one of the signals the nervous system uses to determine if someone is overdoing things physically. They also measured the women’s changing aerobic capacities, muscle strength, body fat, moods and, using sophisticated calorimetry techniques, energy expenditure over the course of each week.

By the end of the four-month experiment, all of the women had gained endurance and strength and shed body fat, although weight loss was not the point of the study. The scientists had not asked the women to change their eating habits.

There were, remarkably, almost no differences in fitness gains among the groups. The women working out twice a week had become as powerful and aerobically fit as those who had worked out six times a week. There were no discernible differences in cytokine levels among the groups, either.

However, the women exercising four times per week were now expending far more energy, over all, than the women in either of the other two groups. They were burning about 225 additional calories each day, beyond what they expended while exercising, compared to their calorie burning at the start of the experiment.

The twice-a-week exercisers also were using more energy each day than they had been at first, burning almost 100 calories more daily, in addition to the calories used during workouts.

But the women who had been assigned to exercise six times per week were now expending considerably less daily energy than they had been at the experiment’s start, the equivalent of almost 200 fewer calories each day, even though they were exercising so assiduously.

“We think that the women in the twice-a-week and four-times-a-week groups felt more energized and physically capable” after several months of training than they had at the start of the study, says Gary Hunter, a U.A.B. professor who led the experiment. Based on conversations with the women, he says he thinks they began opting for stairs over escalators and walking for pleasure.

The women working out six times a week, though, reacted very differently. “They complained to us that working out six times a week took too much time,” Dr. Hunter says. They did not report feeling fatigued or physically droopy. Their bodies were not producing excessive levels of cytokines, sending invisible messages to the body to slow down.

Rather, they felt pressed for time and reacted, it seems, by making choices like driving instead of walking and impatiently avoiding the stairs.

Despite the cautionary note, those who insist on working out six times per week need not feel discouraged. As long as you consciously monitor your activity level, the findings suggest, you won’t necessarily and unconsciously wind up moving less over all.

But the more fundamental finding of this study, Dr. Hunter says, is that “less may be more,” a message that most likely resonates with far more of us. The women exercising four times a week “had the greatest overall increase in energy expenditure,” he says. But those working out only twice a week “weren’t far behind.”

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Media Decoder Blog: Comcast Buys Rest of NBC in Early Sale

8:53 p.m. | Updated Comcast gave NBCUniversal a $16.7 billion vote of confidence on Tuesday, agreeing to pay that sum to acquire General Electric’s remaining 49 percent stake in the entertainment company. The deal accelerated a sales process that was expected to take several more years.

Brian Roberts, chief executive of Comcast, said the acquisition, which will be completed by the end of March, underscored a commitment to NBCUniversal and its highly profitable cable channels, expanding theme parks and the resurgent NBC broadcast network.

“We always thought it was a strong possibility that we’d some day own 100 percent,” Mr. Roberts said in a telephone interview.

He added that the rapidly changing television business and the growing necessity of owning content as well as the delivery systems sped up the decision. “It’s been a very smooth couple of years, and the content continues to get more valuable with new revenue streams,” he said.

Comcast also said that NBCUniversal would buy the NBC studios and offices at 30 Rockefeller Center, as well as the CNBC headquarters in Englewood Cliffs, N.J. Those transactions will cost about $1.4 billion.

Mr. Roberts called the 30 Rockefeller Center offices “iconic” and said it would have been “expensive to replicate” studios elsewhere for the “Today” show, “Saturday Night Live,” “Late Night With Jimmy Fallon” and other programs produced there. “We’re proud to be associated with it,” Mr. Roberts said of the building.

With the office space comes naming rights for the building, according to a General Electric spokeswoman. So it is possible that one of New York’s most famous landmarks, with its giant red G.E. sign, could soon be displaying a Comcast sign instead.

When asked about a possible logo swap on the building, owned by Tishman Speyer, Mr. Roberts told CNBC, that is “not something we’re focused on talking about today.” Nevertheless, the sale was visible in a prominent way Tuesday night: the G.E. letters, which have adorned the top of 30 Rock for several decades, were not illuminated for an hour after sunset. But the lights flickered back on later in the evening.

Comcast, with a conservative, low-profile culture, had clashed with the G.E. approach, according to employees and executives in television. Comcast moved NBCUniversal’s executive offices from the 52nd floor to the 51st floor — less opulent space that features smaller executive offices and a cozy communal coffee room instead of General Electric’s lavish executive dining room.

Comcast took control of NBCUniversal in early 2011 by acquiring 51 percent of the media company from General Electric. The structure of the deal gave Comcast the option of buying out G.E. in a three-and-a-half to seven-year time frame. In part because of the clash in corporate cultures, television executives said, both sides were eager to accelerate the sale.

Price was also a factor. Mr. Roberts said he believed the stake would have cost more had Comcast waited. Also, he pointed to the company’s strong fourth-quarter earnings to be released late Tuesday afternoon, which put it in a strong position to complete the sale.

Comcast reported a near record-breaking year with $20 billion in operating cash flow in the fiscal year 2012. In the three months that ended Dec. 31, Comcast’s cash flow increased 7.3 percent to $5.3 billion. Revenue at NBCUniversal grew 4.8 percent to $6 billion.

“We’ve had two years to make the transition and to make the investments that we believe will continue to take off,” Mr. Roberts said.

The transactions with General Electric will be largely financed with $11.4 billion of cash on hand, $4 billion of subsidiary senior unsecured notes to be issued to G.E. and a $2 billion in borrowings.

Even with the investment in NBCUniversal, Comcast said it would increase its dividend by 20 percent to 78 cents a share and buy back $2 billion in stock in 2013.

When it acquired the 51 percent stake two years ago, Comcast committed to paying about $6.5 billion in cash and contributed all of its cable channels, including E! and some regional sports networks, to the newly established NBCUniversal joint venture. Those channels were valued at $7.25 billion.

The transaction made Comcast, the single biggest cable provider in the United States, one of the biggest owners of cable channels, too. NBCUniversal operates the NBC broadcast network, 10 local NBC stations, USA, Bravo, Syfy, E!, MSNBC, CNBC, the NBC Sports Network, Telemundo, Universal Pictures, Universal Studios, and a long list of other media brands.

Mr. Roberts and Michael J. Angelakis, vice chairman and chief financial officer for the Comcast Corporation, led the negotiations that began last year with Jeffrey R. Immelt, chief executive of General Electric, and Keith Sharon, the company’s chief financial officer. JPMorgan Chase, Goldman Sachs, Centerview Partners and CBRE provided financial and strategic advice.

The sale ends a long relationship between General Electric and NBC that goes back before the founding days of television. In 1926, the Radio Corporation of America created the NBC network. General Electric owned R.C.A. until 1930. It regained control of R.C.A., including NBC, in 1986, in a deal worth $6.4 billion at the time.

In a slide show on the company’s “GE Reports” Web site titled “It’s a Wrap: GE, NBC Part Ways, Together They’ve Changed History,” G.E. said the deal with Comcast “caps a historic, centurylong journey for the two companies that gave birth to modern home entertainment.”

Mr. Immelt has said that NBCUniversal did not mesh with G.E.’s core industrial businesses. That became even more apparent when the company became a minority stakeholder with no control over how the business was run, according to a person briefed on G.E.’s thinking who could not discuss private conversations publicly.

“By adding significant new capital to our balanced capital allocation plan, we can accelerate our share buyback plans while investing in growth in our core businesses,” Mr. Immelt said in a statement. He added: “For nearly 30 years, NBC — and later NBCUniversal — has been a great business for G.E. and our investors.”

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Ex-Bell officials defend themselves as honorable public servants

Less than three years ago, they were handcuffed and taken away in a case alleged to be so extensive that the district attorney called it "corruption on steroids."

But on Monday, two of the six former Bell council members accused of misappropriating money from the small, mostly immigrant town took to the witness stand and defended themselves as honorable public servants who earned their near-$100,000 salaries by working long hours behind the scenes.

During her three days on the stand, Teresa Jacobo said she responded to constituents who called her cell and home phone at all hours. She put in time at the city's food bank, organized breast cancer awareness marches, sometimes paid for hotel rooms for the homeless and was a staunch advocate for education.

"I was working very hard to improve the lives of the citizens of Bell," she said. "I was bringing in programs and working with them to build leadership and good families, strong families."

Jacobo, 60, said she didn't question the appropriateness of her salary, which made her one of the highest-paid part-time council members in the state.

Former Councilman George Mirabal said he too worked a long, irregular schedule when it came to city affairs.

"I keep hearing time frames over and over again, but there's no clock when you're working on the council," he said Monday. "You're working on the circumstances that are facing you. If a family calls … you don't say, '4 o'clock, work's over.' "

Mirabal, 65, said he often reached out to low-income residents who didn't make it to council meetings, attended workshops to learn how to improve civic affairs and once even made a trip to a San Diego high school to research opening a similar tech charter school in Bell.

"Do you believe you gave everything you could to the citizens of Bell?" asked his attorney, Alex Kessel.

"I'd give more," Mirabal replied.

Both Mirabal and Jacobo testified that not only did they perceive their salaries to be reasonable, but they believed them to be lawful because they were drawn up by the city manager and voted on in open session with the city attorney present.

Mirabal, who once served as Bell's city clerk, even went so far as to say that he was still a firm supporter of the city charter that passed in 2005, viewing it as Bell's "constitution." In a taped interview with authorities, one of Mirabal's council colleagues — Victor Bello — said the city manager told him the charter cleared the way for higher council salaries.

Prosecutors have depicted the defendants as salary gluttons who put their city on a path toward bankruptcy. Mirabal and Jacobo, along with Bello, Luis Artiga, George Cole and Oscar Hernandez, are accused of drawing those paychecks from boards that seldom met and did little work. All face potential prison terms if convicted.

Prosecutors have cited the city's Solid Waste and Recycling Authority as a phantom committee, created only as a device for increasing the council's pay. But defense attorneys said the authority had a very real function, even in a city that contracted with an outside trash company.

Jacobo testified that she understood the introduction of that authority to be merely a legal process and that its purpose was to discuss how Bell might start its own city-run trash service.

A former contract manager for Consolidated Disposal Service testified that Bell officials had been unhappy with the response time to bulky item pickups, terminating their contract about 2005, but that it took about six years to finalize because of an agreement that automatically renewed every year.

Deputy Dist. Atty. Edward Miller questioned Mirabal about the day shortly after his 2010 arrest that he voluntarily told prosecutors that no work was done on authorities outside of meetings.

Mirabal said that if he had made such a statement, it was incorrect. He said he couldn't remember what was said back then and "might have heed and hawed."

"So it's easy to remember now?" Miller asked.

"Yes, actually."

"More than two years after charges have been filed, it's easier for you to remember now that you did work outside of the meetings for the Public Finance Authority?"

"Yes, sir."

Miller later asked Mirabal to explain a paragraph included on City Council agendas that began with the phrase, "City Council members are like you."

After some clarification of the question, Mirabal answered: "That everybody is equal and that if they look into themselves, they would see us."

corina.knoll@latimes.com

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A Shockingly Mediocre Backpack and Battery Combo

The North Face has been making mountaineering and hiking gear for years, so you’d think its product designers would know their way around a backpack, right? Well, they do — provided the backpack in question is aimed at folks headed into the wilderness.

But The North Face’s new Surge II Charged Daypack is meant for carrying a laptop instead of a pair of crampons; it can simultaneously protect and charge USB-powered hardware, thanks to a built-in battery pack. Unfortunately, if the time I spent with the Surge II is any indication, the company’s approach to the charge-while-you-schlep concept could use some tinkering.

It can hold 41 liters’ worth of stuff, more than enough space for overnight trip. Or, if you were headed into work, you could fit your lunch, attaché, gym clothes and your laptop and tablet. Its wide, well-padded straps mitigate weight well. No matter what I stuffed into the Surge II Charged Daypack over the week that I tested it, I never felt like the straps were digging into my shoulders.

On the outside of the bag, you’ll find a couple of horizontal stash pockets, a water bottle pocket and a zippered pocket that’s about the right size for a sunglasses case. For the safety-first set, there’s a reinforced loop near the base for a rear bike light, and the chest strap buckle doubles as a rescue whistle.

The Surge II Charged Daypack’s roomy interior is subdivided into three main sections: a laptop/tablet compartment, a central carry-all area, and an compartment full of a gazillion small pockets that also contains the aforementioned removable battery pack (more on that in a bit).

The bag’s laptop compartment can accommodate computers up to 17 inches. In the front of the laptop compartment, there’s an extra smaller sleeve which I found could hold a Nexus 10 tablet snugly. Sounds good right? Well, it would be, if there were adequate padding to protect your hardware from getting knocked around on your commute, or dinged by the rest of the crap in your bag.

The section of bag next the laptop compartment? It’s roomy, and I could fit a change of clothes and a dopp kit into it. But a lack of padding between the interior compartments means any hard or heavy gear you jam into it could wind up damaging your laptop or tablet.

The final large, zippered compartment is taken up by a ton of small pockets sized to accommodate smartphones, cables and the like. I get what The North Face was trying to do here, but unfortunately these pockets are too small to allow for much customization. So if you want to stash anything larger than an iPhone 5 or a small external drive, you’re hosed.

One of these frustratingly small pockets is designed to hold the backpack’s Joey T1 battery: a 5.5-ounce, 5-volt 13Wh lithium polymer battery pack that the company claims can charge a smartphone battery twice, or give a life-extending boost to your tablet or digital camera. (This is the same battery pack Timbuk2 and other bag-makers are using in their charging packs.)

While it was able to power my tablet as advertised, it only managed to charge my iPhone 5′s battery 1.25 times. Not cool. Also, while there’s plenty of cable management for your devices’ charging cables, the Joey T1 battery pack has its own long USB cable for charging it up, and there’s nothing to hold it in place. Opening the pack from the top, I found the cable often got in the way of taking my stuff out of the bag.

I wanted to like the Surge II Charged Daypack, but The North Face made that impossible. Conceptually, it’s a time-tested pack design from a reputable company. But the lackluster aftermarket battery pack seems to have been added as an afterthought, and the interior appears to have been arranged with very little thought at all. Anyone looking for a new bag and battery to carry and power their gear would be better off buying them separately.

WIRED Comfortable, even when carrying heavier loads. 41 liters is more space than most people will ever need on their daily commute or an overnight trip.

TIRED Minimal padding to protect laptops and tablets. Small interior pockets make the pack less versatile than it could be. Battery implementation feels tacked on, because it is.

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Rhythm & Hues filing for bankruptcy after deal with Prime Focus collapses

LOS ANGELES (TheWrap.com) – Oscar-winning visual effects company Rhythm & Hues Studios will seek Chapter 11 bankruptcy protection, according to an individual with knowledge of the situation.

A deal for Indian-based Prime Focus to buy the Oscar-winning visual effects studio collapsed, forcing the company to file, the individual said.

The news comes as Rhythm & Hues is being honored for its artistry. The company is nominated for two Oscars for its effects work on “Snow White & The Huntsman” and “Life of Pi,” and won a British Academy of Film and Television Arts award last weekend for its contributions to the latter film.

Representatives for Rhythm & Hues and Prime Focus did not immediately respond to requests for comment.

There are still several suitors interested in buying Rhythm & Hues after it emerges from bankruptcy, the individual said.

Rhythm & Hues had hoped to avoid bankruptcy and had secured a $ 20 million bridge loan from three studios to keep it afloat until its sale to Prime Focus could be completed. The money would have been used to keep Rhythm & Hues running through April so it could finish its work on several major projects, including “The Hunger Games: Catching Fire,” “R.I.P.D.” and “Percy Jackson & the Sea of Monsters.” It is not certain how the loan will be affected.

Under that pact, Universal, Twentieth Century Fox and Warner Bros. planned to step in to float cash to the company, according to a different individual with knowledge of the deal. Though the studios were poised to lend the money, at least one of the them believed that it would be wiser for Rhythm & Hues to go through the bankruptcy process, the individual said.

Rhythm & Hues boasts more than 1,400 employees and has branches in India, Malaysia, Taiwan and Canada. It is headquartered in Los Angeles.

VFX Soldier, an effects industry blog that broke the news of the filing, reported that Rhythm & Hues has told employees that payroll is delayed.

Rhythm & Hues’ difficulties became grave after a major project canceled work with the company last year. The visual effects industry is a low-margin one, insiders tell TheWrap. It is also a business that has been hard-hit by runaway productions that have been lured away by lucrative film tax incentives offered by foreign and state governments.

Several effects shops have succumbed to financial difficulties in recent years, including Digital Domain, which filed for bankruptcy and was acquired by Galloping Horse America and Reliance Mediaworks last September.

Movies News Headlines – Yahoo! News

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DealBook: S.E.C. Nominee Mary Jo White Discloses Law Firm Wealth

It is no secret that the partners at the white-shoe law firms Debevoise & Plimpton and Cravath, Swaine & Moore earn a decent living. The financial disclosure form of Mary Jo White, the Obama administration’s pick to become the next chairwoman of the Securities and Exchange Commission, reveals just how decent.

Ms. White and her husband, John White, have amassed at least $16 million, according to the filing. Ms. White, 65, heads the litigation department at Debevoise; Mr. White, 65, is co-chairman of the corporate governance practice at Cravath.

As part of her disclosures, Ms. White also explained how she would deal with potential conflicts of interest. In a surprise move, she wrote that her husband would convert his partnership at Cravath from equity to nonequity status.

While many large corporate law firms have nonequity partners, meaning they hold the title of partner but have no ownership stake, each of Cravath’s 87 partners has equity in the firm. As a nonequity partner, Mr. White will receive a fixed salary and an annual performance bonus, according to the filing.

Ms. White also said that, for the time she serves as the S.E.C.’s chairwoman, Mr. White would not communicate with the commission on behalf of Cravath or any client in connection with rules proposed by the S.E.C. Such a restriction is not immaterial for Cravath, as Mr. White has vast experience in securities law and deep connections to the S.E.C., having served as the director of the commission’s corporation finance unit from 2006 to 2008.

The disclosure form contained a number of other revelations. Mr. White has investments in three hedge funds, including a vehicle managed by Och-Ziff, a large publicly traded investment firm started by a former Goldman Sachs partner. He will divest his interest in all three funds upon her confirmation, according to the filing.

The couple also owns 40 acres of farmland and unsold crops in Pocahontas County, Iowa, that are valued at $100,000 to $250,000.

As for Ms. White, a former United States attorney in Manhattan, she received more than $2.4 million as a Debevoise partner last year, according to the filing. And she said that she planned to retire as a Debevoise partner upon becoming S.E.C. chairwoman, at which point she would enjoy the benefits of the firm’s lucrative retirement plan. The disclosure says that Ms. White will receive a monthly lifetime retirement payment of $42,500, amounting to $510,000 annually.

However, instead of making a monthly retirement payment for the next four years while she runs the commission, Debevoise will make a lump-sum payment within 60 days of her appointment, the filing disclosed.

The Whites’ net worth is most likely far greater than $16 million, which represents the low number in a range of possible amounts. Government officials are required to disclose their net worth only within broad ranges.

For instance, the Whites own seven different investments — including a Vanguard high yield bond fund and a Vanguard emerging markets fund — worth $1 million to $5 million. At the low end, those seven funds would be worth $7 million; but at the high end, they would be valued at $35 million.

Ms. White also said that she would avoid some matters for a period of time that involve her former clients, a list that includes JPMorgan Chase, Microsoft and UBS.

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Grammys 2013: Fun., Mumford, Gotye lead a newer generation

Grammy Awards voters gave their top honor to British roots music band Mumford & Sons for their album "Babel" on Sunday at the 55th awards ceremony. Other top honors were distributed to a broad array of younger acts, including indie trio Fun., electronic pop artist Gotye, rapper-R&B singer Frank Ocean and rock group the Black Keys.

"We figured we weren't going to win because the Black Keys have been sweeping up all day — and deservedly so," Mumford & Sons front man Marcus Mumford said after he and his band members strode to the stage at Staples Center in Los Angeles to collect the award from last year's winner, R&B-soul singer Adele.

Pop culture historians may look back at 2013, however, as the year the Grammy Awards gave up its long fight against new forms of music dissemination, embracing songs and videos that consumers soaked up by way of YouTube and other Internet outlets as opposed to purchasing them.

PHOTOS: 2013 Grammy Award winners

"Somebody That I Used to Know," the wildly popular collaboration between Gotye and New Zealand pop singer Kimbra, took the top award presented for a single recording upon being named record of the year, which recognizes performance and record production.

"Somebody…" not only was one of the biggest-selling singles of 2012 but also has notched nearly 400 million views on YouTube, powerfully demonstrating the increasingly vital role of the "broadcast yourself" video Internet phenomenon. Different YouTube posts of Ocean's "Thinking About You" single have totaled nearly 60 million views.

New York indie rock trio Fun. was named best new artist, an acknowledgment of the good-time music the group brought to listeners and viewers last summer largely through its runaway hit single "We Are Young," which has racked up nearly 200 million YouTube views. It also was named song of the year, bringing awards for the group's songwriters, Jack Antonoff, Andrew Dost and Nate Ruess, and collaborator Jeff Bhasker.

GRAMMYS 2013: Full coverage | Pre-show winners | Winners | Ballot

"Everyone can see our faces, and we are not very young — we've been doing this for 12 years," Ruess said as they collected the award.

The song's title could also serve as a theme for the evening, which was dominated by other relatively young acts in the most prestigious Grammy categories.

Singer, rapper and songwriter Ocean emerged the victor in the one category that pitted him directly against real-life rival Chris Brown, as his critically acclaimed solo debut album, "Channel Orange," won the urban contemporary album award. A few minutes later Ocean got a second Grammy with Kanye West, Jay-Z and the Dream in the rap-sung collaboration category for their single "No Church in the Wild."

GRAMMYS 2013: Winners list | Best & Worst |  Red carpet | Timeline | Fashion | Highlights

Ocean's tuxedo covered all but his hands, but it appeared as he picked up the urban album award that his left arm remained in a wrist brace he'd exhibited Thursday at rehearsals for this year's broadcast, a remnant of his scuffle last month with Brown over a parking space at a recording studio. Los Angeles Police Department investigators said Ocean informed them that he would not press charges against Brown.

It was the Black Keys' Dan Auerbach who quickly built up steam as the front-runner to dominate this year's awards, taking several statuettes barely an hour into the show, including producer of the year for himself and three with his group including rock performance, rock song and rock album for "El Camino."

The Black Keys homed in on the fundamentals of rock 'n' roll — big guitar riffs, lustful lyrics and a bevy of musical hooks on "El Camino," one of the best reviewed albums of the group's career.

FULL COVERAGE: Grammy Awards 2013

Auerbach picked up another award as producer of the blues album winner, Dr. John's "Locked Down."

Carrie Underwood grabbed the country solo performance Grammy for the title track from her album "Blown Away," which also won the country song award for writers Josh Kear and Chris Tompkins earlier during the pre-telecast ceremony at Nokia Theatre, across the street from Staples Center.

The Zac Brown Band added to its growing place as a new-generation country powerhouse with a win of the country album trophy for its "Uncaged," built on muscular Southern rock guitar riffs, elaborate multipart vocal harmonies and jam-band instrumental excursions.

Last year's big winner, Adele, collected the first statuette of the night for her single "Set Fire to the Rain" in the pop solo performance category.

The show got off to an eye-popping start with a Cirque du Soleil-inspired performance by Taylor Swift of her nominated single "We Are Never Ever Getting Back Together."

The preponderance of youthful acts not broadly known to mainstream TV audiences heightened the use of cross-generational pairings. Rising songwriter and singer Ed Sheeran shared the stage early with veteran Grammy darling Elton John, while Bruno Mars teamed with Sting and Rihanna in a Bob Marley tribute later in the show. Several members of Americana acts, including Alabama Shakes and Mumford & Sons, sang alongside veterans John, Mavis Staples and T Bone Burnett in a salute to drummer Levon Helm of the Band.

But it was the young guns to whom the evening — and perhaps the future — of the Grammy Awards belonged.

The Grammys are determined by about 13,000 voting members of the Recording Academy. The eligibility period for nominated recordings was Oct. 1, 2011, to Sept. 30, 2012. The show aired on CBS live except on the West Coast, which gets a tape delay.

randy.lewis@latimes.com

Twitter: @RandyLewis2

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Mouse Maker Scurries Away From PCs Toward iPad Future

The struggles of personal computer giants like Dell, Hewlett-Packard, Microsoft and Intel to adapt to a world driven by smartphones and tablets can be viewed clearly through slumping sales and falling share prices. But if you go out one orbit, to a company like Logitech, which makes the add-ons for PCs – the mice, keyboards and speakers – the rapid decline of the personal computer ecosystem is especially stark.

In the past two years the California and Switzerland-based company has seen its stock slide 62 percent in value. Sales in the most recent quarter, which ended December 31, were down 14 percent as Logitech posted an operating loss of $180 million. “Continued weakness in the global PC market was the primary factor in our disappointing Q3 results,” is how newly installed CEO Bracken Darrell summed it up.

Not exactly the way you want to kick off your first earnings call as the boss of the $2.3 billion company. But even as Darrell, the former head of Whirlpool’s business in Europe, has been busy paring down business lines, he’s surprisingly upbeat about what he plainly describes as a Logitech turnaround. And in what he’s dropping and what he’s kept, you can see where Darrell believes Logitech and consumer tech is headed.

First, what is gone. Darrell plans to wind down Logitech’s Harmony remote control, digital video security gear, speaker docks and console gaming peripherals by the end of this year. He doesn’t think consoles are going away, but he is more enamored of the premium prices that gamers pay for high-end gaming mice and other gadgets. Clearly Darrell believes speaker docks have been supplanted by Bluetooth speakers, and Logitech is pushing hard there with its UE (Ultimate Ear) boom box offerings.

As to remote controls and video security gear, both its Harmony business and security business never reached a size that could make a dent in Logitech’s bottom line. More importantly, Darrell says, neither remotes nor video security plugged easily into the distribution and scale advantages Logitech has in the PC world – and as grim as the news from PC-land is, Logitech is staying in the game.

Darrell argues that while consumers are flocking to tablets and smartphones for all kinds of computing tasks, at work you are still going to need either a desktop or notebook PC. “The PC industry will always be important to us,” Darrell says. “It’s not going to be something for us to brag about, but it’s going to be a profitable thing for us to do.”

The things Darrell does want to brag about he pulls from a canvas bag. There is a mobile-friendly version of the UE Bluetooth boom box, a metal and rubber-clad competitor to Jawbone’s Jambox.

Next, there is an ultrathin keyboard cum cover that clips magnetically to an iPad mini. Its standard iPad-sized counterpart has been a hit, and Darrell expects the same from the smaller version.

Clad in aluminum, the mini version has a fit and finish that pairs well with Apple’s sleek hardware. Design has to be a differentiator for Logitech going forward, Darrell says, but so does speed – especially when you are operating in Apple’s world. Logitech’s first ultrathin keyboard for the standard iPad took 13 months to develop and get to store shelves. The mini version took three months, Darrell says. Certainly Logitech learned a fair bit from the first iteration that it could apply to the second, but Darrell has also made changes, moving a core team of designers and engineers closer to manufacturing in Asia, for example, to speed things up.

The team anticipates the dimensions of follow-up Apple products, following rumors and its own gut to guess at thinness, width and length. As much as it can, it preps a product for manufacture, and then waits on Apple. “I don’t know about other companies, but Apple doesn’t share anything with us in advance,” Darrell says. “We have to have these workarounds, and just be ready to hit the start button as fast as we can. I think we can get down to a three-week turnaround with our current approach.”

When asked whether some manufacturing for Logitech could move to the United States, as Apple’s Tim Cook has suggested Apple will be looking to do more of, Darrell pauses. At Whirlpool, and before that Procter & Gamble, Darrell has spent a career shifting manufacturing to the lowest cost parts of the globe. “But then General Electric put water heater manufacturing back in Kentucky,” Darrell says. “I put G.E. into that business years ago, and I never would have guessed it was coming back to the United States, but it did. I honestly don’t know what to think about where manufacturing is headed next.”

Darrell does know where he’s taking Logitech next, deep into a design-driven world that revolves around smartphones and tablets. And while he’s not boastful, he’s confident in Logitech’s chances. “We are in the biggest revolution in computing since (Steve) Jobs and (Bill) Gates,” Darrell says. “Ultrabooks, notebooks, tablets, they are all going to blend together. But at the end of the day, all those devices are going to need some kind of keyboard, and that starts to look like a world we know.”

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Three dead in helicopter crash on TV reality shoot

LOS ANGELES (TheWrap.com) – Three men working on a reality TV show were killed in a helicopter crash early on Sunday in Acton, California, according to county firefighters.

They told City News Service that all three occupants of the helicopter were pronounced dead at the scene. The crash happened at around 3:40 a.m. on a ranch with two airstrips that is often used as a location for movies, TV shows and commercials.

The Los Angeles Film Commission told local media outlets that a company called Bongo Productions had a permit to shoot in the area, and a reality show was being filmed.

Officials from the National Transportation Safety Board and the Federal Aviation Administration are investigating the crash.

TV News Headlines – Yahoo! News

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