The pitch is straightforward: The newsletter will bring you one cool and/or useful online site, service, app, etc., per day. The alpha versions I’ve seen suggest that subscribers try out the likes of Gazelle, Zeni Optical, and Hazelmail.

If the concept sounds familiar, it should. There are several popular Web sites, like Gawker Media’s Lifehacker, that tread similar thematic ground.

And there are many variants in newsletter industry. Very Short List, the newsletter started by IAC (IACI) and now owned by the Observer Media Group, offers up a cool book, movie, video, etc., per day; DailyCandy, now owned by Comcast (CMCSA), tells its subscribers about cool sample sales and boutiques; Thrillist*, the DailyCandy for dudes, informs dudes about cool restaurants, bars, etc.

One other commonality: This newsletter business, like many others, is getting a boost from Bob Pittman’s Pilot Group. The investment fund, which has invested in newsletters, including Daily Candy and Thrillist, owns a piece of Recognition Media, the New York company that produces the annual Webby awards, among other silly/serious events.

*Your story is coming, Ben. Patience!

[Image credit: polmuadi]

For the record: Disney (DIS) says it always intended to move the company, which offers “bite-sized ideas for green living” via email and a Web site, from its corporate strategy group to its interactive division, which will happen later this year. At that point, “it will still continue in some form,” says spokesman Michelle Bergman.

That doesn’t sound good. Disney says it plans to conduct a review of the unit, so it’s not ready to answer some basic questions about the email newsletter company. Like: Are co-founders Heather Stephenson (who lives and works in San Francisco) and Jennifer Boulden (who until this summer lived and worked in Bozeman, Mont.; she’s now in Los Angeles, I’m told) staying on? Will Disney have to take a write-down on the property? Will there be layoffs? “It’s too early to say. I can’t tell you,” Bergman says.

Okay. But If I had to bet, I’d say at least some of the dozen-plus employees will be hitting the job market.

Disney paid a reported $20 million for the property a year and a half ago, and the plan was to create a big green-centered business around it, but that hasn’t panned out, sources said. The company, founded in 2005, is one of the many lifestyle newsletter businesses backed by Bob Pittman’s Pilot Group.

Comcast (CMCSA) bought DailyCandy, the best known of Pittman’s stable, for $125 million a little more than a year ago. That was surely one of the last “pre-Lehman” Web 2.0 M&A deals, but grunts and murmurs out of Philadelphia and Pilot indicate the business has held up during the recession. And Thrillist, a “DailyCandy for dudes” effort that has yet to sell, seems to be booming.

Sheinbaum, who started working for the company as a consultant in 2000 and took the top job in 2005, says he doesn’t have a new job lined up yet, though I’m told he has options. “I let them know after nine years it was time to look for the next thing,” he says via email.

I’m told that Comcast (CMCSA) is still pleased with the acquisition, which may have been the last Web 2.0 deal to close before last fall’s crash.

Here’s word from Comcast: “We wish Pete well, thank him for his work in growing Daily Candy. Catherine Levene, Chief Operating Officer and [founder] Dany Levy will continue to lead operations. For Comcast Interactive Media, IM, Daily Candy is overseen by Chuck Davis who is EVP at CIM and also runs Fandango. The transition under CIM has gone well and the company continues to grow–DC has added DailyCandy Video and DailyCandy Weddings.”

Here’s an interview with Sam Schwartz, the Comcast executive who engineered that deal and who says he’s still interested in other Web M&A:

That’s presumably because the profit slump isn’t as bad as Wall Street expected. But maybe investors are buying some of the optimism CEO John Wren doled out–sparingly–during the company’s earnings call.

Not only was he hopeful that the “pace of economic decline [will find] a bottom,” he said, but he was hopeful that things could actually start picking up in the media business by the fourth quarter when “massive stimulus spending by most governments should start to have a positive impact.”

See, Bob Pittman? You’re going to get your ad industry bailout after all!

Speaking as an ad-supported media employee, I’d be overjoyed if Wren is correct. But the informal poll I’ve been taking of publishers–on and offline–for the past couple weeks has me thinking that’s he’s probably early. But it sure would be awesome if I didn’t have to run this crater art for much longer.

No terms were disclosed. The settlement, in conjunction with an earlier deal struck with Sony’s Sony Music Entertainment (SNE), means that Project Playlist now has deals with two of the big four music labels. But Warner Music Group (WMG) and Vivendi’s Universal Music Group are still suing the company.

Just as important: Project Playlist hasn’t been reinstated by MySpace and Facebook, both of which booted the service off their social networks last November. Since Project Playlist depended on those sites to drive traffic to its site, it’s hard to see how it can gain much traction unless it can sweet-talk the two other labels into coming aboard.

My expectation was that a settlement was in the works last fall because that’s when former Facebook COO Owen Van Natta joined the company as CEO and investor Bob Pittman poured several millions of dollars into it. Neither of those men, I assumed, was betting on a prolonged lawsuit.

Project Playlist isn’t the only music start-up struggling these days–even those that haven’t been sued by the labels, or have deals with them or even investments from them, are trying to figure out how to survive. Most assumed they’d be able to make money via advertising, but that was a hard sell even before the recession/depression.

Still, better to have a deal than a lawsuit.

Preprepared quotes from both sides:

Van Natta: “It is crucial for us to continue connecting our users with more of their favorite music. This partnership will provide us with a wide-ranging selection of content to satisfy our users’ appetites to share and purchase music. We are excited to now have both EMI and SONY BMG Music catalogs available and we hope to continue to expand and enhance our service.”

Ronn Werre, EMI Music’s President, Music Services worldwide: “Making our music available on a fan favorite like Project Playlist is part of EMI Music’s mission to connect artists and fans and to give fans more ways to discover new artists. Project Playlist is becoming a fan favorite. Our artists also know that word-of-mouth among friends is a powerful part of music discovery.”

Pittman’s Pilot Group Ventures has already taken flyers on two of these things–DailyCandy, a shopping/events guide for cosmopolitan ladies, and Thrillist, a DailyCandy for the ladmag set. Now he’s done it again: He’s invested money in VitalJuice, a DailyCandy for fitness fans. Terms weren’t disclosed, but I’m told that Pilot invested $1 million in the company.

The New York-based company started up in the spring of 2007 and now has 50,000 subscribers; that number should increase as the company launches versions of the newsletter targeting Los Angeles and New York. Co-founder Amanda Freeman told me that she and partner Lisa Blau liked the DailyCandy model and thought it would work well for fitness and wellness tips.

“We felt that email was the perfect kind of delivery for this kind of content,” she says. “If you had a disease, you’d look up something on the Web. But healthy living isn’t something you seek out.”

I don’t know how much convincing Pittman required, but if anyone is a believer in the model, he is: He invested something like $3 million in DailyCandy in 2003 and sold it last summer to Comcast (CMCSA) for $125 million. It’s the biggest win to date for Pittman, who is well into a third career as a private media investor following earlier stints at Viacom’s (VIA) MTV and as one the major players during the ill-fated AOL-Time Warner (TWX) saga.

Some of Pilot’s other high-profile deals include stakes in Huffington Post and Project Playlist.

The Recording Industry Association of America (RIAA) initially contacted Facebook last summer requesting the removal of the Project Playlist application for copyright violation, and recently reopened those communications. We have forwarded the RIAA’s letters to Project Playlist so it can work directly with that organization and music labels on a resolution. In the meantime, the application must be removed to comply with the Facebook Platform Terms of Service. Our hope and expectation is that the parties can resolve their disagreements in a manner that satisfies the developer and copyright holder, that continues to offer a great experience to music fans, and that doesn’t discourage other developers from using Platform to share their creativity and test new ideas.”

The only surprise here is that it took Facebook this long to face up to reality: There was next to no upside for Mark Zuckerberg and company in fighting the big music labels, three of whom are suing Project Playlist. But there was plenty of downside: At best, the social network would end up squaring off against potential partners; at worst, it’s conceivable that it could end up being sued by the labels as well.

Facebook’s move is also less important than the one that MySpace made last week. That’s because Project Playlist is first and foremost a music service geared toward users of News Corp.’s (NWS) social network.

It’s also not surprising that MySpace was the first to bail on Project Playlist at the labels’ request: Not only does the network have its own competing music service–MySpace Music–but its partners in that service are the four major labels– Sony (SNE), Warner Music Group (WMG), Universal Music Group and EMI.

Most important is what the big labels who are suing Project Playlist– Warner, UMG and EMI–hope to accomplish by forcing the social networks to cut it off at the knees. The boilerplate answer from the labels is that Project Playlist violates copyright, and that they’d complained to MySpace and Facebook before, etc, etc.

But that’s a silly argument: The labels have also been trying to negotiate a deal with Project Playlist for some time, which is why investor Bob Pittman sank up to $20 million into the company earlier this year and former Facebook executive Owen Van Natta came aboard as CEO last month. I’m told that those talks had reached advanced stages this month.

So that leaves us with two possible conclusions:

1. This is just another negotiating move by the labels, which have previously sued Web services before partnering with them (see: Warner/Imeem, Universal/MySpace). But since they’ve already sued Project Playlist, cutting off their oxygen is more effective.
2. The labels have decided that ad-supported, free music services like MySpace Music, Imeem and Project Playlist just aren’t going to work, period, and that’s there’s no point in even trying to let new ones thrive.

For now, I’m going with No. 1, just because it’s the most obvious answer. But I’m willing to hear other arguments: Sound off in comments below or drop me a line at peter@allthingsd.com.

The purse strings haven’t completely closed for start-ups looking to raise money–even niche Web sites that hope to stay afloat by selling advertising.

Wowowow.com, a site launched earlier this year, which targets women over 40, has raised a $1.5 million round led by Bob Pittman’s Pilot Group and the Rhime Group.

No word on valuation, but I’d guesstimate Wowowow.com’s investors peg its value in the high seven-figure range. The company has now raised $3.1 million in less than a year.

The five founders–former publisher Joni Evans, “60 Minutes” reporter Lesley Stahl; New York Post gossip columnist Liz Smith; ad exec Mary Wells; and Wall Street Journal political columnist Peggy Noonan–contributed $200,000 each in an initial round. Some of the company’s high-profile pals, like Whoopi Goldberg and Candice Bergen, later kicked in another $600,000.

Is that money well spent? We’ll see. Publishing is a tough business, even for lean Web operations, and advertisers generally steer clear of small sites. The company launched with a series of high profile sponsors; from what I can tell, at least some of them–like Citigroup (C) and Sony (SNE)–are still there.

And Pittman, the former MTV and AOL executive, has garnered new respect as a Web investor (Full disclosure: Pittman’s company invested in Silicon Alley Media, my former employer), so presumably he sees something there.

One plus: Wowowow.com is boasting rapid growth. The site, which launched in March, says it attracted 600,000 unique visitors last month. That number is much higher than outside estimates from outfits like Compete and Quantcast, but that kind of discrepancy is par for the course for any Web publisher.

In any case, if Wowowow.com wants to make a go of it, it’s going to need to attract at least one million uniques a month, a goal the company says it will achieve “early next year.”

BoomTown’s Kara Swisher dropped by the company’s New York offices earlier this year; here’s a video that documents her visit.

It’s conceivable that iLike, led by brothers Hadi and Ali Partovi, is simultaneously pursuing funding options. But my understanding is that much like competitive music service iMeem, which is also on the block, iLike’s executives and investors are worried about keeping the company afloat as a standalone entity. Delivering free music on the Web has so far proven to be a high-cost, low-revenue endeavor, and that’s a difficult path to choose in this environment.

My sources couldn’t tell me what sale price iLike is hoping to get. It has raised about $16 million in two years. Most of that came from Ticketmaster (TKTM), which has now split off from Barry Diller’s IAC and trades as standalone company. A smaller slug came from Bob Pittman’s Pilot Group, which has taken a stab at other Web music start-ups, including a recent investment in Project Playlist. I’ve asked the Partovis and their PR rep for comment, but haven’t heard back.

Ticketmaster’s existing ownership makes it an obvious buyer. The company also has a relationship with RealNetworks (RNWK), which began powering a free music service for iLike this summer. And while I don’t have confirmation that the two companies have actually talked, the third very obvious buyer would be Facebook, which is responsible for the company’s success to date.

iLike originally started out as a music discovery service that promoted the homegrown music found on Garageband.com, another Partovi brother music start-up. But it really hit its stride with the launch of Facebook’s open developer platform in the spring of 2007. Since then it’s become one Facebook’s most popular apps, with more than 5.4 million active monthly users.

That hasn’t translated into huge revenue: The company hasn’t expended much effort trying to sell advertising on Facebook, which is a challenging environment to begin with. And while it generates referral fees when it sends concertgoers to Ticketmaster, those sales haven’t been significant enough to register on the company’s SEC filings so far.

Now Facebook is looking to create its own music service, and it’s conceivable that iLike could step in and take on that role for the company. One big problem: Facebook wants to provide users with a service that gives them the ability to listen to songs in their entirety, à la MySpace Music. But Facebook doesn’t actually have licenses with the big labels that allow it do that. Instead, it provides users with 30-second clips.

All Things Digital’s Kara Swisher visited with Hadi Partovi this summer; below the two talk about iLike’s history and ambitions.