Can Yahoo improve advertising sales and create innovative content and services enough to make its new search pact with Microsoft profitable? The jury is still out on whether Yahoo will sell better than it could search.

The tactical maneuvers Jonathan Miller must make to get MySpace on the exploding online gaming map cannot be underestimated. It will require MySpace to make acquisitions or strategic investments, and engage in even more aggressive rebranding.

A stalled TV advertising upfront could lead to a selling arrangement that makes more sense: a perpetual scatter market in which ad time is continually bought and sold as needed.

Finding a formula for making money on Twitter and other social networks would jump-start an economic media recovery. Satisfy the information and functionality users want and need at any given moment, and the revenues will follow.

Broadcast TV stations' best days are behind them unless they can reinvent themselves. Surviving broadcasters will have to create and mine digital wireless connections between local consumers, marketers and content.

Connectivity has reached utility status with a force that is profoundly shaping content and advertising. Too many media-related companies mistakenly believe their conventional business models will simply transfer over to a connected marketplace. They won't.

The impact of accelerating pay models cannot be underestimated: Newspaper publishers and studios will reconsider charging for online content, while consumers' love of devices and what they load on them could cripple the Freemium paradigm.

Looking beyond the simplistic notion that Internet video eventually will decimate traditional media distribution, content economics can yield some surprising insights about a world that will be dominated by the Internet Bypass.

If economic stabilization has begun, what will it mean to media companies and the advertising and marketing business that bind them? We need to achieve an equilibrium between historical and new expectations .Clinging to broken business models and expectations on permanently improved spending would be a mistake.

Who would have thought the digital media revolution would bring imploding conglomerates and enterprising startups to the same place? They are struggling to reinvent themselves and forge profitable business models in the untamed interactive jungle. Not all will or should survive, but there are steps they can take to get in the groove.