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The worst excesses of the dot-com era are gone.
So many dot-com companies were formulated on air.
Almost every dot-com idea from 1999 that failed will succeed.
And Seattle isn't really crazy anymore. It's a big dot-com city.
Mindtree began as an internet systems integrator when the dot-com boom was going on.
I don't control what people say. I don't control what people put on dot-com or anything else.
The day I graduated, I skipped the ceremony to go straight to California for the dot-com boom.
I think the dot-com boom and bust represented the end of the beginning. The industry is more mature today.
In 2000, just before the first dot-com bubble burst, it cost a whopping $5 million to launch a tech startup.
Many of the young aspire to happy marriages and dot-com fortunes but end up in guarded love and okay-for-now jobs.
We're probably one of the few Internet dot-com B2Bs business-to-business companies that have improved their bottom line.
Remember, 2000 was the year of the dot-com bust. The telecom industry lost about $2 trillion in market capital at that time.
It's a modern world we live in, with everything at our fingertips, and if it's not at our fingertips, you can dot-com anything.
And, you know, I came out of college in the early '90s. That was a great time to exit school and get a job in the dot-com world and get educated.
A token like ethereum has gone up 10 times faster than bitcoin, and it's fueling an ICO bubble no different then the dot-com IPOs of the late '90s.
Whenever people think of the dot-com collapse, they think of a handful of companies that epitomized the era, and Pets.com... is always up there, right?
Why are people so obsessed with Pets.com? We shut it down and returned money to shareholders. Besides, there were plenty of other dot-com failures around then.
As you know, in the past several years, month after month, radio has increased its revenues - some of it even coming from Dot-Com advertisers. So, radio is a survivor.
But maybe because the dot-com world gives people positions at a younger age, and many women are prominent in this business, it will help change the view about who can run big companies.
Parents will purchase the dot-com name for their baby. We have been aware of some instances where somebody didn't name their child a particular name because the dot-com wasn't available.
Virtually every major technology has an initial spike of interest, then a dip, and then a long-term rise to success. The dot-com bubble is the canonical example, but there are many more.
ICG became a dot-com joke, a one-stock example of extreme hubris on the part of its management and the investment bankers and sell-side analysts who embarrassed themselves by pumping it up.
Today, in the Internet gold rush, so many people go into dot-com jobs right from school or even before finishing. Their motivation is understandable, but sometimes they just lack experience.
I think we've seen a lot of examples of giving a name its own definition in the dot-com world. Amazon, Google, Yahoo - these are names we never would have dreamed major corporations would choose.
In the bubble that was dot-com 1.0 emerged Google, Amazon, and some of the most valuable companies on the planet. They were successful because they focused on their customer; they focused on revolutionary products.
At the height of the first great dot-com boom, Craig Kanarick, then in his early 30s, was running Razorfish, a Web design firm he'd co-founded with an old friend, which at its peak had 2,300 employees in nine countries.
Google started out when the dot-com boom was happening. It grew under the radar of big companies that were competing in but basically ignoring search. Then they were able to really invest during the bust for a long time.
In times of stress, it is easy to look to one's weaknesses and fear the worst, but it is worth remembering that London's cultural strengths are not some ephemeral dot-com bubble; they are a real, tangible legacy of decades of investment in talent.
As so often happened during the dot-com bubble days, the revenues that AOL and PurchasePro were counting on did not materialize. And instead of confronting that harsh reality, AOL and PurchasePro cooked up a scheme to inflate PurchasePro's revenues.
During the dot-com days, one could take just about any company public and reap fortunes. All you had to do was to make sky-high projections for growth, say you were in the Internet space, and go along with unscrupulous investment bankers and their analysts.
The joke about SAP has always been, it's making '50s German manufacturing methodology, implemented in 1960s software technology, delivered to 1970-style manufacturing organizations, like, it's really - yeah, the incumbency - they are still the lingering hangover from the dot-com crash.
So, for example, a country was into recession right after I was sworn in, a dot-com bust had taken place. Then the attacks of September the 11th, and then of course the great financial meltdown in the -the fundamental question facing any presidency is how do you deal with the hand you're dealt?
The enthusiasm for Tesla and other bubble-basket stocks is reminiscent of the March 2000 dot-com bubble. As was the case then, the bulls rejected conventional valuation methods for a handful of stocks that seemingly could only go up. While we don't know exactly when the bubble will pop, it eventually will.
It was 1999, and we were building a way for college kids to create online profiles for the purpose of sharing... with employers. Oops. I vividly remember the moment I realized my company was going to fail. My co-founder and I were at our wits' end. By 2001, the dot-com bubble had burst, and we had spent all our money.
I call Alibaba '1,001 mistakes.' We expanded too fast, and then in the dot-com bubble, we had to have layoffs. By 2002, we had only enough cash to survive for 18 months. We had a lot of free members using our site, and we didn't know how we'd make money. So we developed a product for China exporters to meet U.S. buyers online. This model saved us.
