Quotes About Dot-com

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.

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.

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.

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.

In 2000, just before the first dot-com bubble burst, it cost a whopping $5 million to launch a tech startup.

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.

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.

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.

The day I graduated, I skipped the ceremony to go straight to California for the dot-com boom.

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.

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?

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.

She was one of the original dot-com phenoms—made crazy money for two years, then took the Internet bubble bath in 2000.

We're probably one of the few Internet dot-com B2Bs business-to-business companies that have improved their bottom line.

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.

While other dot-coms merged or perished, Amazon survived through a combination of conviction, improvisation, and luck.

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.

Bezos invested tens of millions of Amazon's cash in a variety of dot-com hopefuls, including Pets.com, Gear.com, Wineshopper.com, Greenlight.com, Homegrocer.com, and the urban delivery service Kozmo.com. In exchange for its cash, Amazon took a minority ownership position and a seat on the board for each, and the company believed it was well positioned for the future if those product categories succeeded on the Internet.

Remember, 2000 was the year of the dot-com bust. The telecom industry lost about $2 trillion in market capital at that time.

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.

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.

I don't control what people say. I don't control what people put on dot-com or anything else.