The dot-com bubble (or dot-com boom) was a stock market bubble that developed during the late 1990s and peaked on March 10, 2000. This period of market growth coincided with the widespread adoption of the World Wide Web and the Internet, resulting in a dispensation of available venture capital and the rapid growth of valuations in new dot-com startups. Between 1995 and its peak in March 2000, investments in the Nasdaq Composite stock market index rose by 600%, only to fall 78% from its peak by October 2002, giving up all its gains during the bubble. It is also known retrospectively as the tech–media–telecom (TMT) bubble, since it boosted established companies in those sectors as well as Internet startups.
During the dot-com crash, many online shopping companies like Pets.com, Webvan, and Boo.com, as well as several communication companies, such as WorldCom, NorthPoint Communications, and Global Crossing, failed and shut down; WorldCom was renamed to MCI Inc. in 2003 and was acquired by Verizon in 2006. Others, like Lastminute.com, MP3.com and PeopleSound were bought out. Larger companies like Amazon and Cisco Systems lost large portions of their market capitalization, with the latter losing 80% of its stock value.
A dot-com company, or simply a dot-com (alternatively rendered dot.com, dot com, dotcom or .com), is a company that conducts most of its business on the Internet, usually through a website on the World Wide Web that uses the popular top-level domain (TLD) ".com". As of 2021, .com is by far the most used top-level domain, with almost half of all registrations.
The suffix .com in a URL usually (but not always) refers to a commercial or for-profit entity, as opposed to a non-commercial entity or non-profit organization, which usually use .org. The name for the domain came from the word commercial, as that is the main intended use. Since the .com companies are web-based, often their products or services are delivered via web-based mechanisms, even when physical products are involved. On the other hand, some .com companies do not offer any physical products.
Origin of the .com domain (1985–1991)
The .com top-level domain (TLD) was one of the first seven created when the Internet was first implemented in 1985; the others were .mil, .gov, .edu, .net, .int, and .org. The United States Department of Defense originally controlled the domain, but control was later transferred to the National Science Foundation as it was mainly used for non-defense-related purposes.
Historically, the dot-com boom can be seen as similar to a number of other technology-inspired booms of the past, including railroads in the 1840s, automobiles in the 1900s, radio in the 1920s, television in the 1940s, transistor electronics in the 1950s, computer time-sharing in the 1960s, and home computers and biotechnology in the 1980s.
With the creation of the World Wide Web in 1991, many companies began creating websites to sell their products. The 1993 release of Mosaic and subsequent web browsers during the following years gave computer users access to the World Wide Web, popularizing the use of the Internet. In 1994, the first secure online credit card transaction was made using the NetMarket platform. By 1995, over 40 million people were using the Internet. That same year, companies including Amazon.com and eBay were launched, paving the way for future e-commerce companies. At the time of Amazon's IPO in 1997, they were recording a 900% increase in revenue over the previous year. By 1998, with a valuation of over $14 billion, they were still not making a profit. The same phenomenon occurred with many other internet companies—venture capitalists were eager to invest, even when the companies in question were not profitable. In late 1999, the Nasdaq index reached a price-to-earnings ratio of over 200, more than double that of the Japanese asset price bubble at the beginning of the 1990s.
Internet use increased as a result of the reduction of the "digital divide" and advances in connectivity, uses of the Internet, and computer education. Between 1990 and 1997, the percentage of households in the United States owning computers increased from 15% to 35% as computer ownership progressed from a luxury to a necessity. This marked the shift to the Information Age, an economy based on information technology, and many new startups were founded as a result of that growth.
At the same time, a decline in interest rates increased the availability of capital. The Taxpayer Relief Act of 1997, which lowered the top marginal capital gains tax in the United States, also made people more willing to make more speculative investments. Alan Greenspan, then-Chair of the Federal Reserve, allegedly fueled investments in the stock market by putting a positive spin on stock valuations. The Telecommunications Act of 1996 was expected to result in many new technologies from which many people wanted to profit.
As a result of these factors, many investors were eager to invest, at any valuation, in any dot-com company, especially if it had one of the Internet-related prefixes or a ".com" suffix in its name. Venture capital was easy to raise. Investment banks, which profited significantly from initial public offerings (IPO) (almost all of them were on Nasdaq), fueled speculation and encouraged investment in technology. A combination of rapidly increasing stock prices in the quaternary sector of the economy and confidence that the companies would turn future profits created an environment in which many investors were willing to overlook traditional metrics, such as the price–earnings ratio, and base confidence on technological advancements, leading to a stock market bubble. Between 1995 and 2000, the Nasdaq Composite stock market index rose 400%. It reached a price–earnings ratio of 200, dwarfing the peak price–earnings ratio of 80 for the Japanese Nikkei 225 during the Japanese asset price bubble of 1991. In 1999, shares of Qualcomm rose in value by 2,619%, 12 other large-cap stocks each rose over 1,000% in value, and seven additional large-cap stocks each rose over 900% in value. Even though the Nasdaq Composite rose 85.6% and the S&P 500 rose 19.5% in 1999, more stocks fell in value than rose in value as investors sold stocks in slower growing companies to invest in Internet stocks.
An unprecedented amount of personal investing occurred during the boom and stories of people quitting their jobs to trade on the financial market were common. The news media took advantage of the public's desire to invest in the stock market; an article in The Wall Street Journal suggested that investors "re-think" the "quaint idea" of profits, and CNBC reported on the stock market with the same level of suspense as many networks provided to the broadcasting of sports events.
At the height of the boom, it was possible for a promising dot-com company to become a public company via an IPO and raise a substantial amount of money even if it had never made a profit—or, in some cases, realized any material revenue or even made a finished product. People who received employee stock options became instant paper millionaires when their companies executed IPOs; however, most employees were barred from selling shares immediately due to lock-up periods. The most successful entrepreneurs, such as Mark Cuban, sold their shares or entered into hedges to protect their gains. Sir John Templeton successfully shorted many dot-com stocks at the peak of the bubble during what he called "temporary insanity" and a "once-in-a-lifetime opportunity". He shorted stocks just before the expiration of lockup periods ending six months after initial public offerings, correctly anticipating many dot-com company executives would sell shares as soon as possible, and that large-scale selling would force down share prices.
Spending tendencies of dot-com companies
Most dot-com companies incurred net operating losses as they spent heavily on advertising and promotions to harness network effects to build market share or mind share as fast as possible, using the mottos "get big fast" and "get large or get lost". These companies offered their services or products for free or at a discount with the expectation that they could build enough brand awareness to charge profitable rates for their services in the future.