Word: dotcom
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...things get so bad so fast? "The problem with a stock like this is that it attracts fanatics," says Brian Ruttenbur, an analyst at Morgan Keegan. Enthusiasts, says Ruttenbur, treated Taser like a dotcom, sending its price soaring, even though the company posted just $4.4 million in earnings in 2003. The company's rapid growth--some 10% of the nation's 1.1 million officers now have a stun gun--led investors to hope that soon every police officer would get a Taser, just as most carry batons and pepper spray...
...online advertising revenues have taken off. Google, the biggest search engine, booked a 118% increase in total 2004 revenue, to $3.2 billion, and Yahoo! has kept pace, jumping 120% to $3.57 billion (thanks in part to acquisitions of Inktomi and Overture). Semel's turnaround story: the once money-losing dotcom has become a thriving real-world business, with 399 million unique users this January and some $840 million in profit last year...
HOLLYWOOD AND SILICON VALLEY were shocked when Terry Semel became CEO of Internet portal Yahoo! in 2001. But the ex-Warner Bros. chief has led the company out of dotcom-bubble troubles to a new era of record profits. He has also done well personally, making a profit of more than $250 million on stock-option sales, according to analysis firm Thomson Financial. Semel talked to TIME's Jeffrey Ressner about technology, Tinseltown and the competition...
RONALD SARGENT: I think there is still lots of opportunity in this business. The top three--Office Depot, OfficeMax and us--only have about 20% of the U.S. market. Still, during the dotcom era, investors thought we were growing too fast, and I think Wall Street wanted to figure out who was going to win in this industry. The question for us was, How does a fast-growth company grow up from adolescence to become a little more of a mature company...
Richard Li, the entrepreneurial son of Hong Kong tycoon Li Ka-shing, had big plans in 2000 when, during the height of dotcom mania, he used the inflated stock of his Internet start-up to buy Hong Kong's dominant phone company, Hong Kong Telecom. Li's grand vision was to use the telco's network as a springboard to launch an interactive entertainment service called Network of the World (NOW), aimed at delivering TV-style content over the Internet to global subscribers. But NOW flopped when the Internet bubble popped, and a chastened Li was left with little more...