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Excite@Home Inc. Wanted to offer, via its Web portal, free content and free online services - news, shopping, chat, photos, and the like - that were so compelling they would motivate companies to buy ads and would attract potential subscribers for the company's high-speed Internet service. But when the downturn in the online advertising market killed its Web portal business, Excite@Home became one more victim of the dot-com blowout.
Excite's portal, known as the Excite Network, aspired to be as popular as Yahoo Inc.' S Web portal, said David Cooperstein, research director for the telecommunication team at Forrester Research Inc. But it never achieved Yahoo's level of popularity, and when the online advertising market began going south late last year, it was too late for the company to save itself by getting out of the content business, he said. Providers of online content and services, including those that had been profitable like Yahoo, began warning of a crash in the advertising market in January 2001, then started to report losses. The advertising drought was brought about mainly by the death of many dot-com companies, which were big spenders in online advertising. In 1999, At Home Corp. Bought the Excite.com Inc.
Web portal in a $6.7 billion acquisition. The company built the Excite Network from several acquired Web properties, including Excite.com, the MatchLogic Inc. Interactive marketing services subsidiary, the Webshots Inc.
Online picture archive, Kendara Inc. Online shopping site, and the BlueMountain.com online greeting cards division. Excite@Home had planned for content and broadband service to complement one another, according to its strategy laid out for investors in U.S. Securities and Exchange Commission (SEC) filings. That strategy didn't work. The top 10 Web sites in terms of page views in the U.S. Account for 76 percent of all online advertising revenue, according to a survey for the advertising industry released in September from PricewaterhouseCoopers LLP (PWC).
The Excite Network of Web sites ranked 12th on the November list of the 25 most frequently visited U.S. Web properties, as compiled by NetRatings Inc. Of the $3.8 billion spent in advertising online for the first six months of 2001, about 27 percent went to portals like Excite.com. Advertisers spent $4.1 billion in the same period in 2000, with 39 percent going to portals. Advertising accounted for $229 million of Excite@Home's revenue in the first nine months of 2000, but only $88 million in the same period in 2001, according to SEC filings.
At Home Corp. Wasn't profitable before acquiring Excite, reporting net losses of $24.5 million in 1996, $55.7 million in 1997 and $144.2 million in 1998. The company's finances became much worse after the Excite acquisition, however. Excite@Home reported net losses of $1.5 billion in 1999, the year it acquired Excite, and $7.4 billion for 2000. For the first nine months of 2001, Excite reported a net loss of $1.4 billion. 'Where content and access belong together is in a monopoly, or in an immature market,' in which there aren't enough content providers to justify Internet services for consumers, Cooperstein said. Content-oriented companies like news Web sites generally earn money from advertising revenue, because few sites feature content that is compelling enough to build a profitable business just off subscriptions.
For example, BlueMountain.com requires paid subscriptions to allow users to send certain e-mailed greeting cards, but it must still rely on advertising to supplement the subscription income. Excite@Home spent about $1 billion in cash and stock to acquire the Bluemountain.com greeting card business in October 1999. It was a losing investment - the company sold BlueMountain.com to American Greetings Corp. In September for $32 million cash. Excite@Home began rapidly scaling down its online content services midyear, hoping to concentrate on the cable Internet service business. The company cited the deteriorating advertising market in its decision to close MatchLogic in September, and to close or scale down other online enterprises.
'They got caught up in the dot-com mania and didn't think about where the money was coming from,' said Kate Gerwig, network services principal analyst at Current Analysis Inc. In Sterling, Virginia.
'They spent a billion to acquire Bluemountain.com, and yes, they had good greeting cards, but where was the revenue proposition?'