Dot-Com Bubble v2.0? 200
eldavojohn wonders: "With the recent acquisition of YouTube by Google, there has been a lot of speculation (on both Slashdot & The Toronto Star) that we are nearing the second economic bubble created largely in part by growth in the digital sector. While one may be able to debate that the revenue from advertising and sales can indeed back this growth, are we headed towards the second bubble and, if so, how hard is it going to pop? Keep in mind that popular voodoo economic theory has attributed the first bubble phenomenon to 'a combination of rapidly increasing stock prices, individual speculation in stocks, and widely available venture capital.' I think we're experiencing all those, although it is not as flagrant as it was during the first bubble. What do you think?"
This time it's all "private money" (Score:5, Interesting)
Last time, it was mostly companies going public. This time, it's companies heavily funded with venture capital, and the companies are then bought by other companies.
But it's definitely a bubble. Way too many companies are chasing the same pool of advertising money.
And, unlike Bubble 1.0, most of these new companies don't really do very much. Or even stuff that hasn't been done before.
As I wrote in another article, "social networking" sites have a life cycle. EZboard peaked mid 2003. Nerve peaked early 2002. Bondage.com peaked mid-2003. Tribe peaked early 2006. Xianz (the "Christian Myspace") peaked in spring 2006. Friendster peaked twice, once in late 2005 and again in mid-2006, but that's an unusual pattern. Usually, once they peak, it's downhill after that. Myspace has flattened and looks like it's about to peak. This works just like nightclubs; they become hot, they grow, they get too popular, they get overrun, they decline, they hang on, but nobody cares.
YouTube is terribly vunerable to the RIAA. Once somebody builds a tool to check audio on YouTube against RIAA licensed material, they're going to get notice-and-takedown orders by the ton.
No bubble (Score:3, Interesting)
We are straight in it (Score:4, Interesting)
Re:What made Youtube take off? (Score:3, Interesting)
Re:Happens All The Time (Score:2, Interesting)
Back in 1997 if you had told me that big and bad US West would be bought out in a few years by the tiny little 1 year old company down the street, Qwest, I would have laughed you out of my office
But then Qwest made a bunch of money during the bubble and took US West by force in one of the decade's most unanticipated and disconcerting hostile takeovers.
This doesn't prove that the bubble was deleterious, and correcting the market certainly isn't a deleterious effect, but it is silly to argue that the actual impact was overblown.
As an investor who's been in many IPOs (Score:2, Interesting)
However, the problem is that the market has no useful mechanisms to properly evaluate the true worth of future technologies.
They could be insanely great - legendary.
Or they could be really lame.
So, trying to predict future cash flow and growth at the beginning of a company with a new technology is mostly a crap shoot.
One good rule is - don't buy into a rise. It's better to put most of your money in an index fund (Euro stocks mix with say Total US market at a 50/50 split) and only use speculative funds to invest in such speculative ventures. So, let's say you save $20,000 a year - put at most $2000 in YouTube and other such speculations, where the downside is as likely as the upside.
Also, realize that the one thing most new investors are very bad at is knowing when to sell. When I bought into Red Hat at the IPO, I planned to sell half of the stock at a specific dollar amount, right before the lockup expired and the price dropped for a bit. Then I sold most of the rest when the largest lockup expired. Then I bought back into the same number of shares using 1/20th the money I had "earned". Net result - I had the same number of shares - and a lot of cash.
If you buy into such a thing, be willing to sell part of it when it rises to a certain point. If it falls, know at what price you'll give up. You can also sell at a price when you think it will be quiet for a month or so, lock in the capital loss to wipe out the capital gains for tax reasons - and buy back in one month plus one day later.
Main thing is trust your gut.
Re: the nightclub analogy (Score:3, Interesting)
re-inventing them every so often.
Area, the hottest nightclub in NYC for part of the 1980s, did a complete redecoration and theme change every six weeks. That kept it a hot club for years.
But redesigning a web site doesn't have the same effect. Tribe just did that. (New! Web 2.0! Now you can rearrange your home page!) One of most active tribes is now "Tribe.net bug reports". Oops.
Re:Economic Growth (Score:5, Interesting)
Re:What made Youtube take off? (Score:1, Interesting)
There are other confluences of circumstance that, I think, helped YouTube. They scaled well enough. Broadband usage was pervasive enough. Flash player matured as a streaming video player.
YouTube got lucky with a wave of traffic, and their core was strong to surf it instead of crash under its force. The rest is history.
Re:OMG! v2.0 (Score:4, Interesting)
That very winter, I came back to to a project for them, only to find a cheap POS "executive office chair" at my desk. Yes, it was leather; yes, it was very flashy looking and fit well with my pressboard laminate desk -- but it wasn't very comfortable to sit in.
After four weeks of working 12-16 hours a day sitting in that damned chair (what, I didn't mention this was a tech job?) my spine was twisted in knots, my neck ached constantly, and my elbows hurt persistently. My productivity dropped essentially to 0, I had to see a chiropractor on a weekly basis and I chose to work from a noisy dorm room most of the time rather than deal with that chair.
Eventually, I took up the issue with the HR department who instantly caved and gave me back my fancy Steelcase chair. To them, $800 is a huge bargain when you consider the cost of disability payments, surgery to alleviate carpal tunnel synrome, etc.
I've had that chair for four years running now; I don't work quite as hard now as I did that first winter, but I haven't had a single back complaint, I'm free of carpal tunnel syndrome despite being a constant keyboard user, and I'm rarely the worse for wear despite spending all day in this chair, five days a week.
As a software developer, your chair, desk, keyboard and mouse are the physical tools of your trade. A carpenter doesn't skimp on his hammer; an assassin doesn't carry around a water gun. Why should *you* suffer with inferior tools?