Digging in the dust of AOL and Yahoo's lost internet empires

They were once worth nearly half a trillion dollars. Now they're stuck in a losing game of hedge fund hot potato.

​A worker carts away a piece of a Yahoo billboard in San Francisco in 2011.

A worker carts away a piece of a Yahoo billboard in San Francisco in 2011.

Photo: Justin Sullivan/Getty Images

Where did half a trillion dollars go? AOL and Yahoo have been sold once again: This time private equity firm Apollo Global Management is buying them from Verizon for $5 billion. It's a paltry sum for a pair of companies that were once valued at more than $475 billion combined.

The story of how a series of inept managers made strategic missteps and wasted opportunity after opportunity has been told in pieces over the years, as the two one-time internet empires retrenched and diminished. But it is still staggering to contemplate that the remaining entity, now simply called Yahoo, has surrendered nearly 99% of its value over the course of two decades.

It's a cautionary tale that shapes the thinking of major internet companies to this day: The urge to stake out territory and match rivals' features and products is still here, but there is more rigor around shutting down ventures that aren't finding an audience. No one wants to replicate the hubristic sprawl of the dot-com boom's web portals.

A pair of founders at a Mountain View company put it simply: "Google does not do horoscopes, financial advice or chat."

Yahoo and AOL did. And much, much more.

To understand how big Yahoo once was — why the internet company was once worth more than $125 billion — it helps to know the company that made its name cataloging the web had its own page dedicated to tracking all of its own websites. It would eventually be called Yahoo Everything.

The Internet Archive didn't capture what Yahoo's homepage looked like on Jan. 3, 2000, the day its shares peaked at $118.75. But records from around that time show a sprawling digital empire: You could log on to Yahoo Bill Pay, where you might pay your Yahoo Visa bill, after shopping on the Macy's Yahoo Store. You might listen to Yahoo Radio while playing on Yahoo Games. Or if you were trying to get work done, you might check your Yahoo Mail, since access to corporate mail outside the firewall was still difficult; download files from Yahoo Briefcase (Dropbox wouldn't exist for another 7 years); read news on Yahoo Finance; and see if colleagues were online via Yahoo Messenger.

A week after Yahoo's value peaked, AOL said it would acquire media company Time Warner in a deal that valued the combined operation at $350 billion. One reason Time Warner was eager to sell was the fear that an internet company like Yahoo might launch a takeover.

Freshly enlarged by acquisitions of digital companies like MapQuest and Moviefone, AOL now had assets like cable systems, networks and movie studios. It even got Warner Music's CD and DVD manufacturing plants, handy for churning out more subscription discs. It had AIM, the instant-messaging system that helped inspire a generation of social networks.

Remember those AOL CDs? Remember those AOL CDs?Photo: Julia Thurston Photography/Getty Images

But far from being a triumph of corporate synergy, the AOL-Time Warner deal was a well-documented disaster. The Time Warner divisions refused to bow to their new overlords from Virginia, and in 2003, the company's board dropped AOL from its name.

Yahoo had its own woes. By 2006, a company executive wrote a memo called "The Peanut Butter Manifesto," saying Yahoo was spreading itself too thin over too many products and missing opportunities to double down on what was working. At the dawn of the social media age, the company bought a host of Web 2.0 startups such as Flickr, Upcoming and Delicious — but it botched a chance to buy Facebook, the one deal that turned out to really matter.

AOL rotted away within Time Warner, its dial-up customer base dwindling as users switched to broadband. The AOL brand was spun off in 2009, then worth around $3 billion, and its independence came to a second end in 2015, when Verizon bought it for $4.4 billion.

Yahoo, meanwhile, had a short-lived renaissance under CEO Marissa Mayer, a former Google executive. At first, she applied Google-y rigor to Yahoo's lineup of properties, shutting down a number of projects that were going nowhere fast. But she also furiously acquired startups, most famously spending $1.1 billion on Tumblr in 2013.

By 2017, activist investors were circling and Mayer stepped down. Verizon bought Yahoo and merged it with AOL, a combination investors and bankers had been talking about for years. Then-CEO Tim Armstrong even had a name for it: Oath. That name had an even shorter run than AOL Time Warner.

Over the past two decades, AOL and Yahoo have left a trail of discarded brand names, products and hopes. Some were sold off, like HuffPost, Tumblr and MapQuest; others were shuttered. Netscape, the once-famous internet browser whose purchase beefed up AOL's web presence, still exists as a necromantic portal. Yahoo still has an Everything page, which is … something.

But the dream of the web portal, a place to start your internet journey and stay for more, the notion that a brand like "Yahoo" or "AOL" could be slapped on just about any topic and turned into a gold mine of advertising, is long gone. The closest analogy is Mark Zuckerberg's widely derided relabeling of Instagram and WhatsApp as being "from Facebook." With Big Tech's reputation growing ever more toxic, discretion seems the better part of branding.

Yahoo's new owners are bullish about what they've just purchased, pointing to the 900 million monthly active users still visiting AOL and Yahoo websites. Apollo's Reed Rayman said his firm would "unlock the tremendous potential of Yahoo and its unparalleled collection of brands."

That may be exactly what weighs most heavily on the new venture: its history of launching and acquiring brands, spreading itself thin like peanut butter over slice after slice of the internet rather than letting its ideas bake.

"Do you, uh, Yahoo?" the company asked in a 1998 ad. If Apollo can figure out an answer that escaped CEO after CEO for the past two decades, it might have some hope of restoring those lost billions.

Fintech

Judge Zia Faruqui is trying to teach you crypto, one ‘SNL’ reference at a time

His decisions on major cryptocurrency cases have quoted "The Big Lebowski," "SNL," and "Dr. Strangelove." That’s because he wants you — yes, you — to read them.

The ways Zia Faruqui (right) has weighed on cases that have come before him can give lawyers clues as to what legal frameworks will pass muster.

Photo: Carolyn Van Houten/The Washington Post via Getty Images

“Cryptocurrency and related software analytics tools are ‘The wave of the future, Dude. One hundred percent electronic.’”

That’s not a quote from "The Big Lebowski" — at least, not directly. It’s a quote from a Washington, D.C., district court memorandum opinion on the role cryptocurrency analytics tools can play in government investigations. The author is Magistrate Judge Zia Faruqui.

Keep Reading Show less
Veronica Irwin

Veronica Irwin (@vronirwin) is a San Francisco-based reporter at Protocol covering fintech. Previously she was at the San Francisco Examiner, covering tech from a hyper-local angle. Before that, her byline was featured in SF Weekly, The Nation, Techworker, Ms. Magazine and The Frisc.

The financial technology transformation is driving competition, creating consumer choice, and shaping the future of finance. Hear from seven fintech leaders who are reshaping the future of finance, and join the inaugural Financial Technology Association Fintech Summit to learn more.

Keep Reading Show less
FTA
The Financial Technology Association (FTA) represents industry leaders shaping the future of finance. We champion the power of technology-centered financial services and advocate for the modernization of financial regulation to support inclusion and responsible innovation.
Enterprise

AWS CEO: The cloud isn’t just about technology

As AWS preps for its annual re:Invent conference, Adam Selipsky talks product strategy, support for hybrid environments, and the value of the cloud in uncertain economic times.

Photo: Noah Berger/Getty Images for Amazon Web Services

AWS is gearing up for re:Invent, its annual cloud computing conference where announcements this year are expected to focus on its end-to-end data strategy and delivering new industry-specific services.

It will be the second re:Invent with CEO Adam Selipsky as leader of the industry’s largest cloud provider after his return last year to AWS from data visualization company Tableau Software.

Keep Reading Show less
Donna Goodison

Donna Goodison (@dgoodison) is Protocol's senior reporter focusing on enterprise infrastructure technology, from the 'Big 3' cloud computing providers to data centers. She previously covered the public cloud at CRN after 15 years as a business reporter for the Boston Herald. Based in Massachusetts, she also has worked as a Boston Globe freelancer, business reporter at the Boston Business Journal and real estate reporter at Banker & Tradesman after toiling at weekly newspapers.

Image: Protocol

We launched Protocol in February 2020 to cover the evolving power center of tech. It is with deep sadness that just under three years later, we are winding down the publication.

As of today, we will not publish any more stories. All of our newsletters, apart from our flagship, Source Code, will no longer be sent. Source Code will be published and sent for the next few weeks, but it will also close down in December.

Keep Reading Show less
Bennett Richardson

Bennett Richardson ( @bennettrich) is the president of Protocol. Prior to joining Protocol in 2019, Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company. Prior to POLITICO, Bennett was co-founder and CMO of Hinge, the mobile dating company recently acquired by Match Group. Bennett began his career in digital and social brand marketing working with major brands across tech, energy, and health care at leading marketing and communications agencies including Edelman and GMMB. Bennett is originally from Portland, Maine, and received his bachelor's degree from Colgate University.

Enterprise

Why large enterprises struggle to find suitable platforms for MLops

As companies expand their use of AI beyond running just a few machine learning models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems.

As companies expand their use of AI beyond running just a few machine learning models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems.

Photo: artpartner-images via Getty Images

On any given day, Lily AI runs hundreds of machine learning models using computer vision and natural language processing that are customized for its retail and ecommerce clients to make website product recommendations, forecast demand, and plan merchandising. But this spring when the company was in the market for a machine learning operations platform to manage its expanding model roster, it wasn’t easy to find a suitable off-the-shelf system that could handle such a large number of models in deployment while also meeting other criteria.

Some MLops platforms are not well-suited for maintaining even more than 10 machine learning models when it comes to keeping track of data, navigating their user interfaces, or reporting capabilities, Matthew Nokleby, machine learning manager for Lily AI’s product intelligence team, told Protocol earlier this year. “The duct tape starts to show,” he said.

Keep Reading Show less
Kate Kaye

Kate Kaye is an award-winning multimedia reporter digging deep and telling print, digital and audio stories. She covers AI and data for Protocol. Her reporting on AI and tech ethics issues has been published in OneZero, Fast Company, MIT Technology Review, CityLab, Ad Age and Digiday and heard on NPR. Kate is the creator of RedTailMedia.org and is the author of "Campaign '08: A Turning Point for Digital Media," a book about how the 2008 presidential campaigns used digital media and data.

Latest Stories
Bulletins