Keith Hall, senior vice president and CFO of Charlotte, N.C.-based Lending- Tree, believes the company has played a big part in bridging the gap between Internet start-up and established financial-services provider. “We’ve noticed a pretty steady overall growth and acceptance of online demand from consumers as well as from our business partners,” he says.
Ironically, the earlier New Economy collapse helped Lending Tree consolidate and stabilize its market segment. During that period, says Hall, the online broker also honed its business model.
Another similarity: like early power producers, E-tailers are benefiting from a much-improved delivery system. The rapid rollout of broadband networks has enabled customer relationship management (CRM) specialist Salesnet to serve up its hosted products with greater speed and efficiency. The technology has also allowed the company, which went to market in 2000, to target small businesses, many of which have only recently swapped their dial-up modems for broadband links. Maurice Matteodo, Salesnet’s vice president of finance and CFO, says the company has succeeded by providing a tangible CRM service: “There’s a real product that provides its customers with real results, including significant improvements in sales effectiveness.”
The growing availability of broadband access is also breathing new life into EBPP. Online bill-payment services are now available from a host of providers, such as Yahoo and Microsoft’s MSN. Land-based retailers have gotten into the act as well. Harley-Davidson Financial Services Inc., for one, has done well with its EPAY system, which was launched in 2000. Notes Deloitte’s Jensen: “The [EBPP] market has continued to grow, both from a commercial and a consumer perspective.”
Much of that growth can be attributed to PayPal, the Ebay payment system that has helped convince skeptics of the merits of online payment. The service, founded in 1998, now has more than 35 million users in 38 countries.
Many of these converts, mostly consumers and small businesses, use the service to make payments for products acquired outside of auctions. The company’s management announced last July that “the opportunity for PayPal is very large” and may one day rival Ebay’s primary auction business.
First Movers, Second Wave
Success stories like PayPal could fuel renewed corporate interest in E-commerce investments. Venture-capital backing for E-commerce initiatives, however, has yet to approach its once-lofty heights. It may never. At the zenith of the dot-com bubble (the first quarter of 2000), venture capitalists poured nearly $23 billion into Internet companies. By contrast, venture-capital investment in E-commerce companies in the first quarter of 2003 didn’t even reach $2 billion. “The VC market needs to show that exit scenarios are achievable, [and needs] more success to build confidence, before it will invest again with robustness,” says attorney Mallenbaum.
Still, Nick Vidnovic, private-equity group manager at Pittsburgh-based Mellon Financial Corp.’s Private Wealth Management Group, sees light at the end of this very long tunnel. “In general, we’re seeing a lot more new companies being formed than a couple of years ago,” he explains. The founders of those companies are no doubt buoyed by the recent successes of such Web upstarts as Netflix. The Los Gatos, Calif.-based company offers mail-order DVD rentals via a Web interface. Subscribers can rent an unlimited number of titles each month for a flat fee of $20. They then ship the DVDs back, free of charge.
Movie buffs have flocked to Netflix, and the company’s share price has climbed from around $11 to more than $33 in the past nine months. The E-tailer’s success has placed it in direct competition with Wal-Mart and Blockbuster Inc., however, as both have begun to develop in-store versions of Netflix’s flat-fee subscription strategy.
That’s strikingly reminiscent of the scenario that ultimately doomed many of the first movers of the old New Economy (think Etoys). But Netflix CFO Barry McCarthy is confident that by offering titles shunned by its family-friendly competitors, plus providing free home delivery, Netflix can beat back its powerful rivals. “Just as Ebay and Amazon pioneered a new frontier and dominated their categories, we do, too,” he claims.
Maybe. Certainly, there’s growing evidence that E-commerce is on the cusp of a new era, one of innovation tempered by experience and rational expectations. “There is no question that what was in place two or three years ago was flawed,” says Vidnovic. “But there were also a number of ideas that were pretty darn good.”
Jensen concurs: he believes that E-commerce’s worst days are finally over. “It was awful,” he recalls. “It’s not awful anymore.”