July 12, 1999
Cover
Media: The media's new messengers
Web start-ups grow -- without content or profits
BY WARREN CARAGATA
The setting would be more at home in an Elmore Leonard novel than a
script for corporate success. The smell of stale beer and cigarettes
lingers in a near-deserted Toronto bar; a guy wearing a light suit and a
dark shirt runs an ancient freight elevator that rises to a rooftop meeting.
The occasion: an appearance by Jeff Mallett, the Canadian-born
president of Yahoo! Inc., who is in town to launch several new products
on his company's Canadian Web site (www.ca.yahoo.com). Mallett
wears an open-necked shirt, his sports jacket slung over the back of a
barstool. This is California casual, Silicon Valley-style. But what makes
people pay attention is the phenomenal success of Yahoo! (the
exclamation point is part of the name) and Mallett's stark assertion: "We
are now building the pre-eminent 21st-century media company."
That's quite a goal for a company that didn't exist six years ago and
operates only on the Web. Yahoo! went public in 1996 and now carries
a stock market valuation in the range of such giants as CBS Corp. It
easily outdistances icons of the media industry such as the New York
Times Co. and the Washington Post Co. The company, which was
founded by two graduate students, now has operations in 19 countries.
What separates Yahoo! from traditional media companies is that it
does not create content -- in fact it takes pride in not doing so. News
comes from the Reuters and Associated Press wire services; financial
information and sports from a variety of sources. And there is content
that only a Web site could love: personalized home pages, free e-mail,
messaging software so users can tell when friends are online,
telephone directories and maps. "We're not in the content-creation
business," says Mallett. "We're in the distribution business."
In its desire to leave the storytelling to others, Yahoo! is not alone.
Canada's most popular Web site, Sympatico (www.sympatico.ca), is
run by a Toronto company called MediaLinx Interactive LP. "We don't
see ourselves as content providers," says MediaLinx CEO Shaun
Purdue. "We're an aggregator." That's the Web term for those who take
content, whether news or telephone and movie listings, and assemble it
so users can easily find what they are seeking.
In the world of the Internet, the job of bringing informational order out of
informational chaos may prove -- as Mallett clearly hopes -- to be the
thing that separates the successful media companies from the
also-rans. Michael O'Neil, Canadian manager for International Data
Corp., a U.S.-based high-tech research and consulting firm, notes the
world is now flooded with far more information than any human could
digest in a lifetime. Helping people to make sense of infinite amounts of
information has become, he says, "an act of creation."
Sympatico's place in Internet publishing is also noteworthy because of
its parentage. MediaLinx is not owned by one of Canada's big media
companies, but by the phone company; Purdue's last job was as chief
operating officer of Bell. The company also owns a substantial minority
interest in Canoe (www.canoe.ca), the country's second-largest Web
site, whose principal owner is the newspaper publisher Quebecor Inc.
Why is the phone company now in the media business? Bell thinks
strong Canadian Web sites will persuade people to buy Internet
access, part of Bell's core business. If Bell is unable to establish a
strong presence on the Web, says Purdue, it risks being pushed aside
in the fight to retain a direct relationship with its customers. In the geek
language of e-business, it's called "disintermediation." In plainer terms,
"we'll be marginalized," Purdue says.
That is just one example of the blurring of business boundaries. Another
is the Quicken Canada Web site (www.quicken.ca), run by the new
media division of Rogers Media Inc. (which owns Maclean's). Quicken,
which offers a wide range of financial information, is a partnership
between Rogers and Intuit Canada Ltd., which produces financial
management software. In the United States, The Hearst Corp., a
publishing giant, has joined forces with Whirlpool Corp. to sell
appliances on the Net through a soon-to-be-launched site called
brandwise.com. What Hearst brings to the partnership is its
long-established Good Housekeeping brand name.
But is anyone making money? Bell hopes that MediaLinx and Canoe
will eventually turn profits. And Yahoo! is already in the black. "We have
to think that profits matter," says Mallett. For a company that aspires to
be the Disney or Time Warner of the Web, it can hardly believe
otherwise.
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