CLAYTON KILE, on Behalf of Himself : and All Others Similarly Situated, : : Plaintiff, : : : MERRILL LYNCH & CO., INC

Total Page:16

File Type:pdf, Size:1020Kb

CLAYTON KILE, on Behalf of Himself : and All Others Similarly Situated, : : Plaintiff, : : : MERRILL LYNCH & CO., INC UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK : CLAYTON KILE, on Behalf of Himself : And All Others Similarly Situated, : : Plaintiff, : : : MERRILL LYNCH & CO., INC. and : HENRY BLODGET, : Defendants. : : : Plaintiff Clayton Kile (APlaintiff@) alleges the following based upon the investigation of counsel, which included a review of United States Securities and Exchange Commission (ASEC@) filings by CMGI (the ACompany@), Lycos, Inc. (ALycos@ or ALCOS@) and uBid, Inc. (AuBid@), as well as regulatory filings and reports, securities analysts= reports and advisories about CMGI, Lycos and uBid issued by Merrill Lynch & Co. (AMerrill Lynch@), press releases and other public statements issued by Merrill Lynch, and media reports about CMGI, Lycos and uBid. Plaintiff believes that substantial additional evidentiary support will exist for the allegations set forth herein after a reasonable opportunity for discovery. NATURE OF THE CLAIM 1. This is a federal securities class action brought by Plaintiff against Defendants Merrill Lynch and Henry Blodget (ABlodget@) on behalf of a class (the AClass@) consisting of all persons or entities who purchased CMGI securities from March 23, 1999 through October 6, 2000, inclusive (the AClass Period@). Plaintiff seeks to recover damages caused to the Class by Defendants= violations of Section 10(b) of the Securities Exchange Act of 1934 (the AExchange Act@), Rule 10b-5 promulgated thereunder, and Section 20(a) of the Exchange Act. 1. 2. This action arises as a result of the manipulation by means of deceptive and manipulative acts, practices, devices and contrivances, of the market price of CMGI securities with the intent, purpose and effect of creating and maintaining artificially high market prices. Defendants, aware of the substantial share of CMGI=s total assets represented by Lycos common stock, accomplished the manipulation of the market price of CMGI securities by issuing Merrill Lynch analyst reports regarding CMGI, Lycos and uBid that recommended the purchase of all three companies= common stock and set price targets for the common stock which were materially false and misleading, lacked any reasonable factual basis, and were contrary to the actual beliefs held by the analysts. When issuing their analyst reports, Defendants failed to disclose significant, material conflicts of interest which resulted from their use of Blodget=s reputation and his ability to influence the actions of buyers and sellers of Internet securities by issuing favorable analyst reports, in order to curry favor with internet companies and thereby to obtain their investment banking business for Merrill Lynch. 3. During the Class Period, Defendants issued favorable CMGI, Lycos and uBid analyst reports in order to obtain new and maintain existing investment banking relationships with internet companies that were incubated by CMGI or in which CMGI made strategic investments. For example, Lycos was incubated by CMGI and comprised up to 30% of CMGI=s total assets during the Class Period. uBid, whose initial public offering and subsequent offerings were underwritten by Merrill Lynch, was acquired by CMGI in the first quarter of 2000. Throughout the Class Period, Defendants maintained at least an AACCUMULATE/BUY@ recommendation on Lycos, uBid and CMGI in order to obtain and support lucrative financial deals with Lycos and uBid as well as other internet companies Merrill knew that CMGI would either acquire or make substantial strategic investments in. 4. Defendants furthered their scheme of manipulating the price of CMGI=s common stock by initiating coverage on CMGI in December, 1999 with an AACCUMULATE/BUY@ recommendation and maintaining that rating throughout the Class Period in order to maintain their lucrative financial deals with companies such as Lycos and to obtain new financial deals with internet companies incubated by, acquired by and invested in by CMGI such as uBid. 5. The Class Period runs from March 23, 1999 to October 6, 2000 inclusive. 1. 6. As demonstrated herein, Blodget=s highly-publicized reputation as an analyst of Internet companies, coupled with Defendants= positive reports and AACCUMULATE/BUY@ and ABUY/BUY@ recommendations on CMGI, Lycos, and uBid significantly and artificially inflated the price of CMGI securities throughout the Class Period. Defendants= recommendations of CMGI, Lycos, and uBid and the price targets which they set for the companies= common stock lacked a reasonable basis in fact, failed to state the true beliefs of the analysts, and were dominated and influenced by Defendants= undisclosed material conflict of interest arising out of Merrill Lynch=s desire to maintain its financial relationship with Lycos and to obtain lucrative investment banking relationships with companies, such as uBid, acquired by or invested in by CMGI. 7. On April 8, 2002, the Office of the Attorney General of the State of New York (the AAttorney General@) filed in the Supreme Court of the State of New York, County of New York an Application for an Order Pursuant to [New York] General Business Law Sec. 354 (the AApplication@), which Application named Merrill Lynch, Blodget and other past or present officers or employees of Merrill Lynch as Respondents. In support of the Application, the Attorney 3 General filed an Affidavit in Support of Application for an Order Pursuant to General Business Law Sec. 354. The Affidavit was sworn to by Eric Dinallo, Chief of the Investment Protection Bureau of the New York State Department of Law (the ADinallo Affidavit@ or ADinallo Aff.@). A copy of the Dinallo Affidavit is attached hereto as Exhibit A, and it is incorporated herein, in full by reference. JURISDICTION AND VENUE 8. This Court has jurisdiction over the subject matter of this action pursuant to Section 27 of the Securities Exchange Act of 1934 (the AExchange Act@), 15 U.S.C. '78aa, and 28 U.S.C. '1331. This action arises under Sections 10(b) and 20(a) of the Exchange Act, 15 U.S.C. '78j(b) and '78t(a), and the rules and regulations promulgated thereunder, including SEC Rule 10b-5, 17 C.F.R. 240.10b-5. 9. Venue is proper in this District pursuant to Section 27 of the Exchange Act (15 U.S.C. '78aa) and 28 U.S.C. '1391(b) and (c). Substantial acts in furtherance of the alleged fraud and/or its effects have occurred within this District and Merrill Lynch maintains its principal executive offices in this District. 10. In connection with the facts and omissions alleged in this Complaint, Defendants, directly or indirectly, used the means and instrumentalities of interstate commerce, including, but not limited to, the mails, interstate telephone communications, and the facilities of the national securities markets. 1. PARTIES 4 11. Plaintiff Clayton Kile acquired CMGI securities, as set forth in the attached certification, and was damaged thereby. 12. Defendant Merrill Lynch has its headquarters located at 4 World Financial Center, 250 Vesey Street New York, New York. Defendant Merrill Lynch is the largest securities broker in the United States and maintains multiple offices in this District. Merrill Lynch claims to be one of the world=s leading financial management and advisory companies with offices in 44 countries and total client assets of about $1.6 trillion. As an investment bank, Merrill Lynch claims to be the top global underwriter and market maker of debt and equity securities and a leading strategic advisor to corporations, institutions, and individuals worldwide. 13. Defendant Blodget was at all relevant times an Internet stock analyst and First Vice President of Merrill Lynch. In the Fall of 2001, Merrill Lynch asked Blodget to resign by offering him a buy-out offer which would pay Blodget approximately $2 million. On November 14, 2001, it was announced that Blodget was resigning as an Internet analyst at Merrill Lynch. SUBSTANTIVE ALLEGATIONS Background 14. Since 1999, the internet research analysts (the AInternet Group@) at Merrill Lynch have published, on a regular basis, ratings for internet stocks, including CMGI, Lycos, uBid that were materially false and misleading because: (1) the ratings in many cases did not reflect the analysts= true opinions of the companies; (2) no Areduce@ or Asell@ recommendations were issued as a matter of undisclosed, internal policy, thereby converting a published five-point rating scale into a de facto three-point system; and (3) Merrill Lynch failed to disclose to the public that 5 Merrill Lynch=s ratings were tarnished by an undisclosed material conflict of interest: the research analysts were acting as quasi-investment bankers for the companies at issue, often initiating, continuing, and/or manipulating research coverage for the purpose of attracting and keeping investment banking clients, thereby producing misleading ratings that were neither objective nor independent, contrary to Merrill Lynch=s representations to the public. 1. 15. There was a serious breakdown of the separation between the Merrill Lynch banking and research departments, a separation that was critical to the integrity of the recommendations issued to the public by Merrill Lynch. Merrill Lynch=s stated policies reflect an understanding that this separation is crucial. In describing such separation breakdowns during a Congressional hearing on July 31, 2001, Chairman Richard H. Baker of the Subcommittee on Capital Markets, Insurance, and Government Sponsored Enterprises, commented: Maybe there hasn=t been a complete erosion in the Chinese walls that traditionally shield analysts from investment
Recommended publications
  • 60 ENTREPRENEUR in the Click by Catherine Seda
    SEARCHING FOR SALES: Nacho Hernandez knows that thinking like your customers is key to successfully marketing via search engines. 60 I ENTREPRENEUR In the Click By Catherine Seda ou can’t resist the temptation. Fixated on ample, if you type a keyword into MSN Search your computer screen, you anxiously type on Microsoft’s consumer information and enter- Ykeywords relevant to your business into tainment site (www.msn.com), the Web site list- your favorite search engine. A list of search results ings displayed could be from Inktomi, Microsoft appears. You cringe as you spot several competitors, or Overture. Overture provides search results not then grumble because your company’s Web site only to MSN Search, but also to AltaVista and is nowhere to be seen. Where is it? That depends. Yahoo! Could a top site on Overture then appear Where is your search engine marketing strategy? as a top site on a distribution partner’s site? Yes. Gone are the days Unfortunately, these distribution relationships when adding keywords change frequently, making it difficult to deter- want all the right people to in meta tags to your mine exactly where results come from. site produced rankings. The challenging part, however, is figuring out how notice your business? then you Search engine marketing to land a top position in the search engines. There has evolved into a com- are two complementary yet completely different plex and competitive types of methods: optimization and advertising. need to make the most of today’s program. It’s also prof- Search engine optimization (SEO) refers to en- itable—according to a hancing your Web site design to make it more ap- March 2003 report by pealing to crawler-based search engines.
    [Show full text]
  • Informa2on Retrieval
    Introducon to Informaon Retrieval Introducon to Informaon Retrieval Brief (non‐technical) history . Early keyword‐based engines ca. 1995‐1997 Introducon to . Altavista, Excite, Infoseek, Inktomi, Lycos Informaon Retrieval . Paid search ranking: Goto (morphed into Overture.com → Yahoo!) CS276 . Your search ranking depended on how much you Informaon Retrieval and Web Search paid Pandu Nayak and Prabhakar Raghavan . Aucon for keywords: casino was expensive! Lecture 15: Web search basics 2 Introducon to Informaon Retrieval Introducon to Informaon Retrieval Brief (non‐technical) history . 1998+: Link‐based ranking pioneered by Google . Blew away all early engines save Inktomi . Great user experience in search of a business model . Meanwhile Goto/Overture’s annual revenues were nearing $1 billion Paid . Result: Google added paid search “ads” to the side, Search Ads independent of search results . Yahoo followed suit, acquiring Overture (for paid placement) and Inktomi (for search) . 2005+: Google gains search share, dominang in Europe and very strong in North America . 2009: Yahoo! and Microso propose combined paid search offering Algorithmic results. 3 4 Introducon to Informaon Retrieval Sec. 19.4.1 Introducon to Informaon Retrieval Sec. 19.4.1 Web search basics User Needs . Need [Brod02, RL04] User . Informaonal – want to learn about something (~40% / 65%) . Navigaonal – want to go to that page (~25% / 15%) Web spider . Transaconal – want to do something (web‐mediated) (~35% / 20%) . Access a service . Downloads Search . Shop Indexer . Gray areas . Find a good hub . Exploratory search “see what’s there” The Web Indexes Ad indexes5 6 1 Introducon to Informaon Retrieval Introducon to Informaon Retrieval How far do people look for results? Users’ empirical evaluaon of results .
    [Show full text]
  • What Should Google Do? OO Page 2
    OO page 1 What Should Google Do? OO page 2 What Should Google Do? An eBook of Public Brainstorms Edited by Seth Godin Organized by Ramit Sethi Feel Free to Forward This or Post It, but Please Don’t Sell ©2003, Do You Zoom, Inc. You can click on every page. OO page 3 What Should Google Do? It seems like a simple enough question. The extraordinary thing is how many people want to answer it. Unlike almost any other brand I can think of, this one excites real passion. I wore my Google t shirt (a gift from my friend Wes at Google) to the greenmarket in New York last week. No less than five people walked up to me and, without prompting, started a conversation about how much they loved Google. A tomato salesperson grabbed me by the arm, looked me right in the eye and said, “Google changed my life for the better. Google opened doors for me that I didn’t know existed. Google is my friend. No, [and then she raised her voice a few notches] Google is my BEST FRIEND.” Wow. That’s quite a responsibility. It seems as though her best friend is about to reach a turning point. Google has triumphed as almost no other web site (in fact, as almost no other company) has ever done before. Within just a few years, with almost no money spent on marketing, they completely dominate the surfing patterns of the OO page 4 entire world. Just about everyone visits Google sooner or later during a typical day online.
    [Show full text]
  • DISSENTING STATEMENT of COMMISSIONER ORSON SWINDLE in Privacy Online: Fair Information Practices in the Electronic Marketplace a Report to Congress
    FAIR INFORMATION PRACTICES IN THE ELECTRONIC MARKETPLACE DISSENTING STATEMENT OF COMMISSIONER ORSON SWINDLE in Privacy Online: Fair Information Practices in the Electronic Marketplace A Report to Congress I dissent from this embarrassingly flawed Privacy Report and its conclusory yet sweeping legislative recommendation.1 In an unwarranted reversal of its earlier acceptance of a self-regulatory approach, a majority of the Commission recommends that Congress require all consumer-oriented commercial Web sites that collect personal identifying information from consumers to adopt government-prescribed versions of all four fair information practice principles (FIPPs): Notice, Choice, Access, and Security.2 The majority abandons a self- regulatory approach in favor of extensive government regulation, despite continued progress in self-regulation. The majority recommends that Congress give rulemaking authority to an implementing agency (presumably the Commission) to define the proposed legislative requirements with greater specificity, to expand on what constitutes reasonable access and adequate security and to examine the specific contours of the Choice requirement . (Privacy Report [PR] at 37). In some cases, the Report explains, the agency engaged in rulemaking might determine that reasonable access means no access despite the recommended statutory direction to provide access. (Id.). The Commission owes it to Congress and the public to comment more specifically on what it has in mind before it recommends legislation that requires all consumer-oriented commercial Web sites to comply with breathtakingly broad laws whose details will be filled in later during the rulemaking process. Most disturbing, the Privacy Report is devoid of any consideration of the costs of legislation in comparison to the asserted benefits of enhancing consumer confidence and 1To assist readers, a list of the topics I address is appended to my dissenting statement.
    [Show full text]
  • The Growth and Development of the Internet in the United States
    3 The Growth and Development of the Internet in the United States Martin Kenney Rarely does a new technology emerge that galvanizes a dramatic re- thinking of the nature of commerce. The Internet is such a technology. At this early stage, it is difficult to appreciate fully the importance of the Internet, but some speculate it might be as momentous as the arrival of the telegraph (Cohen, Delurg, and Sysmar 2000; Standage 1999). Radi- cally new communication technologies such as the Internet have mul- tiple applications and often become ubiquitous. As such, the adoption, diffusion, and development of this new technology provide an especially penetrating view of how different national innovation systems have re- sponded to and shaped the commercial possibilities inherent in the In- ternet. Of course, such an assessment for an economy as large as that of the United States is difficult. It is further complicated by the peculiar way in which communications technologies permeate and facilitate connec- tions and relationships. Often the action of such technologies is imper- ceptible to most of the actors involved and even to aggregate statistics; for example, better information transfer between customers and suppliers is not manifested in the finished good, though it is embodied in the good in terms of lower cost and/or higher quality. Given the diffuse nature and the speed of the Internet's evolution, any analysis can only be tentative. i Government and universities played vital roles in the gestation of the Internet in the pre-commercial and early commercialization phases. The apparent ease of entry encouraged many start-ups.
    [Show full text]
  • Traffic Edge Administrator's Guide Release
    Traffic Edge Administrator’s Guide Release 1.5 June 2002 Copyright Ó 1999-2002 Inktomi Corporation. All rights reserved. INKTOMI, Traffic Server, Traffic Edge, Traffic Edge Media Edition, Traffic Edge Security Edition, Media Distribution Network, MediaBridge and the tri-color cube design are trademarks and registered trademarks of Inktomi Corporation in the United States and other countries. Adobe is a registered trademark of Adobe Systems Incorporated in the United States and in other countries. Apple, Macintosh, and QuickTime are trademarks or registered trademarks of Apple Computer, Inc. in the United States and in other countries. Java, Solaris, Sun, Sun Microsystems, and Ultra are trademarks or registered trademarks of Sun Microsystems, Inc. in the United States and in other countries. SPARC is a trademark or registered trademark of SPARC International, Inc. in the United States and in other countries. Linux is a trademark of Linus Torvalds in the United States and in other countries. Microsoft, Windows, Windows NT, and Windows Media are trademarks or registered trademarks of Microsoft Corporation in the United States and in other countries. Netscape and Netscape Navigator are registered trademarks of Netscape Communications Corporation in the United States and in other countries. Pentium is a registered trademark of Intel Corporation in the United States and in other countries. RealNetworks, RealPlayer, and RealServer are trademarks or registered trademarks of RealNetworks, Inc. in the United States and in other countries. Red Hat is a registered trademark of Red Hat, Inc. in the United States and in other countries. UNIX is a registered trademark in the United States and in other countries, exclusively licensed through X/Open Company, Ltd.
    [Show full text]
  • Blue Coat Systems, Inc
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K (MARK ONE) È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED APRIL 30, 2003 OR ‘ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE TRANSITION PERIOD FROM TO COMMISSION FILE NUMBER 000-28139 BLUE COAT SYSTEMS, INC. (Exact Name of Registrant as Specified In Its Charter) Delaware (State or other Jurisdiction of 91-1715963 Incorporation or Organization) (IRS Employer Identification) 650 Almanor Avenue Sunnyvale, California 94085 (Address of Principal Executive Offices) (Zip Code) (408) 220-2200 Registrant’s Telephone Number, Including Area Code Securities Registered Pursuant to Section 12(b) of the Act: Title of Each Class Name of Exchange on Which Registered None None Securities Registered Pursuant to Section 12(g) of the Act: Common Stock, $.0001 Par Value (Title of Class) Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes È No ‘ Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.
    [Show full text]
  • Top 10 Lessons on Strategy Building and Implementing an Effective Corporate Strategy in an Era of Rapid Change, Evolving Technology, and Intense Competition
    SLOANSELECT COLLECTION TEN OF THE MOST READ AND DISCUSSED ARTICLES FROM THE STRATEGY ARCHIVE Top 10 Lessons on Strategy Building and implementing an effective corporate strategy in an era of rapid change, evolving technology, and intense competition. CONTENTS SLOANSELECT COLLECTION SUMMER 2015 The Strategy Guidebook 1 The Art of Strategic Renewal By Andy Binns, J. Bruce Harreld, Charles O’Reilly III and Michael L. Tushman 4 Strategic Decisions for Multisided Platforms By Andrei Hagiu 14 Beyond Forecasting: Creating New Strategic Narratives By Sarah Kaplan and Wanda Orlikowski 20 Which Strategy When? By Christopher B. Bingham, Kathleen M. Eisenhardt and Nathan R. Furr 28 Optimizing Your Digital Business Model By Peter Weill and Stephanie L. Woerner 36 Creating Value Through Business Model Innovation By Raphael Amit and Christoph Zott 45 How Strategic Is Your Board? By Didier Cossin and Estelle Metayer 52 Closing the Gap Between Strategy and Execution By Donald N. Sull 61 The Strategic Communication Imperative By Paul A. Argenti, Robert A. Howell and Karen A. Beck 68 How Companies Become Platform Leaders By Annabelle Gawer and Michael A. Cusumano Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published. Reprint #: STR0715 SPECIAL COLLECTION • “TOP 10 LESSONS ON STRATEGY”• MIT SLOAN MANAGEMENT REVIEW i The Cisneros Group, a Spanish-language media company with operations across the United States and Latin America, assembled teams from across the organization to explore new ventures. [LEADING CHANGE] efforts can be extremely difficult The Art of Strategic Renewal to initiate, fund and lead; many companies, including Xerox, What does it take to transform an organization before a crisis hits? Kodak and Firestone, attempted BY ANDY BINNS, J.
    [Show full text]
  • Why the Survivors Survived: Examining The
    WHY THE SURVIVORS SURVIVED: EXAMINING THE CHARACTERISTICS OF ONLINE COMPANIES DURING THE DOT-COM ERA By Peyton Elizabeth Purcell Submitted in partial fulfillment of the requirements for Departmental Honors in the Department of Finance Texas Christian University Fort Worth, Texas May 7, 2018 ii WHY THE SURVIVORS SURVIVED: EXAMINING THE CHARACTERISTICS OF ONLINE COMPANIES DURING THE DOT-COM ERA Project Approved: Supervising Professor: Dr. Paul Irvine, Ph.D. Department of Finance Cheryl Carithers, M.A. Department of English iii ABSTRACT This paper examines the dot-com bubble and the characteristics that enabled certain online companies to survive the crash in March of 2000. The purpose of the study was to examine financial data to understand what enabled certain companies to survive the dot- com bubble, while other companies with seemingly similar characteristics did not. The past few years sparked debate amongst investors on whether or not another bubble formed among technology companies such as Facebook, Amazon, Tesla, and Netflix. Currently, the world is in the middle of a technology boom. Investors care about the future success of technology companies that have a lot of promise baked into their stock price. My thesis attempts to examine the dot-com bubble that “burst” in March of 2000 and the companies that were able to withstand the crash until 2005. My results reveal a few conclusions about the companies in the dot-com era including (1) companies with negative earnings had a lower chance of survival; (2) companies with “.com” had a lower chance of survival; (3) companies with more volatile stock prices had a lower chance of survival; (4) companies that had higher advertising expenses had a lower chance of survival; (5) companies with higher shares outstanding had a higher chance of survival and; and (6) companies with pure online operations had a lower chance of survival.
    [Show full text]
  • Download Download
    International Journal of Management & Information Systems – Fourth Quarter 2011 Volume 15, Number 4 History Of Search Engines Tom Seymour, Minot State University, USA Dean Frantsvog, Minot State University, USA Satheesh Kumar, Minot State University, USA ABSTRACT As the number of sites on the Web increased in the mid-to-late 90s, search engines started appearing to help people find information quickly. Search engines developed business models to finance their services, such as pay per click programs offered by Open Text in 1996 and then Goto.com in 1998. Goto.com later changed its name to Overture in 2001, and was purchased by Yahoo! in 2003, and now offers paid search opportunities for advertisers through Yahoo! Search Marketing. Google also began to offer advertisements on search results pages in 2000 through the Google Ad Words program. By 2007, pay-per-click programs proved to be primary money-makers for search engines. In a market dominated by Google, in 2009 Yahoo! and Microsoft announced the intention to forge an alliance. The Yahoo! & Microsoft Search Alliance eventually received approval from regulators in the US and Europe in February 2010. Search engine optimization consultants expanded their offerings to help businesses learn about and use the advertising opportunities offered by search engines, and new agencies focusing primarily upon marketing and advertising through search engines emerged. The term "Search Engine Marketing" was proposed by Danny Sullivan in 2001 to cover the spectrum of activities involved in performing SEO, managing paid listings at the search engines, submitting sites to directories, and developing online marketing strategies for businesses, organizations, and individuals.
    [Show full text]
  • Participate in Creating Their Own Content Through Message Boards and Online Chat Areas
    Media Selling, 4th Edition Chapter 20 – The Internet By Vincent Thompson and Paul Talbot As an advertising medium, the Internet is complex and measured differently from traditional media. Also, online advertising buys are often difficult to execute and to implement. So why are marketers switching billions of dollars to the Internet? Because the Internet is one of the most disruptive innovations of our time and represents the most fertile environment ever for marketer-consumer interaction. Disruptive technologies transform societies – the way people live, think, and conduct business – and the Internet has been as disruptive and transformative as movable type, the telegraph, airplanes, and the computer have. The History of the Internet Most historians agree that the birth of the Internet occurred in 1969 when computer scientists from the government and universities linked large mainframe computers together with the objectives of sharing data and distributing information over a network. This groundbreaking work came from a desire to ensure the safety of government data during natural disasters or war and to allow university researchers the ability to share information. Prior to this project, networks were set up like phone systems with information traveling through vulnerable centralized hubs. With the invention of the distributed network, information could be simply routed along any of the networks’ many connections until it found its way to its final destination. Aiding in this concept was the use of packets. Packets allow small chunks of digital data to be sent into the network independently and then reassembled at their final destinations. Once the initial computers at UCLA and Stanford Universities were connected in 1969, other Universities followed suit and with each addition the network gained more power and provided more value to its users.i Over the next five years scientists developed cornerstone technologies such as e-mail, the ability to access the network remotely, and the ability to host multiple chat sessions.
    [Show full text]
  • And Inktomi Announce Completion of Acquisition Inktomi a Wholly-Owned Subsidiary of Yahoo
    Yahoo! And Inktomi Announce Completion Of Acquisition Inktomi a Wholly-Owned Subsidiary of Yahoo Yahoo! And Inktomi Announce Completion Of Acquisition Sunnyvale & Foster City, CA -- March 19, 2003 -- Yahoo! Inc. (Nasdaq: YHOO), a leading global Internet company, and Inktomi Corp. (Nasdaq: INKT), a leading Web search provider, today announced the completion of Yahoo!'s acquisition of Inktomi. "Bringing together a powerful combination of Yahoo!'s global audience and unmatched breadth and depth of services with Inktomi's leading search technology, will allow us to create one of the most relevant, comprehensive and highest quality search offerings on the Web for both our affiliate partners and Yahoo!," said Terry Semel, Yahoo! chairman and CEO. "The acquisition enables Yahoo! to integrate Inktomi's world-class technology throughout the network as well as offer more value to consumers and businesses through programs such as paid inclusion, which provide higher-quality commercial search results," Semel added. "We are very excited about gaining direct access to the end-product so that we can continue to improve and innovate Yahoo!'s leading search platform based on a clear understanding of consumer needs," said Vishal Makhijani, Inktomi vice president and general manager of Web search. "Results of a recent consumer blind test we conducted have already shown that Inktomi's search relevancy rates among the highest in the industry." As a result of the merger, which was completed on March 19, 2003, each outstanding share of Inktomi common stock (other than shares for which appraisal is sought under Delaware law) has been converted into the right to receive $1.65 per share in cash.
    [Show full text]