Mozilla Meets Gorilla: What A Combined AOL-Netscape Looks Like

The irony of AOL’s acquisition of Netscape is that the firm that made the
browser a household word and selected its mascot name “Mozilla” (Microsoft
killer) may come around as AOL-Netscape these four-score Internet years
later as the biggest threat Microsoft has ever seen.

The numbers first: the deal price of $4.2 billion targets the revenue
multiple at 6.8x annualized or about 5x our estimated Netscape revenue for
1999. On a Web site value per user basis the deal could be $268. The
combined company would generate about $4 billion revenue or trade about 11x
annualized revenue for the two of them. Let’s take a look:

all figures in millions, except revenue multiple and user value (c)
1998 Internet.com

One step further, however, and we think of the overall deal value that AOL
may be paying $2.75 billion for Netscape’s Web site Netcenter, based on the
search and directory stock comparables.

That values Netcenter users at
$175 each, or about what it would cost AOL to market and land two new
subscribers to AOL’s online service. On a revenue multiple basis, Netcenter
at $2.75 billion would be 18x annualized Web site revenue, using Netscape’s
latest quarterly results. For the three-months ending July 31, Netcenter
posted $39 million revenue.

Relatedly, at the anti-trust hearing
Microsoft is going through, Microsoft may use the proposed AOL-Netscape
deal as an example of how the industry cannot be monopolized by it or
anyone or how another firm can make land grabs while it cannot. Netscape
may come up with its own spin: Microsoft forced a merger in order for
Netscape to survive the long haul. Court room drama aside, here’s why a
deal makes sense:

Benefits for AOL:

• Web credibility. Despite having a popular Web site, AOL.com is not
  driving AOL proper into anything other than the “me too,” wannabe portal
  player space. Netscape Netcenter has always been a Web destination and
  Netscape is the top brand associated with the Internet.
  
• Business users. AOL always lands at the top of the list for home
  usage but not business, an area where Yahoo dominates. With Netcenter AOL
  would be the clear leader, something it can bundle with its Compuserve unit
  which also favors businesses.
  
• Netscape just acquired AtWeb, a network of 600,000 business
  Web sites. Recall that Microsoft just acquired Link Exchange, a Web ad
  network. If AOL acquires Netscape AOL will have a business network to feed
  into and from. Tremendous commerce potential there.
  
• Netscape’s browser means AOL can phase out its proprietary software
  platform and rely on thousands of Web developers to upgrade
  Navigator/Communicator free as the browser replaces AOL’s own homegrown and
  clunky interface in favor of the open HTML standard.
  
• AOL extends its platform from 13 million proprietary users to more
  than 50 million users of various flavors of Netscape’s browser globally.
  Add to that AOL’s 21 million registered users of instant chat service ICQ.
  Suddenly AOL could be the ‘Microsoft’ of the Internet with the largest
  installed user base anywhere.
  
• AOL finds scale to ward off Microsoft’s perpetual online service in
  a box, MSN, which like the rabbit, just keeps on going and going and going
  with $17 billion of batteries (Microsoft’s cash).
  
• Netscape talent in every arena
  
• Cable Internet. Netscape provides the software for @Home
  (NASDAQ:ATHM), the cable industry’s best chance at becoming an Internet
  access powerhouse via its high-speed coaxial lines. @Home has a lock on a
  majority of cable TV homes with its multiplicity of deals with the largest
  cable operators in the U.S. This may be a big one since AT&T is acquiring
  TCI and its equity in @Home. With Netscape, AOL inherits the front end to
  the cable Internet world. This alone could be a very valuable asset.
  
  
  Benefits for Netscape:
• Growth and muscle to fend off Microsoft’s titanic shift to
  everything Internet.
  
• Exit with excitement.
  
• An acquiring partner with cash, reach and global presence.
  
• No more explaining the lack of (or how great the) synergy between
  enterprise software and Web site content services is or isn’t.
  
• Bragging rights that the term “Mozilla” may have been more
  prophetic than even Marc Andreessen or Jim Clark may have realized. It’s
  not over ’til the big lizard sings.
  
  

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