The Tech Bubble (also known as the 'Dot-com Bubble' or 'Internet Bubble') was a massive speculative bubble that inflated and burst between roughly 1995 and 2001. Fueled by the dawn of the commercial internet, investors poured billions into any company with a “.com” suffix, often ignoring traditional financial metrics like revenue or profitability. The prevailing belief was that a “new economy” had emerged where old rules of valuation no longer applied. This frenzy drove the NASDAQ Composite index up by over 400% in just five years. Valuations reached astronomical levels, based on flimsy metrics like “website traffic” rather than actual earnings. The bubble's spectacular collapse began in March 2000, wiping out trillions in market value, bankrupting countless startups, and serving as a painful—but valuable—lesson for a generation of investors about the timeless dangers of market mania and the importance of paying a sensible price for a business.
Bubbles don't just appear out of thin air. They are a potent cocktail of technological promise, easy money, and human psychology. The Dot-com Bubble was a textbook example.
The late 1990s had all the right ingredients for a speculative frenzy. The internet was a genuinely transformative technology, and its potential seemed limitless. This compelling story was supercharged by several factors:
In this “new paradigm,” old-school valuation methods were considered obsolete. Why bother with something as boring as the Price-to-Earnings (P/E) ratio when you could measure a company's success by its “eyeballs” (the number of visitors to its website) or its “burn rate” (how quickly it was spending its investors' cash)? Companies like Pets.com, which famously raised and spent over $80 million in less than two years before collapsing, were given sky-high valuations despite having no clear path to ever making a profit. The market was no longer valuing businesses; it was pricing narratives. This is a classic red flag that a market has detached from reality.
As with all bubbles, the Dot-com party came to a screeching halt. The laws of financial gravity are patient, but they are undefeated.
The turning point came in March 2000. Worried about inflation, the Federal Reserve began to raise interest rates, making it more expensive for companies to borrow and more attractive for investors to hold cash. A handful of high-profile tech companies missed their earnings targets, and a major sell-off began. On March 10, 2000, the NASDAQ hit its peak of 5,048.62. By October 2002, it had cratered to 1,114.11, a stunning loss of nearly 78% of its value. The dream was over.
The crash left a landscape of corporate carnage. Companies that were once market darlings, like Webvan and eToys, went bankrupt, wiping out investors entirely. However, the bubble also contained the seeds of the future. Solid companies with real business models, like Amazon and eBay, were also caught in the sell-off. Amazon's stock, for example, fell over 90% from its peak. This provides a crucial lesson for the value investor: Even a wonderful business can be a terrible investment if you pay too high a price for it. Those who bought Amazon after the crash, at a price well below its intrinsic value, were handsomely rewarded.
The Dot-com Bubble is more than a historical curiosity; it's a masterclass in core investment principles. For the value investor, its lessons are timeless.
This famous quote from Warren Buffett is the perfect antidote to bubble-thinking. During the mania, investors forgot this distinction. They paid prices that had no connection to the underlying value of the businesses they were buying. A true investor always analyzes the business first and buys only when there is a significant margin of safety—a discount between the market price and their estimate of the business's intrinsic value. This discipline is your best defense against getting swept up in the next wave of market euphoria.
History doesn't repeat itself, but it often rhymes. By studying the Tech Bubble, you can learn to recognize the warning signs of the next one. Be wary when you see: