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The encyclopedia · Software & IT · Strategic decision · 1997–2013

Microsoft paid $425M for WebTV's 56,000 subscribers — and the service never scaled

Microsoft bought WebTV for $425M when it had 56,000 subscribers; sixteen years later the service was shut down having never passed a million.

Microsoft · 1997-04

What happened

WebTV Networks, founded in Palo Alto in July 1995 by Steve Perlman, Bruce Leak and Phil Goldman, sold a set-top box that put the Internet on a television: a thin client with a dial-up modem, a keyboard, and a service costing $19.95 a month. By April 1997 it had about 56,000 subscribers. Microsoft announced on April 6, 1997 that it would buy the company for $425 million — more than half in stock — a price that valued each subscriber at roughly $7,600.

Bill Gates framed the deal as the strategy for delivering the Internet to consumers through digital broadcasting, and the company planned to use Windows CE across appliances. The bet was that the television — present in 98 percent of American homes — would become the second screen of the Internet. WebTV was Microsoft's entry into the digital-television gold rush, an attempt to own the living room before anyone else.

The market never arrived at the price Microsoft paid for it. Subscribers grew to about 150,000 by autumn 1997, 325,000 by April 1998, and roughly 800,000 by May 1999 — real growth, but a rounding error beside the 98 percent of homes the deal was priced against. The service reached profitability in spring 1998 and grossed more than $1.3 billion over its first eight years, yet hardware was subsidized, each box needed its own subscription, and dial-up-only clients were stranded as the web outgrew reformatting for a 560-pixel television.

WebTV was rebranded MSN TV in 2001, and the service limped on for another twelve years. In July 2013 Microsoft announced the end; on September 30, 2013, the service closed, sixteen years after the acquisition. The living-room market Microsoft paid to own went instead to Apple TV, Roku and streaming boxes. The three founders had each taken $64 million out of the deal; the subscribers who made the service real never numbered a million.

Why it happened

  • The acquisition priced potential, not subscribers: $425 million for 56,000 customers worked out to roughly $7,600 each, before the market had proven it existed.
  • The bet rested on convergence arriving soon, and it arrived fifteen years late — by then the dial-up-era client, the subsidized hardware and the $19.95 monthly fee were obsolete.
  • Microsoft treated the living room as a platform to own, but WebTV was a service to run; the two models never fused, and the product stalled between appliance and computer.
  • Growth stalled because the product was frozen in its dial-up design: as web pages outgrew the 560-pixel television and broadband arrived, the client offered only the same reformatted pages.
What it cost$425M for a service that peaked at 800K and closed in 2013costly

The lesson

Price a market, not a story. Microsoft paid $425M to own the TV-internet future; WebTV had 56,000 subscribers. The vision was real — the market was sixteen years away.

Aftermath

WebTV became the textbook example of convergence hype: Microsoft paid $425 million for a service that never passed a million subscribers and closed on September 30, 2013. The founders' $64 million paydays were widely noted as the deal's only unambiguous winners. The company itself was profitable and grossed over $1.3 billion in eight years — the loss was not the business but the bet: the living-room market Microsoft paid to enter was built by Apple TV, Roku and the streaming services. The lesson survived the product: price a market, not a vision.

Sources

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