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The encyclopedia · Strategy & Leadership · Strategic decision · 2011

News Corp paid $580M for MySpace — and sold it six years later for $35M

MySpace was the world's largest social network when News Corp bought it in 2005. Facebook overtook it by 2008. Sold for $35M in 2011 — a 94% loss.

News Corp · MySpace · 2011-06

What happened

In 2005, News Corp, Rupert Murdoch's media conglomerate, acquired MySpace for $580 million. MySpace was the world's largest social networking site at the time, with over 100 million users, and Murdoch saw it as the future of media distribution.

But under News Corp's ownership, MySpace was mismanaged. The platform was loaded with advertising to meet revenue targets, degrading the user experience. Technical infrastructure was neglected, and the site became slow and cluttered. Meanwhile, Facebook, launched in 2004, was growing rapidly with a cleaner, more focused product.

By 2008, Facebook had surpassed MySpace in global traffic. MySpace's user base collapsed, and News Corp took a $545 million writedown. In 2011, MySpace was sold to Specific Media (with Justin Timberlake as a partial owner) for just $35 million — a 94% loss. The case illustrated how a media company's advertising-first mindset can destroy a social platform that depends on user experience.

Why it happened

  • News Corp loaded MySpace with advertising to meet revenue targets, degrading the user experience.
  • Technical infrastructure was neglected, making the site slow and cluttered compared to Facebook.
  • A media conglomerate's culture (maximize ad revenue) was incompatible with a social platform's needs (user experience first).
  • Facebook's cleaner, faster product attracted MySpace's users, and the network effect reversed.
What it cost$580M paid; sold for $35M; 94% losscostly

The lesson

A social platform's value is its users, and users leave when the experience degrades. News Corp treated MySpace as ad inventory, not a community. The $35M sale was the verdict.

Aftermath

MySpace was relaunched as a music-focused platform but never regained relevance. The case is cited as an example of how a large media company's culture can destroy an acquired digital platform.

Sources

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