Steve Case

Steve Case
Stephen McConnell "Steve" Caseis an American entrepreneur, investor, and businessman best known as the co-founder and former chief executive officer and chairman of America Online. Since his retirement as chairman of AOL Time Warner in 2003, he has gone on to invest in early and growth-stage startups through his Washington, D.C. based venture capital firm Revolution LLC...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth21 August 1958
CityHonolulu, HI
CountryUnited States of America
The bottom line is despite this tragedy and the resulting economic affects our unique mix of assets give us confidence that we can generate strong earnings growth next year and into the future.
This has been a record-breaking year for America Online, and we finished on a strong note with this quarter's performance, ... Just four years after becoming the only Internet company with $1 billion in annual revenues, we are now posting $1 billion in annual profits.
Five or ten years ago, when it was clear the Internet was becoming a mainstream phenomenon, it was equally clear that a lot of people were being left out and could be left behind
The real magic in National Geographic isn't how much money they have left at the end of the year. It's the fact that through their overall focus they are reaching hundreds of millions of people and educating people about the world. It just happens to be done in a business-oriented kind of way that is more sustainable.
Today, National Geographic has a membership side with a magazine and some television side, and they generate about a billion dollars in revenue, and they're profitable. And so at the end of the year they have some bottom line profit which they can then reinvest, because they're running it as a not-for-profit in charitable endeavors.
I think it took us nine years to get one million subscribers to AOL, and then in the next nine years we went from one million to 35 million.
I'm probably never going to be satisfied with anything we do. I think there's always the possibility of doing better. And I'd say we're doing better than we were a year ago, in terms of delivery and quality of service, but nowhere near what we should be doing .
In less than a year Revolution has gone from being a concept to a reality, with three rapidly growing sector companies, overseeing a dozen acquired firms that collectively employ more than 2,500 people. But we're just scratching the surface in terms of the potential to build Revolution into a new kind of company that gives consumers more choice, control and convenience in the important aspects of their lives.
So we believed that strategic alliances and partnerships were critical, and we did that for five years.
Nowadays people seem to switch schools, either because they have to, and certain schools only serve certain grades, or because they move to a different place or have some particular interest, but I was in the same school for 13 years
We went from one million to 20 million subscribers in the past five years. That's great, but a billion people watch CNN.
We do not intend to limit content diversity on any of our systems. If we limit content, if we do not promote a diversity of voices ... then consumers will waste no time migrating to other Internet and media services.
Couple that with their distribution (OS) muscle, then Netscape clearly has an uphill battle.
And when I was 24, I think, I moved to Washington, D.C., and started focusing on interactive services, and that's really what I then did for 20 years.