Webvan had $178.5 million of revenue in 2000, selling in only a few markets, and it had semi-coherent plans for growing its revenue quite a lot farther by penetrating existing markets more deeply and adding new ones.<p>Trouble was, Webvan&#x27;s way of doing business bled cash at a horrific rate. The bigger it got, the more money it lost. Investors got tired of throwing more cash into the company because the cash-bleed problem couldn&#x27;t be fixed.<p>I don&#x27;t think Webvan is the last company ever to suffer from such problems -- or to be unable to save itself if&#x2F;when investors go on strike.