Yahoo Case Study

A case where Yahoo succeeded as a Web search engine. Why Yahoo? It succeeded very quickly on the Internet. With good understanding of timing, hard work, and the preferences and needs of the surfer, Yahoo got its first success. In the beginning of 1995, online fanatics was the result of flowering only. This is a good time for young entrepreneurs with the concept of the Internet. Dave Faldo and Jerry Yang believe consumers need to differentiate by classifying Web sites. In order to automate this process, Yahoo founder chose to conduct this search manually, reviewing and classifying about 1,000 attractions each day.

Back then, Yahoo! Sports and fantasy sports that lead many fields such as Yahoo!, Yahoo! Finance, Yahoo! News, Yahoo! Mail etc. Others such as Answers (Quora), Flickr (Instagram, Google Photos), Geocities (SquareSpace, Medium), Auctions (eBay), Messenger (WeChat, Skype), 360 (Facebook), Real Estate (Trulia) There are lots of opportunities. , Zillow) and others. Yahoo! Instead of polluting Display Ads. Mail and billing people turn it off, they can concentrate on creating the best e-mail experience and building more subtle and effective ad units like Gmail. Unfortunately, as the audience grows older, this may be an inevitable death. Nobody knows what will happen. The Board may reverse the situation to product director Marisa Mayer, but it is too late. After her predecessor failed to rescue the company she began shopping and finally nailed it into the coffin.

In real case studies you can learn a lot about leadership and the legend of Mayer / Yahoo is no exception. Most companies can be fully remodeled and revitalized with excellent leadership. This is a clearly lacking element of Mayer and Yahoo's board. If there is a line of hope here, this is this: leadership is better, never too late. This is true for Mayer indeed, but I think that it applies to Yahoo's board of directors as well. Meyer and the board are the main causes of poor leaders.

When Mayer was hired, several Yahoo! consultants told her to cut the labor force of the company by 10,000 people. Mel is hesitating, but now Yahoo! As a result, Mayer apparently had become enlarged, so Mayer needed an external company McKinsey & Co. to reduce the excess fat of the company. Is there a reason why Mayer did not immediately reduce 10,000 people when hired? Major people who started bleeding at Yahoo! (Kathy Savit, Jackie Lesse, Dawn Airy, etc.) threw all of them under the bus. Why is she doing this? What is good for the bridge burning for her? Does she know that most of them left because they were not sure of her change plan?