To be fair, I don't know how to turn Yahoo around and I'm sure most of us don't. On the other hand we aren't getting paid millions of dollars a year.
Is this an argument for paying CEO's well?
Really long article at link
https://variety.com/2016/digital/fea...eo-1201781310/
As one shareholder wonders: “What the f— has Marissa Mayer been doing for the last three-plus years?”
When Yahoo hired Mayer, the company was in a position to become a real player in social media, and to blossom into a much bigger digital-media property that could leverage increased revenue from its huge audience. Instead, Mayer spent $1 billion on microblogging startup Tumblr, which three years later hasn’t produced any meaningful revenue, while unilaterally abandoning an array of content initiatives.
In turn, she has doubled down on search, which Yahoo is fueling with pricey paid-traffic deals with two of its biggest rivals, Microsoft and Google. But prior to Mayer deciding it was critical to Yahoo’s future, web search hadn’t been a strength since the company’s earliest days. “Let’s not be hyperbolic: The use case was literally accidental searches on the homepage,” says a former Yahoo exec.
Mayer’s interest in beefing up search, according to this source, is because “she has a real chip on her shoulder about getting thrown out of search” at Google. (In 2010, she was demoted by then-CEO Eric Schmidt from her position as Google VP of search products and user experience to a job overseeing local content, maps, and location services.)
A Wall Street Journal report last week said Verizon and other bidders planned to offer between $2 billion and $3 billion for Yahoo — far less than the $8 billion or more the company has been expecting.
No one can accuse Mayer of standing still. Under her leadership, Yahoo has bought some 50 companies for a total of $2.8 billion, per an estimate by investor Eric Jackson of SpringOwl Asset Management. Many of those deals are smaller acqui-hires — buys of companies for their staff, not the products they sell — in the mobile space.
Analysts criticize the approach as a scattershot strategy that has failed to move the needle. “The Yahoo way is, ‘We’ll throw 10 rocks against the wall, and maybe one of them will hit the bull’s-eye,’ ” says Rich Tullo, analyst with Albert Fried & Co. “But you need a sniper rifle in this business.”
But so far, Mavens has not stopped the bleeding at Yahoo. The company is projecting 2016 revenue, excluding traffic-acquisition costs, to decline by as much as 17%, to between $3.4 billion and $3.6 billion; and adjusted profits before depreciation, taxes, and amortization to drop by as much as 26%, to $700 million to $800 million.