Library Hours
Monday to Friday: 9 a.m. to 9 p.m.
Saturday: 9 a.m. to 5 p.m.
Sunday: 1 p.m. to 9 p.m.
Naper Blvd. 1 p.m. to 5 p.m.

LEADER 00000nam  2200241 i 4500 
005    20180302070702.0 
008    180125s2017    nyu           000 0 eng d 
020    9781682615782|qpbk. 
040    IMmBT|beng|erda|cIMmBT|dUtOrBLW 
082 04 338.7/6102504|223 
092    338.761025|bRIN 
100 1  Ring, Jeremy,|eauthor. 
245 10 We were Yahoo! :|bfrom Internet pioneer to the trillion 
       dollar loss of Google and Facebook /|cby Jeremy Ring. 
264  1 New York :|bPost Hill Press,|c[2017] 
300    238 pages ;|c23 cm 
336    text|2rdacontent 
337    unmediated|2rdamedia 
338    volume|2rdacarrier 
520    For anyone paying attention, the beginning of the end for 
       Yahoo! began with decisions made by the first team of 
       executives while the company was on its way up, which set 
       the stage for horrific decisions made by subsequent 
       generations of Yahoo! leadership. Most decisions were 
       either pure incompetence or just lack of vision by CEOs 
       from 2001 to the present.  Twenty-one years after its 
       incorporation and sixteen years after its stock peak, 
       Yahoo sold for 96% less than its value on January 3, 2000,
       when it had closed at an all-time high of $118.75 per 
       share, resulting in a market capitalization of $120 
       billion. Wall Street valued Yahoo!, at that time in 
       business less than six years, higher than it did Disney, 
       News Corporation, and Comcast combined. Also on that day, 
       the iPhone was more than seven years away from launch, 
       Google was four years from its IPO, Amazon was 
       hemorrhaging money, and Mark Zuckerberg was still in high 
       school!  At the end of 2016, the top seven businesses on 
       the list of the highest-valued companies in the world by 
       market capitalization include Apple at #1, Alphabet 
       (Google’s Parent Company) at #2, at #5, and 
       Facebook at #7. Those companies combined are valued in 
       excess of $2 trillion more than the price Verizon paid to 
       acquire Yahoo!  Yahoo!’s story is one of missed strategies
       , failed opportunities, and poor execution. Early 
       decisions to de-emphasize search features, undervalue 
       Google, and overplay Yahoo’s hand in the Facebook 
       negotiations haunted the rest of the company’s existence. 
       In addition, factors outside of Yahoo’s control—most 
       notably how irrational expectations of Wall Street created
       an environment where short-term decisions were made at the
       expense of the long-term good.   The story of Yahoo! is a 
       cautionary tale not intended for the faint of heart. 
610 20 Yahoo! Inc.|xHistory. 
650  0 Internet industry|zUnited States|xManagement. 
Location Call No. Status
 Nichols Adult Nonfiction  338.761025 RIN    AVAILABLE