Question Number 1 When Terry Semel became Chairman and CEO of Yahoo! he faced the daunting task of guiding Yahoo! through yet another restructuring process. Was Semel correct in his assumption that another restructuring was necessary or would Yahoo! have been fine without the restructuring? Yahoo! began as a small web site in the mid ‘90s geared toward tracking favorite sites visited by users and quickly grew into a widely used and highly popular Web browsing tool and media sensation. With Yahoo!’s initial “business plan modeled on [that of a] traditional broadcast media” company it was inevitable that at some point in the future Yahoo!’s structure would need to be adjusted to better suit the company’s needs (Wheelen & Hunger pg 13-3). Yahoo!’s first restructuring created a bureaucratic organization that was easily overwhelmed by “overlapping responsibilities” which predictably “slowed down the decision-making process” (Wheelen & Hunger pg 13-6). Regardless of this set back in the company’s structure Yahoo! has maintained an extraordinary assortment of accomplished and knowledgeable senior executives. However, because Yahoo! lacked any clear-cut and decisive structure the company lost some of its vital personnel as well as many other employees throughout the corporation. Yahoo! began as a company focused on “communication, content, and commerce” and was well-known for its abilities in these areas (Wheelen & Hunger 13-8). However, over the years Yahoo! managed to lose both its focus and its identity causing its executives to become overwhelmed by the many opportunities in the internet industry. Semel arrived on the scene with a clear idea of what needed to be done to refocus Yahoo! on what would make the company profitable in ... ... middle of paper ... ... forms of online advertisements and fees as well as “promotions, sponsorships, direct marketing, and merchandising” (Wheelen & Hunger pg 13-3). During the dotcom boom Yahoo!’s revenues exceeded expectations due to the increased advertisements for the dotcom companies. However, as the dotcoms went out of business Yahoo! saw a marked decrease in its revenues. Yahoo!’s revenues continued to decrease further as the company failed to adapt to the changing needs of the online advertising market. With the needs of its customers changing and the reluctance of Yahoo!’s executives to modify the company’s business model Yahoo! was unable to meet its customer’s needs further causing its revenue to decrease. Works Cited Wheelen, Thomas L. and J. David Hunger. Strategic Management and Business Policy, 13th Ed. Upper Saddle River, NJ: Pearson Education, Inc., 2012. Print.
2. Thompson and Strickland (2002), Strategic Management: Concepts and Cases, 13th Edition, Chicago Irwin Publications.
Verizon Communications Inc. has 13 Board of Directors, 1 CEO, 8 Executive Vice Presidents, 2 Presidents, and 5 Senior Vice Presidents. “Verizon Communications Inc., based in New York City and incorporated in Delaware, was formed on June 30, 2000, with the merger of Bell Atlantic Corp. and GTE Corp. Verizon began trading on the New York Stock Exchange (NYSE) under the VZ symbol on Monday, July 3, 2000.” Verizon Communications Inc. is a publicly held Corporation. In this paper I will discuss the corporate roles and duties of a corporation. I will also discuss the differences of a publicly held and Closed corporation. Finally, I will discuss which type of corporation I prefer.
This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.
This did not last long because just a quickly as they rose so did they fall. Within a year their stocks were down to little of nothing, and their name was not one someone wanted to be associated with. The downward spiral can be contributed to the organization culture and improper checks and balances.
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Not all strategies “fit” within the companies activities, some are hit and misses such as when Stewart placed Charles Koppelman to the board, where “he became chairman of the board in 2005, where he negotiated a paid consulting arrangement for himself. He was viewed as enabling Stewart’s self-regard as much as tending to th...
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
Dignan, Larry, “The Day Ahead: Dot-coms grow up, chief execs step out,” www.zdnet.co.uk, Online, May 2003, Fool.com, “Amazon’s CEO Letters,” www.fool.com, Online, May 2003, www.fool.com/server/foolprint.asp?file==/news/foth/2002/foth021119.htm
1. Ken Lay served as CEO and chairman and Jeffrey Skilling also served as CEO. They both were responsible for planning, organizing, controlling and leading the company. They set goals for the company and organized how they would be achieved. Kay’s role was as the figurehead and the leader. He also served as the spokesperson for the company and made many of the decision on the future of the company. As CEO’s they both possessed effective communication skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong even at the end, and visionary. Throughout Lay’s tenor the company continued to grow and prosper at a fast pace.
Apart from its astonishing CEO, Amazon’s managers proved to be qualified for their positions in the company. Thomas J. Szkutak, the Chief Fina...
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Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
Pearce, J. A., & Robinson, R. B. (2013). Strategic management: planning for domestic & global competition (13th ed.). New York: McGraw-Hill/Irwin.
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