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Why Marissa Mayer may not be a good fit for Yahoo

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In a bombshell announcement that sent shock waves through the entire technology sector, former Google (s goog) executive Marissa Mayer has become the new chief executive officer of Yahoo: the fifth CEO the faded web giant has had in five years. Until her appointment was announced on Monday, many believed the company’s interim CEO, Ross Levinsohn, had the best shot at the top job because of his focus on media and the content side of Yahoo’s business, which Yahoo (s yhoo) supporters believe is one of its few strengths. Mayer, however, is seen as being much more of a product-oriented and technology-focused manager, someone who came up through the engineering side of Google. What does that say about the future of the company as a media entity?

Much of the response to Mayer’s appointment in the technology blogosphere has had an almost reverential tone, which isn’t surprising, given her track record at Google (where she was employee No. 20). Some seem to believe she can turn Yahoo around simply through sheer force of will or that her status as a former Google executive means she will be able to accomplish things Yahoo’s previous five CEOs weren’t able to. But regardless of her experiences at Google, Mayer faces an enormous set of challenges, and despite her impressive resume it’s not clear she has the skills Yahoo requires if it is going to recover.

Does Mayer know what a media company like Yahoo needs?

One of those skills is an understanding of how a modern, web-based media company works and what is required in order for Yahoo to succeed in that market. Since it has either sold off its other assets — in the case of its search business — or de-emphasized them to the point of irrelevance (as it arguably has with properties such as Flickr), Yahoo as it exists now is primarily an online media company. And Mayer has virtually no experience with anything approaching the media business, unless you consider Google to be a media company whose content consists of search results.

That’s why some believed Levinsohn was the right person for the CEO job, since he has been running Yahoo’s media properties for some time now and comes from a digital-media background. Mike Walrath — a former executive at Doubleclick and the former CEO of digital-advertising company Right Media, which he sold to Yahoo in 2007 for $800 million — said in a blog post about Mayer’s appointment that he doesn’t think the former Google executive is a good fit with Yahoo. As he put it:

A CEO who understands the media opportunity, and understands that in the world of media “good enough” is good enough when it comes to technology, feels like the right leader for Yahoo. That’s what Ross Levinsohn (and his plan) felt like to me, and I think it was going to work.

Walrath’s fear — and that of some others who have been critical of Mayer’s appointment — is the former Google executive is too much of a product-focused and technology-focused person and that those skills aren’t what Yahoo needs right now. Yahoo-watchers may dream of the day when Mayer turns Flickr into the massive photo-sharing success it could have been a decade ago or talk about how she will help Yahoo attract better technology talent, but will any of those things help to ensure the company’s future success? If Mayer is going to focus on building great products, what products might those be?

She could try to focus on media products, but the approach she was known for at Google — where Mayer famously decided what shade of blue Google’s search links should be based on rigorous A/B testing of more than 40 different colors — doesn’t seem like a great fit for that task. As Walrath points out, media isn’t really about technology, so throwing developers at a problem may not be the best solution. Apart from understanding how search engines work, there hasn’t been much actual hard technology behind the rise of new-media giants such as the Huffington Post.

Media companies aren’t necessarily about technology

As Forrester analyst Shar VanBoskirk notes, one of the biggest challenges for Yahoo in the past has been defining exactly what it is. Is it a technology company? Is it an advertising platform? Is it an e-commerce player? Each one of the past five CEOs has had a different vision, and Mayer will need to have one too. But is that the kind of thing she will be able to provide? Says VanBoskirk:

Yahoo! needs a strategic visionary, not a product engineer. Yahoo!’s fundamental problem is that it has too many disparate products with no clear unifying thread that ties them all together. And Mayer’s background is in product development . . . not corporate strategy, not marketing, not brand definition . . . the areas where Yahoo! has the most critical need.

It’s possible Mayer could get up to speed fairly quickly on Yahoo’s media-oriented nature and come up with some innovative solutions to its problems, which for the most part have to do with monetizing the massive portals it has in products like Yahoo News, Yahoo Sports and Yahoo Finance. That’s a similar problem to the one that another former Google executive, Tim Armstrong, has been struggling with at AOL (s aol), but he hasn’t had much success either, even though he came from the advertising side of Google. Mayer is arguably going to be at an even bigger disadvantage in trying to understand Yahoo’s challenges.

The company could try to buy its way into a financial turnaround, as AOL has done with the acquisition of the Huffington Post and a $150 million investment in its Patch hyperlocal news network: Mayer could acquire a host of niche media players like Vox Media, the Bleacher Report or BuzzFeed and try to use them as the foundation of a new kind of Yahoo media property. But without a vision of where that would take the company, it’s difficult to see such a strategy succeeding, and there are no signs that Mayer has one. Levinsohn does, but it’s not clear whether he is going to stick around or not.

There’s no question Marissa Mayer is a smart and capable manager, and she clearly has an appetite for risk or she wouldn’t have taken the Yahoo job in the first place. But she is going to need more than that in order to turn around a company that has now become the poster child for failure and missed opportunity.

31 Responses to “Why Marissa Mayer may not be a good fit for Yahoo”

  1. As a former employee of Yahoo, I would respectfully disagree with the premise of this article. The underlying assumption and basis of the argument (reiterated throughout the article i might add) is that “Yahoo is a media company”. I’m sorry, but this is exactly the reason why previous CEO’s have come and failed, including Terry Semel. If Yahoo were “just a media company”, as many prior leaders assumed it was and operated it as if it were, it would find itself, in a best case scenario, looking like a media conglomerate with proprietary assets and a constant revenue stream from those assets.

    In truth, what Yahoo is and always should have been run as, is a product innovator at the intersection of Media and Technology. It is at this intersection that is constantly being reinvented and is here where Yahoo can reassert itself. As someone who’s experience runs deeply in this area of intersecting domains, Marissa Mayer is the best candidate since the early 2000’s to take the reigns and is, in my opinion, a perfect candidate for the job.

    Because of this, I find myself excited for Yahoo’s prospects for the first time since I left the company.

    TL;DR: What the pundits (including Mr. Ingram) miss entirely, is that Yahoo’s strengths was never its Media, it was it’s ability to innovate product offerings that drew eyeballs to its Media. Without eyeballs, Media is a lost cause. What drove Yahoo into a ditch is exactly what Mr. Ingram is prescribing, i.e. let Media run the show or in other words let the tail wag the dog.

  2. For the article writer:
    Might as well change the article title from
    “Why Marissa Mayer May Not Fit Yahoo”
    “Why Marissa Mayer Does Not Fit Yahoo”
    Be truthful and be courageous. Don’t be afraid that someday you may have to beg a job from Marissa at Yahoo.

  3. Harmonia

    Re that first line, let’s not overdo the hype and drama, OK?
    It makes you seem like you’re working too hard.

    Must be nice to be someone who can make millions deciding what shade of blue to paint the baby’s room, oops I mean
    Google’s backdrop. Very important work that. Yahoo’s in
    good hands, if they need a perky blonde interior designer. The real challenge will be how to get rid of that stupid company name….

  4. Not that I’m a big fan of his, but what Tim Armstrong has done at AOL (minus that Patch nonsense) is what is needed at Yahoo, to at least salvage shareholder value, if not save the company. This is not a technical challenge, it’s more like a job for Bain Capital.

  5. Chels Clinton

    The issue is that at Yahoo!’s core they have been run by their sales team. It’s always been about monetizing their properties by slapping as many ads on it as possible. It’s going to be very hard to turn that ship to be more product/consumer focused.

    Marissa is a great manager and ran a tight ship at google, but at the end of the day all she did was run UI reviews for her corner of the company (search). That’s very different from managing the strategy of a 14k+ person company.

  6. John Bell

    I think it is misleading and not particularly accurate to call Yahoo a media company. What media is it that they create? Do you mean they are a media distribution company? That might be a bit more accurate, but misses the mark as well. Yahoo is no more a media company than Google is. Despite the fact that they strayed from their roots and what lead to their considerable success, Yahoo (like Google) is an INTERNET company. Both companies share as a common them in their success and ability to attract advertisers and advertising revenue, was a compelling search engine, various subsciption-based services (often free) and the ability to deliver huge amounts of content to their large audiences. To treat all “content” as media content is fallacious. Certainly some percentage would count in that category, but the point is that they both achieved critical mass and appeal to advertisers by providing internet search and other mass appeal products and services that augmented their use as a content aggregation and communications vehicle.

    That does not make them a media company. They don’t own movie studios; they don’t own and operate production facilities and they don’t even purchase or license content a la Hulu or a typical media distribution company.

    As is often the case with technology companies the lines can get blurred, but you have to understand that Yahoo ultimately was in the position to derive advertising revenues as a result of its products and services. It’s difficulties over the last 5+ years has a lot more to do with its failure to focus and innovate in that area than some concocted failure to execute as a so-called media company. Along those lines, I think Mayer may well be an excellent hire to make Yahoo relevant again.

  7. kauberdi

    I think you miss the whole point. Besides been a Google engineer and VP, Meyers is also a decision maker. And that’s exactly what Yahoo lacks off. Previous CEO were all unable to put a vision in place and face the competition with a winning strategy. I believe she’s gonna change the game. Go Marissa!!

  8. Michael Browning

    Strategy without a great product is useless.
    The comments by Walrath and VanBoskirk are great examples of the disconnect so many in the media and technology industry have with how important customer experience and product value is to a successful business. But, I guess that just means more opportunity for those who do understand it.

  9. Kyle Maps

    I think it is too late for Yahoo! for any CEO to make any difference. I think this would be good move the Marissa because she has Google background and now CEO experience. She can be a good CEO choice for the next Google/Facebook, just like Eric Schmidt was for Google!

  10. JackbNimble

    For all of Marissa’s considerable talents, it may prove moot as Yahoo simply might not be savable. There is *nothing* unique about Yahoo and if you did a thought experiment about its disappearance, it’s likely it wouldn’t be missed for long.

    And can Marissa come up with a new compelling set of products? Doubtful as Google’s own record can attest. Outside of Android and Chrome, nothing even comes close to search. And it’s not enough to move the dial on a multi-billion dollar valuation.

    Yahoo will probably continue on its multi-year decline — the way that media companies die, slowly, painfully, over years.

  11. Rajiv Srivatsa

    Yahoo! may currently be about media but who says that’s the right thing to go after? An audience of 700 Million and a valuation (less Alibaba) of ~5 Bn. And an Instagram with a fraction of a traffic is worth $1 Bn in a year, a Groupon is worth $10 Bn and a LinkedIn is worth even more. The best online media success story – maybe a Huffington Post for $350 Mn or many other page-view focused media companies hovering around the $100 Mn mark. In essence, I am saying it may not be a bad idea to make Flickr what it could have been a decade ago and still get a much higher valuation with the kind of audience it can build if given a year.

    Sports, Finance, Movies etc. – you can sell all the banner inventory and deals but that’s not going to make crazy amounts of money. The tons of money is made by massive original content companies like movie houses where risk vs. reward is very high and that kind of a strategy is probably something which is too much of a deviation for Yahoo! Where the thinking is sorely missing is what’s the kind of kick-ass product magic that needs to be done (and somewhere down the line stopping the mad page-view only focus) to give users kick-ass new-age experiences and solutions in those verticals (and more). It requires a product person or a technologist to have crazy ideas around how to integrate and give a much more kick-ass experience into the age-old field of sports or movies, more than a journalist. That’s where the pot of gold might be. That’s where getting the coolness quotient back may be. It’s worth a shot, instead of increasing the $5Bn valuation to $8Bn by selling better deals to advertisers.

  12. nachofotofanclub

    I do agree with your view point but I think what Yahoo really needs today is someone who could bring in positive energy. Someone who could recharge Yahoo employees. I think marissa Mayer is a better fit because she bring along with her a brand that I’m sure all Yahoo employees must be proud of. Now they wont feel ashamed when someone asks them what company you work for.

  13. ghunda

    That quote from Walrath is dominated by, “good enough” which exactly what Yahoo has had enough of. When you shoot for just good enough, you tend to fall way short of even that. Mayer’s perfectionism and attention to giving users a great experience is exactly what this company needs. And it’s that kind of work that will again attract the talent that has been leaving Yahoo in droves.

    Yahoo has had their CEOs with media, corporate strategy, and marketing backgrounds and that hasn’t done much for the company. Ross, with all his talents, would have just been another cog in that wheel and a year (or less) later, we’d all be talking about the new CEO following him.

  14. Mcbeese

    I think the decision to choose a product person for the next CEO of Yahoo is the right one. The product needs a strategic overhaul, and there’s no reason why Mayer can’t bring in a few people who are media savvy.

    Having said that, it’s always been a little unclear to me what Mayer’s claim to fame was at Google. Employee number 20 and first female employee sounds good, but so what? How does that help the portfolio? It’s also interesting to note that Mayer has been eased out of the Google inner-circle over the past 6-9 months and there are no plans to replace her.

  15. Clint Sharp

    I think people far too much emphasis on background. Certainly, there’s a learning curve, as I know first-hand moving from IT to Marketing recently, but I’m a firm believer that a smart *leader* can accomplish whatever goal they want so long as they understand how to be a good leader. She is but one individual, certainly the most important in an organization of 18k, but still just one. The most important thing isn’t whether she’s knowledgeable in media, advertising, marketing, content, etc; it’s whether she has the ability to recognize internally and extract externally the top talent she is going to need to transform that organization. I know nothing of her other than what I’ve read in the blogs, but it seems she certainly has a better chance than the last few CEOs they’ve run through there.

    • Greg Ivanov

      Agreed re too much emphasis on background! Yet it’s one of the only ways of trying to build a prediction, but a bit futile ultimately

  16. Flawed argument. This is the kind of stuff that got Jerry Yang out..I’d bet Yahoo would have been in a much better state if Jerry Yang was still at the helm.

  17. Josh Stearns

    I’m encouraged by Marissa Mayer’s participation and leadership on the Knight Commission on the Information Needs of Communities – where she and other commissioners traveled the country holding 10 events and public forms and drawing on input from over 100 citizens, educators, community leaders and others.

    The Knight Commission report (, while a few years old, still charts an important public-interest oriented path forward for the future of news and information. Not many tech CEOs have traveled the country listing to and considering the needs of local communities. I hope that experience shapes Mayer’s perspective on the future of Yahoo.

  18. I think she’s good. It would seem that someone used to dealing with gigantic egos and still getting great things done would be a good fit for Yahoo.

  19. Thomas Vander Wal

    Yahoo is a mix of media and platform/product. But, to run the media side well the platform and product need to be done right and most of the properties at Yahoo! that are left are long in the tooth and need serious focus on the product and platform side.

    Being a media company takes content and solid delivery. If one of those two is lacking the overall result is poor. Yahoo still has one of the most heavily used email services and it the top finance site and 2nd sports site.

    The addition of Marissa Mayer indicates the understanding that product and platform need focus, which is something she has proven she is capable of getting done as a manager at scale. With this focus sorting out the longer term goals can come into focus. Keep what is still good and profitable running well and to current expectations and beyond is a good thing.

    The addition of Mayer also gives Yahoo credibility again to attract top talent to get what is needed done.

    It will be interesting to watch.

    • Thanks, Thomas — I agree that Yahoo probably needs product and platform expertise. But media is also a very specialized kind of product, with unique properties that make it unlike the products Google is familiar with (which is why it mostly sucks at media) and that makes me wonder whether Marissa is the right choice. I agree it will be interesting though — thanks for the comment.

      • ghunda

        Not sure I buy the “specialized kind of product” bit. Apple has a dominant position in the media business and got there buy building a successful product/platform. Ross L would never have been able to bring that Yahoo and their media business would be the same with him running Yahoo as it is today.

      • Doug Lay

        Yahoo internally is a morass of homegrown content management systems, apis, formats, and code bases. If Meyer can get the platform streamlined, she will increase the possibilities available to Yahoo as a media company.