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CEO: Carol Bartz

The Rise: If you remember the "Yahoo yodel," you'll probably also remember a time when the Internet giant was synonymous with search. Founded in 1994 by Jerry Yang and David Filo, Yahoo rose to great heights thanks to effective search, email, and media services, netting a lofty stock price of $118.75 a share circa January 2000 -- the company's all-time high -- to prove it.

The Fall: After the dot-com bubble burst, Yahoo fell on hard times. Its once stratospheric stock hit a low of $4.05 in 2002, and the company eventually ceded its edge in search, email, and overall online traffic. As a result, the company laid off a chunk of its workforce -- more than 600 over the last three years or so -- as part of restructuring efforts.

As for management, CEOs have come and gone, including co-founder Yang. Yahoo's current CEO, Carol Bartz, was most recently selected to head up its turnaround efforts. Though she's brought in fresh talent like Microsoft exec Blake Irving to head product development, the company has also seen numerous high-profile employees depart.

The Plan: Streamline the company's resources, and shed areas no longer considered relevant to its core business, which includes outsourcing search to Microsoft, Yahoo Shopping to PriceGrabber and Yahoo Search to Microsoft. In exchange, Bartz is intent on expanding the company's editorial operations with the $100 million purchase of Associated Content and more recently, the launch of Livestand, a digital newsstand for tablets intended to compete against the recently-launched iPad-exclusive newspaper, the Daily.

The Challenge: Keeping Yahoo relevant in an age where Google and Facebook rule the Web will require constant innovation to at least keep pace, if not catch up.


CEO: Mike Jones

The Rise: Flash back to July 2006, and MySpace was the most-visited Web site in the U.S., raking in 4.5% of all Internet traffic. Even more than Friendster, the social network founded by Chris DeWolfe and Tom Anderson in January 2004 blurred the lines between online social interaction and the real world. And by 2005, the social network had become so righteously hip, even Rupert Murdoch wanted in, so News Corp. scooped up MySpace's parent company Intermix Media for a cool $580 million.

The Fall: If ever there was an under performer, it would be MySpace. Despite a recent (and radical) redesign positioning it as a niche entertainment, it's failed to change its fortunes so far. According to Compete, web site traffic declined more than 27%, from 77 million to 47 million visits during 2010, and News Corp.'s digital division, which includes MySpace, posted a revenue decline for its fiscal second quarter of 29%, while operating loss grew to $156 million from $125 million the same time a year ago. To add insult to injury, 500 employees got pink slips in January.

The Plan: News Corp. has publicly stated that MySpace has performed below expectations. As a result, it has reportedly hired Allen & Co., a media investment banking firm, to explore options like a possible sale.

The Challenge: Though parties like mobile social network MocoSpace are apparently interested in buying the once-social network, the question becomes less whether anyone will buy MySpace, but can its current management do anything to effectively halt its decline and prove its worth what ever devalued amount it ultimately ends fetching.


CEO: Tim Armstrong

The Rise: Originally founded in 1983 as Control Video Corporation, the Web 1.0 company would eventually become the most popular online portal of its kind with more than 30 million subscribers in the 1990s. AOL also helped popularize email as a new media medium with the ubiquitous slogan, "You've got mail." Then in 2000, AOL bought Time Warner (FORTUNE's parent company) for $164 billion, bringing its total valuation to an all-time high of $240 billion.

The Fall: Like any failed relationship, the merger would end badly for both parties. Nine years later, AOL was spun off with a value of just $2.5 billion. Its subscriber base hasn't grown since 2002, and last year, the company reported $2.4 billion in revenues, a 25% drop, and a net loss of $782.5 million against net profit of $248 million. Meanwhile, its total share of online display advertising fell to 5.3% in 2010 from 6.8% in 2009. Current CEO Tim Armstrong recently cautioned that positive results won't come in until the second half of 2011 at earliest.

The Plan: Become a go-to news organization. To that end, Armstrong and crew have gone nuts with acquisitions. In June 2009, the company bought hyper local newspaper startup Patch; last September, it picked up the popular tech blog TechCrunch for roughly $40 million. And just last week, the company snapped up The Huffington Post for $315 million, the largest purchase yet during Armstrong's tenure.

The Challenge: While AOL's recent shopping spree should help beef up the company's presence moving forward, it remains to be seen whether all that traffic growth will outweigh the number of long-time subscribers signing off of the company's dying dial-up service in the long term and grow the company from its current market cap of $2.3 billion and 117 million unique visitors per month.


CEO: Stephen Elop

The Rise: Though the Finnish phonemaker's roots arguably trace back as far as the early 20th century, when it dealt mainly in rubber products, Nokia as consumers know it today didn't really hit its stride until the early 1990s, when it gradually sold off its rubber, cable and consumer tech divisions and focused exclusively on mobile telecomm. Once it did, the company took off -- by 1998, Nokia was the world's largest mobile manufacturer.

The Fall: While it's still technically the largest mobile phone manufacturer with a 31% market share as of fourth quarter 2010, that market share has been on the decline, due in no small part to the introduction of the iPhone and Android devices sporting operating systems with better user interfaces than the company's own (creaky) Symbian OS and the stalled high-end MeeGo platform, a merger of Intel's Moblin and Nokia's Maemo projects, which has yet to find its way into many devices.

The Plan: Use Microsoft's recently-introduced Windows Phone 7 operating system as the primary platform for Nokia devices moving forward. According to company CEO Stephen Elop, recruited from Microsoft as the company's first non-Finnish CEO, WP7-loaded phones could find their way to market later this year.

The Challenge: Competing with entrenched champs like iOS and Android, not to mention getting consumers, particularly in the U.S., excited about a company that hasn't had a hit product in years using a fledgling OS that still lacks basic features like copy/paste and true multitasking.


CEO: Matt Williams

The Rise: Kevin Rose kickstarted Digg in 2004, and in less than two years, it was one of the most popular hubs for teens and young adults to crawl and discover news links. One of Digg's features proved to be its reason d'etre: users could vote up, or "digg," or vote down, (read: "bury") news links, which could potentially bring it to Digg's front page for utmost exposure or render it irrelevant. At its best, brought in more than 236 million visitors a year.

The Fall: In August 2010, the content curation site rolled out a controversial site redesign called v4, or "Version 4," that initially gave more power to news publishers and took away user features like the "bury" button and "Favorites" and reduced the number of news categories. The backlash was swift. Visitor traffic plummeted 30% within 30 days of the redesign, while competitor Reddit saw its own traffic explode, likely due in no small part to disgruntled Digg defectors. The downward traffic spiral also likely contributed to the company's most recently round of layoffs: 25 employees, or roughly 37% of its staff, last October.

The Plan: Swap out interim CEO Rose, who replaced one-time leader Jay Adelson, with 11-year Amazon vet Matt Williams. Also, rectify some of v4's most grievous issues by returning some of the aforementioned Digg feature to users.

The Challenge: Revive Digg's fortunes by tweaking v4 to a point where current Digg users will be happy and persuade Reddit defectors to give Digg another look, a major challenge in the notoriously fickle consumer market. There's also the issue of money. With some $40 million in funding from investors like Greylock Partners, Highland Capital Partners and Marc Andreesen, Digg is still not turning a profit.


首席执行官:卡萝. 巴茨

兴起:如果你还记得“雅虎约得尔唱法挑战赛”(约得尔唱法是指一种真假声迅速互换的唱法——译注)的话,你可能也会记得,曾几何时,雅虎这家互联网巨头一度是搜索技术的代名词。雅虎是1994年由杨致远(Jerry Yang)和大卫?费罗(David Filo)共同创立的,由于其出色的搜索、电子邮件和媒体服务,雅虎一时炙手可热,在2000年1月左右,它的股价达到了每股118.5美元,这也是该公司创立以来的最高纪录。



计划:雅虎正在合理规划公司资源、摒弃与核心业务无关的业务领域,例如雅虎计划将搜索业务外包给微软,将雅虎购物(Yahoo Shopping)外包给PriceGrabber公司。另一方面,巴茨打算扩展雅虎的编辑业务,为此该公司斥资1亿美元收购了Associated Content公司,而且最近还推出了一款名叫Livestand的电子阅读平台,Livestand主要针对平板电脑,旨在与最近发布的一份完全基于iPad的电子报纸《日报》(The Daily)进行竞争。



首席执行官:麦克. 琼斯

兴起:在2006年7月,MySpace还是美国访问量最高的网站,它的访问量达到所有网站访问量的4.5%。它不仅仅是一个交友网站,更是一个社交网络。它是2004年1月由克里斯?德沃尔夫和汤姆?安德森创立的,它打破了在线社交互动和真实世界之间的界线。到了2005年,这个网站已经极为流行,就连传媒大亨鲁伯特?默多克都为之心动。于是新闻集团(News Corp.)斥资5.8亿美元收购了MySpace的母公司Intermix Media。


计划:新闻集团已经公开指出MySace的表现差于预期。据报道,新闻集团已经雇佣了媒体业投资银行Allen & Co.,公司,来研究处理MySpace的种种办法——比如将它卖出去。



首席执行官:蒂姆. 阿姆斯特朗

兴起:这家公司的前身是成立于1983年的控制视频公司(Control Video Corporation)。这家web 1.0公司在上世纪90年代成为了美国最受欢迎的在线门户网站,订阅用户达到3000余万人。美国在线也促进了电子邮件作为一种新媒介的推广,当时几乎到处都能看到美国在线的广告语——“您有新的邮件”(You've got mail)。2000年,美国在线以1640亿美元的天价收购了时代华纳公司(Time Warner,《财富》杂志的母公司),使它的总市值达到有史以来最高的2400亿美元。


计划:美国在线计划转型成一家新闻机构。为了这个目标,阿姆斯特朗和其他高管已经在疯狂地进行并购了。2009年6月,美国在线收购了从事超本地化新闻服务的初创公司Patch;去年9月又以4000万美元左右的价格收购了知名的科技博客TechCrunch。就在上周,美国在线又以3.15亿美元的价格收购了《赫芬顿邮报》(The Huffington Post),这也是阿姆斯特朗任期内最大的一笔收购。



首席执行官:史蒂芬. 埃洛普



计划:诺基亚计划利用微软最新推出的Windows Phone 7操作系统作为未来诺基亚设备的主要平台。诺基亚首席执行官史蒂芬?埃洛普表示,安装了Windows Phone 7系统的手机可能将于今年晚些时候上市。埃洛普是诺基亚公司历史上首位非芬兰藉的首席执行官。



首席执行官:马特. 威廉姆斯




挑战:必须继续对网站的第四版进行修改,使目前的Digg用户感到满意。此外Digg还需要吸引那些对Reddit感到不满的用户。对于变化无常的消费市场来说,这实在是个巨大的挑战。此外钱也是大问题。Digg从格雷洛克合伙公司(Greylock Partners)、高原资本(Highland Capital Partners)和网景创始人马克?安德森等投资人手里募集了约4000万美元的投资,但目前Digg仍未盈利。
标签:挽救 科技公司
2011-02-18 10:56 编辑:kuaileyingyu