Zitat des Tages über Yahoo:
The CEO of AT&T told an interviewer back in 2005 that he wanted to introduce a new business model to the Internet: charging companies like Google and Yahoo! to reliably reach Internet users on the AT&T network.
You can sell nothing for a mark-up for a while, but only until something starts eating away at it. Now I can go home and click on Yahoo, call my sister and talk over a microphone for free.
I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'
If you subscribe to any online service, whether it be AOL, Google, Yahoo, or the Huffington Post, have you noticed that you are forced to watch a seemingly endless ad before the video story appears about a news item that caught your eye? AOL and the Huffington Post are especially annoying.
Our deep collaboration with ABC News further strengthens Yahoo! as the No. 1 online news source, greatly enhancing our already robust news content.
Google, Microsoft and Yahoo should be developing new technologies to bypass government sensors and barriers to the Internet; but instead, they agreed to guard the gates themselves.
Yahoo!, over the years, had been the king of the banner ad.
The thing that people seem to miss about not just Google, but also our competitors, Yahoo, eBay and so forth, is that there's an awful lot of communities that have never been served by traditional media.
We approached Yahoo and Jerry Yang and said that Hadoop is going to continue to be popular, and as it does, more and more of your team is going to get poached by other companies and come under pressure to leave. This way, you can control your own fate and destiny.
Back when 'social' had a broad definition, you could almost say that Yahoo Finance chat was the first social product.
Yahoo is still in many ways the definitive brand of the consumer Internet, but I don't think they can or should compete with Google any longer. That game is over.
The time has come for me to pursue other interests outside of Yahoo.
Delivering compelling premium experiences across screens is core to our mission at Yahoo.
I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.
I admit it: I'm a freak who sits obsessively in front of my computer typing my name into Yahoo Search over and over again. I'm a closet Amberholic. Please help me!
I am incredibly proud to return to the Yahoo board.
The Internet and Yahoo are firmly established as 'must buys' for brand advertising.
Certainly Yahoo! wouldn't exist without the sort of environment that Stanford gave us to allow us to create it.
When we first started Glitch, there were four co-founders of the company. We built Flickr and worked together at Yahoo and then started Tiny Speck. We were split in Vancouver, New York, and San Francisco. So we used an old chat technology called IRC. Almost nothing went through email.
The one thing that's important to know is Hulu's not looking for traffic to be sent to hulu.com from its relationships with Yahoo and Fancast and MSN.
Unfortunately, because of the breadth of what Yahoo does, they sort of became mediocre in so many properties.
Half of Google's revenue comes from selling text-based ads that are placed near search results and are related to the topic of the search. Another half of its revenues come from licensing its search technology to companies like Yahoo.
Yahoo would benefit from going private or becoming part of a larger corporation.
Search is essential to every service that Yahoo offers.
I'm very grateful and proud of the progress Yahoo! has made over the past year. When I took the position as chairman, I told the board that my intention was to serve for one year in order to help Yahoo! during a critical time of transformation.
My time at Yahoo, from its founding to the present, has encompassed some of the most exciting and rewarding experiences of my life.
I did see the Yahoo Sports story Kevin Iole wrote about how the ratings for TUF go up when there's a women's fight in the episode. I can't lie: it felt really good to see that the UFC fans - not only MMA fans but fans of the UFC who maybe hadn't seen any female fights before February of this year - look forward to watching the women fights so much.
We're extremely excited about the assets that Yahoo has in the areas of Sports and Finance and Email and News. You match those up with AOL, and we've just made an exponential leap in capabilities here.
Let me start with Yahoo. As we meet today, a Chinese citizen who had the courage to speak his mind on the Internet is in prison because Yahoo chose to share his name and address with the Chinese Government.
The thing that surprised me and really puzzled me is that the job is really fun. Yahoo is a really fun place to work.
I wanted to be a venture capitalist and join Sequoia Capital. They've financed and helped built some really special and enormously successful companies, including Google, Yahoo, Paypal, YouTube, Cisco, Oracle, Apple, and also Zappos.
Yahoo is free, it's fast and it's Web-centric. AOL is slow, it costs money and requires proprietary software.
People regard Yahoo as a platform for essential services, and it's had a profound impact on the way people obtain information, communicate, and their entertainment.
In market valuation, Yahoo is worth about as much Walt Disney and the News Corporation combined.
Once the smoke of the market crash clears off, you know, the Internet will pick back up and go. Take a look at what's happening to some of the big companies like eBay and Yahoo, the publicly traded stocks. You know, they're all coming back up off the mat now.
I could pose as a Yahoo rep claiming that there's been some sort of fault, and somebody else is getting your e-mail, and we're going to have to remove your account and reinstall it. So what we'll do is reset the current password that you have - and by the way, what is it?
