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Re: Yahoo (YHOO)

Postby winston » Thu Nov 26, 2015 2:03 pm

not vested

Only a Moron Would Buy Yahoo Stock Here – Sell YHOO Now!

YHOO stock has nothing to offer but uncertainty

By Larry Ramer

Source: Investor Place

http://investorplace.com/2015/11/yahoos ... lafPXYrKM8
It's all about "how much you made when you were right" & "how little you lost when you were wrong"
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Re: Yahoo (YHOO)

Postby winston » Thu Dec 03, 2015 10:39 am

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This Is How Yahoo! Inc. Dies – NASDAQ:YHOO

YHOO stock board is giving up with spinoff talk

By Jeff Reeves

Source: Investor Place

http://investorplace.com/2015/12/yahoo- ... l-q93YrKM8
It's all about "how much you made when you were right" & "how little you lost when you were wrong"
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Re: Yahoo (YHOO)

Postby winston » Wed Mar 02, 2016 5:25 pm

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A Yahoo! Inc. Split Is Coming Soon and Prices Will Pop (YHOO)

Shares are a waste of time for investors but traders can make a nice play

By Dan Burrows

Source: Investor Place

http://investorplace.com/2016/03/yahoo- ... taw35x96M8
It's all about "how much you made when you were right" & "how little you lost when you were wrong"
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Re: Yahoo (YHOO)

Postby winston » Sat Mar 19, 2016 6:15 pm

Yahoo! (YHOO)

The buyout gossip surrounding YHOO is a bit more convincing than unsubstantiated rumor.

On March 2, CTFN reported that Yahoo! had sent out nondisclosure agreements to potential buyers.

Companies rumored to be interested in a YHOO takeover include private equity firms Bain Capital and KKR. Verizon Communications (VZ)

CEO Lowell McAdam has openly acknowledged the company’s interest in YHOO.

YHOO is in a tricky situation for a takeover because the company could potentially be on the hook for up to $12 billion in capital gains taxes due to its large stake in Alibaba (BABA).

However, accountant and tax advisor Robert Willens believes that a three-way deal between YHOO, VZ and BABA would be a winning situation for all involved.

If Verizon buys only YHOO’s core business and not its Alibaba assets, BABA could then swoop in and acquire the remaining YHOO shell company in a second buyout.

In essence, the takeover would be akin to a share repurchase. In that scenario, no company (or its shareholders) would be on the hook for capital gains taxes.

Source: Investor Place
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Re: Yahoo (YHOO)

Postby winston » Mon Apr 04, 2016 8:26 pm

Search engine Yahoo soars 25% over the past six weeks.
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Re: Yahoo (YHOO)

Postby winston » Fri May 13, 2016 8:35 am

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5 Baffling Reasons Why Yahoo! Inc. (YHOO) Is Dying

A long line of bad decisions and unstable management has killed Yahoo

By Greg Gambone

Source: Investor Place

http://investorplace.com/2016/05/yahoo- ... zUfZvl96M8
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Re: Yahoo (YHOO)

Postby winston » Thu May 19, 2016 7:05 am

Another notable tech stock in the cross hairs of influential investors: Yahoo.

A couple of top activist investors and a hot macro investor are involved in Yahoo.

And news this week revealed that Warren Buffett and billionaire Dan Gilbert could be teaming up to buy parts of Yahoo.

Source: Forbes
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Re: Yahoo (YHOO)

Postby winston » Tue Jul 19, 2016 9:01 am

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Yahoo! Inc.: Don’t Touch YHOO Stock on Deal Talk

YHOO stock is doomed for mediocrity regardless of earnings

By Jeff Reeves

Source: InvestorPlace.com

http://investorplace.com/2016/07/yhoo-s ... 415Xrh96M8
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Re: Yahoo (YHOO)

Postby behappyalways » Wed Jul 27, 2016 12:18 am

Why Marissa Mayer couldn't save Yahoo
http://money.cnn.com/2016/07/25/technol ... index.html
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Re: Yahoo (YHOO)

Postby behappyalways » Sat Jul 30, 2016 6:15 pm

From The Economist


The parable of Yahoo

From dotcom hero to zero

Yahoo is no longer an independent company. Its failure had many fathers

Jul 30th 2016 | From the print edition


IT WAS one of Silicon Valley’s most riveting success stories. Now it stands as a warning to others. Yahoo began in 1994 as a lark in Stanford’s dormitories, when two students, David Filo and Jerry Yang, assembled their favourite links on a page called “Jerry and David’s Guide to the World Wide Web”. The site, which they renamed Yahoo, quickly became the “portal” through which millions first encountered the internet. At its peak in 2000, Yahoo had a market value of $128 billion. In the dotcom version of Monopoly, Yahoo got the prime slot.

This week its history as an independent firm came to an end. On July 25th Verizon, a telecoms giant, announced that it would pay around $4.8 billion to acquire Yahoo’s core business (see article). The sale will come as a blessed relief to shareholders. Yahoo churned through four chief executives in the three years before the hiring of Marissa Mayer in 2012. Her efforts to turn the company round may have failed, but the seeds of this week’s sale were sown long before she arrived. Three problems explain the firm’s demise.

The first was a chronic lack of focus. Right from the start Yahoo was ambivalent about whether it should be a media or a technology company. As a result, whenever the internet zigged, Yahoo zagged. It could not decide whether search was a “commodity” business to be outsourced or an area worthy of heavy investment; its prevarication allowed Google to rise. It took too long to respond to the emergence of social media and the coming of the mobile internet. Ms Mayer, and the company’s toothless board, did nothing to resolve Yahoo’s split corporate personality.

Instead of focusing, Yahoo sprawled. By 2001 it had 400 different products and services. Its cumbersome structure proved no match for specialised rivals such as Google in search and eBay in e-commerce. Yahoo was notoriously dysfunctional: at one point it had four different classified-advertising businesses, each using different technology. This contains a warning for others. Silicon Valley is known for its world-changing ambitions, but managers can be distracted by doing too many things at once. Alphabet, Google’s parent company, which continues to push into new areas, should take note.

A second problem at Yahoo concerned dealmaking. Some of its purchases paid off: by the end, its stake in another web giant—Alibaba, a Chinese e-commerce firm—was worth far more than its own internet properties. Others flopped: Ms Mayer, for example, bought Tumblr, a social-networking platform, for $1.1 billion in 2013, even though it was about to run out of money. But a company’s success depends as much on the deals it does not do as on the ones it does. Yahoo’s history is littered with transactions that should not have been passed up. It did not buy Google for $1m when it had the chance. It agreed to buy Facebook for $1 billion, but the deal fell through when Yahoo tried to negotiate down the price. It eschewed the chance to buy YouTube (subsequently bought by Google), and its purchase of eBay fell through because of clashing egos.

Most galling of all, Mr Yang, the chief executive at the time, had the chance to sell Yahoo to Microsoft for around $45 billion in early 2008. His pride and his desire to head his company led him to reject the offer. This is the third lesson from Yahoo’s demise: founders can often be too attached to their progeny to make the right strategic decisions. Silicon Valley still believes in the idea of founders as visionary turnaround artists. Last year Jack Dorsey was brought back to run Twitter, a social-media firm (while continuing to run Square, a payments company that he also founded). Shareholders of both firms should consider Yahoo’s example carefully. For every Steve Jobs, who successfully resurrected Apple, there is a Mr Yang.
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