Test Bank for Strategic Management Concepts and Cases 11th edition by Michael Hitt, Duane Ireland, Robert Hoskisson ISBN‎ 1305081579 ‎ 978-1305081574

Part 1. Strategic Management Inputs

1. Strategic Management and Strategic Competitiveness

1-1. The Competitive Landscape

1-1a. The Global Economy

1-1b. Technology and Technological Changes

1-2. The I/O Model of Above-Average Returns

1-3. The Resource-Based Model of Above-Average Returns

1-4. Vision and Mission

1-4a. Vision

1-4b. Mission

1-5. Stakeholders

1-5a. Classifications of Stakeholders

1-6. Strategic Leaders

1-6a. The Work of Effective Strategic Leaders

1-6b. Predicting Outcomes of Strategic Decisions: Profit Pools

1-7. The Strategic Management Process

Summary

Review Questions

Experiential Exercises

Video Case

2. The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

2-1. The General, Industry, and Competitor Environments

2-2. External Environmental Analysis

2-2a. Scanning

2-2b. Monitoring

2-2c. Forecasting

2-2d. Assessing

2-3. Segments of the General Environment

2-3a. The Demographic Segment

2-3b. The Economic Segment

2-3c. The Political/Legal Segment

2-3d. The Sociocultural Segment

2-3e. The Technological Segment

2-3f. The Global Segment

2-3g. The Physical Environment Segment

2-4. Industry Environment Analysis

2-4a. Threat of New Entrants

2-4b. Bargaining Power of Suppliers

2-4c. Bargaining Power of Buyers

2-4d. Threat of Substitute Products

2-4e. Intensity of Rivalry among Competitors

2-5. Interpreting Industry Analyses

2-6. Strategic Groups

2-7. Competitor Analysis

2-8. Ethical Considerations

Summary

Review Questions

Experiential Exercises

Video Case

3. The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

3-1. Analyzing the Internal Organization

3-1a. The Context of Internal Analysis

3-1b. Creating Value

3-1c. The Challenge of Analyzing the Internal Organization

3-2. Resources, Capabilities, and Core Competencies

3-2a. Resources

3-2b. Capabilities

3-2c. Core Competencies

3-3. Building Core Competencies

3-3a. The Four Criteria of Sustainable Competitive Advantage

3-3b. Value Chain Analysis

3-4. Outsourcing

3-5. Competencies, Strengths, Weaknesses, and Strategic Decisions

Summary

Review Questions

Experiential Exercises

Video Case

Part 2. Strategic Actions: Strategy Formulation

4. Business-Level Strategy

4-1. Customers: Their Relationship with Business-Level Strategies

4-1a. Effectively Managing Relationships with Customers

4-1b. Reach, Richness, and Affiliation

4-1c. Who: Determining the Customers to Serve

4-1d. What: Determining Which Customer Needs to Satisfy

4-1e. How: Determining Core Competencies Necessary to Satisfy Customer Needs

4-2. The Purpose of a Business-Level Strategy

4-3. Types of Business-Level Strategies

4-3a. Cost Leadership Strategy

4-3b. Differentiation Strategy

4-3c. Focus Strategies

4-3d. Integrated Cost Leadership/Differentiation Strategy

Summary

Review Questions

Experiential Exercises

Video Case

5. Competitive Rivalry and Competitive Dynamics

5-1. A Model of Competitive Rivalry

5-2. Competitor Analysis

5-2a. Market Commonality

5-2b. Resource Similarity

5-3. Drivers of Competitive Behavior

5-4. Competitive Rivalry

5-4a. Strategic and Tactical Actions

5-5. Likelihood of Attack

5-5a. First-Mover Benefits

5-5b. Organizational Size

5-5c. Quality

5-6. Likelihood of Response

5-6a. Type of Competitive Action

5-6b. Actor’s Reputation

5-6c. Market Dependence

5-7. Competitive Dynamics

5-7a. Slow-Cycle Markets

5-7b. Fast-Cycle Markets

5-7c. Standard-Cycle Markets

Summary

Review Questions

Experiental Exercises

Video Case

6. Corporate-level Strategy

6-1. Levels of Diversification

6-1a. Low Levels of Diversification

6-1b. Moderate and High Levels of Diversification

6-2. Reasons for Diversification

6-3. Value-Creating Diversification: Related Constrained and Related Linked Diversification

6-3a. Operational Relatedness: Sharing Activities

6-3b. Corporate Relatedness: Transferring of Core Competencies

6-3c. Market Power

6-3d. Simultaneous Operational Relatedness and Corporate Relatedness

6-4. Unrelated Diversification

6-4a. Efficient Internal Capital Market Allocation

6-4b. Restructuring of Assets

6-5. Value-Neutral Diversification: Incentives and Resources

6-5a. Incentives to Diversify

6-5b. Resources and Diversification

6-6. Value-Reducing Diversification: Managerial Motives to Diversify

Summary

Review Questions

Experiential Exercises

Video Case

7. Merger and Acquisition Strategies

7-1. The Popularity of Merger and Acquisition Strategies

7-1a. Mergers, Acquisitions, and Takeovers: What Are the Differences?

7-2. Reasons for Acquisitions

7-2a. Increased Market Power

7-2b. Overcoming Entry Barriers

7-2c. Cost of New Product Development and Increased Speed to Market

7-2d. Lower Risk Compared to Developing New Products

7-2e. Increased Diversification

7-2f. Reshaping the Firm’s Competitive Scope

7-2g. Learning and Developing New Capabilities

7-3. Problems in Achieving Acquisition Success

7-3a. Integration Difficulties

7-3b. Inadequate Evaluation of Target

7-3c. Large or Extraordinary Debt

7-3d. Inability to Achieve Synergy

7-3e. Too Much Diversification

7-3f. Managers Overly Focused on Acquisitions

7-3g. Too Large

7-4. Effective Acquisitions

7-5. Restructuring

7-5a. Downsizing

7-5b. Downscoping

7-5c. Leveraged Buyouts

7-5d. Restructuring Outcomes

Summary

Review Questions

Experiential Exercises

Video Case

8. International Strategy

8-1. Identifying International Opportunities

8-1a. Incentives to Use International Strategy

8-1b. Three Basic Benefits of International Strategy

8-2. International Strategies

8-2a. International Business-Level Strategy

8-2b. International Corporate-Level Strategy

8-3. Environmental Trends

8-3a. Liability of Foreignness

8-3b. Regionalization

8-4. Choice of International Entry Mode

8-4a. Exporting

8-4b. Licensing

8-4c. Strategic Alliances

8-4d. Acquisitions

8-4e. New Wholly Owned Subsidiary

8-4f. Dynamics of Mode of Entry

8-5. Risks in an International Environment

8-5a. Political Risks

8-5b. Economic Risks

8-6. Strategic Competitiveness Outcomes

8-6a. International Diversification and Returns

8-6b. Enhanced Innovation

8-7. The Challenge of International Strategies

8-7a. Complexity of Managing International Strategies

8-7b. Limits to International Expansion

Summary

Review Questions

Experiential Exercises

Video Case

9. Cooperative Strategy

9-1. Strategic Alliances as a Primary Type of Cooperative Strategy

9-1a. Types of Major Strategic Alliances

9-1b. Reasons Firms Develop Strategic Alliances

9-2. Business-Level Cooperative Strategy

9-2a. Complementary Strategic Alliances

9-2b. Competition Response Strategy

9-2c. Uncertainty-Reducing Strategy

9-2d. Competition-Reducing Strategy

9-2e. Assessing Business-Level Cooperative Strategies

9-3. Corporate-Level Cooperative Strategy

9-3a. Diversifying Strategic Alliance

9-3b. Synergistic Strategic Alliance

9-3c. Franchising

9-3d. Assessing Corporate-Level Cooperative Strategies

9-4. International Cooperative Strategy

9-5. Network Cooperative Strategy

9-5a. Alliance Network Types

9-6. Competitive Risks with Cooperative Strategies

9-7. Managing Cooperative Strategies

Summary

Review Questions

Experiential Exercises

Video Case

Part 3. Strategic Actions: Strategy Implementation

10. Corporate Governance

10-1. Separation of Ownership and Managerial Control

10-1a. Agency Relationships

10-1b. Product Diversification as an Example of an Agency Problem

10-1c. Agency Costs and Governance Mechanisms

10-2. Ownership Concentration

10-2a. The Increasing Influence of Institutional Owners

10-3. Board of Directors

10-3a. Enhancing the Effectiveness of the Board of Directors

10-3b. Executive Compensation

10-3c. The Effectiveness of Executive Compensation

10-4. Market for Corporate Control

10-4a. Managerial Defense Tactics

10-5. International Corporate Governance

10-5a. Corporate Governance in Germany and Japan

10-5b. Corporate Governance in China

10-6. Governance Mechanisms and Ethical Behavior

Summary

Review Questions

Experiential Exercises

Video Case

11. Organizational Structure and Controls

11-1. Organizational Structure and Controls

11-1a. Organizational Structure

11-1b. Organizational Controls

11-2. Relationships between Strategy and Structure

11-3. Evolutionary Patterns of Strategy and Organizational Structure

11-3a. Simple Structure

11-3b. Functional Structure

11-3c. Multidivisional Structure

11-3d. Matches between Business-Level Strategies and the Functional Structure

11-3e. Matches between Corporate-Level Strategies and the Multidivisional Structure

11-3f. Matches between International Strategies and Worldwide Structure

11-3g. Matches between Cooperative Strategies and Network Structures

11-4. Implementing Business-Level Cooperative Strategies

11-5. Implementing Corporate-Level Cooperative Strategies

11-6. Implementing International Cooperative Strategies

Summary

Review Questions

Experiential Exercises

Video Case

12. Strategic Leadership

12-1. Strategic Leadership and Style

12-2. The Role of Top-Level Managers

12-2a. Top Management Teams

12-3. Managerial Succession

12-4. Key Strategic Leadership Actions

12-4a. Determining Strategic Direction

12-4b. Effectively Managing the Firm’s Resource Portfolio

12-4c. Sustaining an Effective Organizational Culture

12-4d. Emphasizing Ethical Practices

12-4e. Establishing Balanced Organizational Controls

Summary

Review Questions

Experiential Exercises

Video Case

13. Strategic Entrepreneurship

13-1. Entrepreneurship and Entrepreneurial Opportunities

13-2. Innovation

13-3. Entrepreneurs

13-4. International Entrepreneurship

13-5. Internal Innovation

13-5a. Incremental and Radical Innovation

13-5b. Autonomous Strategic Behavior

13-5c. Induced Strategic Behavior

13-6. Implementing Internal Innovations

13-6a. Cross-Functional Product Development Teams

13-6b. Facilitating Integration and Innovation

13-6c. Creating Value from Internal Innovation

13-7. Innovation through Cooperative Strategies

13-8. Innovation through Acquisitions

13-9. Creating Value through Strategic Entrepreneurship

Summary

Review Questions

Experiential Exercises

Video Case

Part 4. Cases

Preparing an Effective Case Analysis

What to Expect from In-Class Case Discussions

Preparing an Oral/Written Case Presentation

Strategic Profile and Case Analysis Purpose

Situation Analysis

Case 1. Ally Bank

Introduction and History

Uncertainty in Banking

Conditions in the Banking Industry

Ally Bank and Its Competitors

The Birth of Ally Bank

The Role of Ally Financial

The Role of Ally Bank

Ally Bank’s Product Offerings

The Ally Bank Brand

Leadership at Ally Bank

Financials Statements

Financial Results – Ally Financial Inc.

Ally Bank Results

Current Investors

Challenges—What to Do Next?

Case 2. AstraZeneca: Transforming How New Medicines Flow To Patients

The Pharmaceutical Industry

Industry Pressure

Research and development

Patents and generics

Health care reform

Shift to Biopharmaceuticals

Competition

AstraZeneca: From A to Z

Formulating Strategy

Implementing the Strategy: Transforming R&D

Industry-Leading Capabilities

Culture of Courageous Leadership, Innovation, and Collaboration

The R&D Operating Model

A focused portfolio

Simplifying the geographic footprint and reducing the cost base

Looking Ahead at AstraZeneca

Case 3. Avon

Introduction

History

Products and Brands

Vision, Mission, and Values

Outside the Company

Competitive Fronts

Direct-Selling Competitors

Mary Kay

Arbonne

Leaders in the Beauty Industry

L’Oréal

Procter & Gamble Co. (P&G)

Doing Business with Suppliers

Selling Products to Customers

Deciding How to Compete

Competing on a Day-to-Day Basis

Additional Approaches to Competing

Competing on a Global Basis

Mergers and Acquisitions

Strategic Leaders

Sherilyn S. McCoy, CEO and Director

Andrea Jung, Senior Advisor

Patricia Perez-Ayala, Senior VP and Chief Marketing Officer

Financials

Challenges

Missing the Target

Revitalizing the Sales Force

Improving Corporate Governance and Management

Getting Back on Track

Taking Action

Conclusion

Case 4. Black Canyon Coffee

Background

History

Founder Background

Market Conditions

Country Setting

Beverage Consumption Patterns

Competition

Black Canyon Strategy and Operations

Strategy

Operations

Product and Geographic Expansion

Financing

Summary

Case 5. Blue Nile, Inc.: “Stuck in the Middle” of the Diamond Engagement Ring Market

Company Background

Strategic Direction

The Jewelry Industry

Blue Nile’s Competitors

DeBeers

Tiffany & Co.

Guild Jewelers

Barriers to Entry/Imitation

Social and Demographic Trends

Global Opportunities

Blue Nile’s Finances

Marketing

Operations and Logistics

Human Resources and Ethics

Stuck in the Middle

Case 6. Campbell: Is the Soup Still Simmering?

Introduction

Company Background

China and Russia

U.S. Soup Revitalization

Firm Structure and Management

Challenges Ahead

Industry Overview

Competition

Nestlé

General Mills

Kraft Foods

Heinz Company

Financials

Sustainability

What’s Next?

References

Case 7. Chick-fil-A: Bird of a Different Feather

Southern Roots: Samuel Truett Cathy and Chick-fil-A

Corporate Strategy: A Focus on People

Corporate Culture

Marketing and CSR Approach: Send in the Cows

Company Outlook and Finance

Awards

International Expansion

Sustainability

Succession Planning

Controversy

Case 8. Chipotle: Mexican Grill, Inc.: Food with Integrity

The U.S. Restaurant Industry

Profile

Industry Economics

Key Competitors

Chipotle Mexican Grill’s History and Profile

Origin and Early Growth

The Push to Sustainable Sourcing

Business Operations

Restaurant Operations

Supply Chain

Marketing

Finances

The “Einhorn Effect”

CMG’s Challenges

Case 9. Columbia Sportswear

History of Columbia Sportswear

The Apparel Industry and Commodity Prices

The Apparel Industry and Weather Phenomena

The Apparel Industry and Shifting Demographics of Participation in Outdoor Activities

Columbia’s Omni-Heat Electric Products and Legal Issues

Columbia’s Competitive Rivals

Nike Inc.

VF Corporation – Timberland and The North Face

L.L. Bean

Recreational Equipment Incorporated (REI)

Starting and Finish Lines

Potential New Competitors

Faster, Higher, Better

Creating a Product Portfolio

Columbia’s Leadership Structure

The Hike Ahead

Seasonality and High Variability in Sales

Intellectual Property

Maintaining Profitability

Case 10. Finding Community Solutions From Common Ground: A New Model to End Homelessness

Homeless Problem in New York City

A Bold Experiment

Going Beyond Street-to-Home

A New Organization

Value Creation, Value Capture

Knowledge Diffusion

In-depth Co-development

Case 11. Equal Exchange: Doing Well by Doing Good©

Introduction:

2012

Functional Areas at EE

EE Governance Model

Human Resource Management

Production

Marketing and Distribution

Finance

The Industry

Challenges

Case 12. Facebook

Introduction

Facebook’s Timeline

Getting Started

Earning Respect

Expanding

Going Public

Inside Facebook

Mission

Culture

Core Themes

Outside Facebook

Social Networking

The Industry

Competitors

Google Plus

Twitter

MySpace

LinkedIn

Out-Innovating the Competition

Strategic Leaders

Mark Zuckerberg, Chairman of the Board and CEO

David Ebersman, Chief Financial Officer

Sheryl Sandberg, Chief Operating Officer

Theodore Ullyot, VP and General Counsel

Financial Results

Strategic Challenges

Monetizing Facebook’s User Base

Future of Facebook

Case 13. Glencore, Xstrata and the Restructuring of the Global Copper Mining Industry in 2012

Industry and Market Overview

The Copper Supply Chain

Copper Production

Trading and Marketing

Profitability along the Copper Supply Chain

Key Competitors

Glencore

Outlook

Appendix

Case 14. Harley-Davidson: Strategic Competitiveness that Spans Decades

Introduction

The Challenge

History

How Harley Does It

What It Does Best

Keeping It Simple

Marketing

Financial Services Segment

Competition

Strategic Leaders

International Growth

Regulation

Financial Analysis

The Sum of All Parts

Case 15. Herman Miller: An On-Going Case of Reinvention and Renewal

Background

The 2000s

Herman Miller Entering 2012

Management

Marketing

Production/Operations

Human Resource Management

Finance

Accessories Team: An Example of HM’s Strategy, Leadership, and Beliefs in Action

The Industry

The Future

Case 16. Itaipu Binacional

History

Itaipu as Part of Brazil’s Energy Matrix: Institutional Regulatory Pressures

Itaipu and Sustainability: The Normative Institutional Pressures

Itaipu and Strategic Redefinition: Mission and Strategic Objectives

Itaipu and Biocivilization: From Planning to Accomplishment

Integrated Management Tourism

Good Water Program

Final Considerations

Case 17. Will J. C. Penney Strike Gold with Its New Strategy?

From Rocky Mountain Mine Store to “America’s Favorite Store”

Transitioning to the New Millennium Market

The Big Picture

A More Specific Picture

Sears

Kohl’s

Macy’s

Target

JCP’s Financials

Industry Comparisons

JCP Leadership Team

Ron Johnson

All Working Together To Bring About Change

The New JCP

Competitors’ Reactions

Conclusion

Case 18. KIPP Houston Public Schools

Setting the Scene

Storied Beginnings

Nationwide Growth

A Region Is Born

The “Target Market”

Rules of the Game

Staffing

Curriculum and Operations

The Money Gap

Organization: Bottom Up and Top Down

The People Problem

The Curriculum Conundrum

The Promise of Technology

Competitive Pressures

The Next Chapter

Case 19. Krispy Kreme Doughnuts: Refilling the Hole in a Sweet Strategy

Early History 1937-1994: The Birth and Growth of the “Original Glaze”

Recent History: Rapid Expansion, Brink of Collapse, and Resurgence

Revenue Generation, Product Lines, and the Franchising Structure

Arenas in Which Krispy Kreme Competes

Financial Results: Return to Profitability

Marketing

Leadership

James H. Morgan, Chairman—Chief Executive Officer

Douglas R. Muir—Executive Vice President and Chief Financial Officer (CFO)

G. Dwayne Chambers—Senior Vice President and Chief Marketing Officer

The Board

Rising to the Challenges

Health Concerns

Restoring Stakeholder Trust in the Top Management Team

Overexpansion

Franchisor/Franchisee Relationships

Conclusion

Case 20. Lockheed Martin

Introduction

Taking Flight

Merger of Equals

The Industry: Anything but Stable

Aeronautics

Space Systems

Electronic Systems

Information Systems and Global Solutions

How Lockheed Martin Competes

Financial Data and Performance , , , , , , , ,

Ethics

The Pilots

Chain of Command

STRATEGIC CHALLENGES

Declining Federal Defense Budget

International Market Risks

Regulation of the Defense Market

Controlling Costs

Case 21. Logitech: Finding Success through Innovation and Acquisition

Company Background

Strategic Direction

Competitors

Trends

Global Presence

Finance

Marketing

Operations

The Changing Landscape Ahead

Works Cited

Case 22. lululemon athletica Inc.

Love

Choose a Positive Thought

Friends Are More Important than Money

Observe a plant before and after watering

This Is Not Your Practice Life

Dennis “Chip” Wilson

Christine Day

John Currie

Ten to Fifteen Friends Allows for Real Relationships

Don’t Trust that an Old Age Pension Will Be Sufficient

The Pursuit of Happiness Is the Source of All Unhappiness

Life Is Full of Setbacks

Nike

Adidas

Under Armour

VF Corp.

That Which Matters the Most Should Never Give Way to that Which Matters the Least

Creativity Is Maximized When You Are Living in the Moment

Jealousy Works the Opposite Way You Want It to

Dance, Sing, Floss, and Travel

Listen, Listen, Listen

Goal Setting Triggers Your Subconscious Computer

Your Outlook on Life Is a Direct Reflection of How Much You Like Yourself

Sweat Once a Day

Do It Now, Do It Now, Do It Now

Case 23. The Movie Exhibition Industry 2013

The Motion Picture Value Chain

Studio Production

Distribution

Exhibition

The Business of Exhibition

Box Office Revenues

Concessions

Advertising

The Major Exhibitor Circuits

Challenges for Exhibitors

Benefitting from Digital Investments

Countering the Declining Allure of the Theater

The Home Viewing Substitution

Home Viewing Technology

Content Availability & Timing

Recent Exhibitor Initiatives

Technological Innovations

Alternative Content

Dynamic Pricing

Concession Initiatives

Advertising Initiatives

Bright Lights and Red Carpet or Dimly Lit Marquee?

Case 24. Phase Separation Solutions (PS2): The China Question

Company Overview

The Thermal Phase Separation (TPS) Technology

The Market for Persistent Organic Pollutants and Industrial Sludge in Canada

PCB Market

Industrial Sludge Market in Canada

PS2 Strategic Moves

Diversification into Pharmaceutical Waste Management

Going Public through Reverse Acquisition of West Mountain Capital Corp

Other Potential Future Moves

The Chinese Market

POPs Market in China

Oil Sludge Market in China

Pharmaceutical Waste Market

The Options in China for PS2

Option 1: Remediation of POP-Contaminated Soil

Option 2: Oil Recovery from Oil Sludge

The Decision

Case 25. Research in Motion

History

Competitors and Competing Products

Apple, Inc. – iPhone

Google – Android OS

Microsoft – Windows Phone

App Stores

The Competitive Arena

Customers

Suppliers

Internal Conditions

Competing Internationally

Trend toward Emerging Markets

Customers and Markets

Choosing the Markets in Which RIM Will Compete

Financial Performance

Strategic Alliances and Relationships

Leadership

Michael Lazaridis

Jim Balsillie

Thorsten Heins

Board of Directors

Issues and Challenges

Case 26. Sirius XM Radio Canada

Satellite Radio

Sirius XM Radio Inc.

Canadian Satellite Radio Holdings Inc.

Sirius Canada Inc.

Canadian Merger

Management Team

Information Systems and Operations

Marketing

Financing

Conclusion

Case 27. Tata Motors Limited: Ratan’s Next Step

Global Automobile Landscape

Tata Motors’ Market in India

Previous Acquisitions

Ford and the Premier Automotive Group

Terms of the Deal

Conclusion

Case 28. Principled Entrepreneurship and Shared Leadership: The Case of TEOCO [The Employee Owned Company]

Introduction

Company Background and Activities

Cost Management

Least Cost Routing

Revenue Assurance

Industry Landscape: Continuous Change

Competitors

Clients

Growth Strategies

TEOCO’s Product Strategy: “Spidering” through Clients’ Organizations

TEOCO’s Acquisition Strategy

TTI Acquisition Rationale: Going Global and Getting “Closer to the Network”

TTI Acquisition Challenges

Company Culture and Philosophy

Shared Leadership

Culture of Employee Ownership

Employee Involvement in the Decision-Making Process

Bonus and Stock Ownership

A Philosophy of Total Compensation

Human Resources as a Strategic Function

TA, TTI and the Future of TEOCO

Impact on Shared Leadership

Impact on the Culture of Employee Ownership

Impact on Human Resources as a Strategic Function

Impact on TEOCO’s Core Competencies

Conclusion

Case 29. Tesla Motors: Charging into the Future?

Tesla Motors

Company History

Leadership Team

Elon Musk – Chairman, Product Architect, and CEO

JB Straubel – Chief Technology Officer

Deepak Ahuja – Chief Financial Officer

Social and Economic Trends Influencing Tesla’s Business Model

Key Suppliers and Customers

Key Competitors

Toyota Motor Company

General Motors

Ford Motor Company

Honda Motor Company

Nissan Motor Company

Other Motor Companies

Tesla’s Operations

Technology

Product-Market Approach

Corporate Culture

Tesla Financials

Strategic Challenges

Case 30. Yahoo! Inc.: Marissa Mayer’s Challenge

The Internet Consumer Services Industry

Yahoo’s Company Background

Corporate Governance at Yahoo

The Microsoft Bid

Carl Icahn’s Proxy Fight

Third Point LLC’s Activism

“Resumégate”

Yahoo’s Business Operations

Enter Marissa Mayer