Internal Branding at Yahoo: Crafting the Employee Value Proposition Harvard Case Solution & Analysis

In 2001, Libby Sartain, Chief man came to find demoralized Yahoo! Internet companies without a clearly defined culture, coordinated way to communicate with employees, or the development of processes, policies and procedures. In the first year Sartain at Yahoo!, the company was sent reeling after the collapse of the dot-com bubble. For the first time in its history as a public company, Yahoo! had to lay off a significant part of its workforce. As expected, the morale at Yahoo! was shocked. There was also uncertainty at a high level executive. Many of the senior officers of the company went into a riot, resulting in the newly installed chairman and CEO Terry Semel, a team of part-time executive. In addition, Semel has yet to formulate a vision and strategy, and economic landscape is deteriorating. Almost three years have passed since the arrival of Sartain, and the company address some important issues. At the moment at least, it seemed that the worst was over. Sartain bees were working on launching a branding campaign on the inside in turn launch Yahoo! company culture in a more traditional. "Hide
by Tim Perlstein, Aneesha Capur, Charles A. O'Reilly Source: Stanford Graduate School of Business 32 pages. Publication Date: February 7, 2006. Prod. #: HR25B-PDF-ENG

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Internal Branding at Yahoo: Crafting the Employee Value Proposition

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