而汤普森对此似乎也心知肚明。据报道，在上任后召开的第一次公司全体员工大会上，他表示，公司需要投入大量专项资源，用于短期内虽无法盈利，但未来有望为公司带来收益的新服务。在接受《华尔街日报》（The Wall Street Journal）采访时，他说，他的目标是在“相对较短的一段时间内”打造一家“增长迅猛的大型公司”，提供各种像PayPal一样吸引人的服务。
雅虎董事会正在评估出售亚洲资产的方案，即出售公司持有的中国阿里巴巴集团（Alibaba Group）40%的股份和雅虎日本（Yahoo Japan）35%的股份，雅虎董事会一直举棋不定。过去几年，雅虎与这两家公司一直争吵不休，因此，即便卖掉亚洲资产，雅虎也不会觉得不舍。（去年，阿里巴巴把在线支付服务支付宝转移到公司CEO马云旗下的一家新公司，引发了口水战。）据称，卖掉亚洲资产可以使公司获得170亿美元，使汤普森和雅虎可以掌握更多资金，同时轻装上阵。并且，此举还可以解决投资者争议最大的一个问题。
When Scott Thompson starts as CEO of Yahoo on Monday, he'll have his work cut out for him.
Once an Internet pioneer, Yahoo's (YHOO) luster has worn off after an epic string of fits and starts, including a parade of unsuccessful CEO -- some of whom have not left quietly -- and a decline in net revenues over the last 12 consecutive quarters. Still, the company currently employs some 13,700 people and attracts some 700 million monthly visitors worldwide.
In Thompson, Yahoo will have a CEO known for being technical and detail-oriented. Those qualities served him well as PayPal president. Under Thompson's guidance, the online payment service became the fastest-growing segment of eBay's (EBAY) overall business and now accounts for 37% of eBay's total revenues. But Thompson is a boss who's never had to deal with a turnaround of the size he now faces. "Every breath he takes will be under such scrutiny by everybody, within Yahoo and from advertisers and Wall Street," says Gartner analyst Allen Weiner. "People are not going to say: Let's give him a couple of months to get started."
Thompson seems to get that. At his first company all-hands meeting, he reportedly told employees the company needs to dedicate a good chunk of resources to new services that might not be profitable in the short-term but benefit the company down the road. And in an interview with The Wall Street Journal, he said his goal was to grow a "really big, high-growth business" in a "relatively short period of time," one with compelling services like PayPal.
Here are 5 moves he needs to make to give the company -- and himself -- a fighting chance.
Drop the underdog act.
Forrester research analyst Shar VanBoskirk believes the company has an image problem, comparing them to the college bowling team that doesn't have a chance of winning: you like them because they're the perpetual underdog, not necessarily because they're doing great things."He [Thompson] needs to stop this impression that Yahoo should be apologized for in some way," she says. Yahoo keeps referring to itself as an "iconic Internet brand," which isn't inaccurate -- it's just not unique. The same thing could be said of other Silicon Valley companies. And though it's a soft intangible, it ultimately affects public perception, portraying the company as one that's constantly looking over its shoulder instead of looking to the future. That in turn at least partly affects the company's ability to draw top talent. If you're an up-and-coming twenty-something engineer hot shot, who do you then want to work for: a cutting-edge brand like Facebook or iconic company like Yahoo?
Sell the Asian assets.
One option Yahoo's board is weighing is the sale of its 40% stake in China's Alibaba Group and 35% stake in Yahoo Japan. There likely would be no love lost over such a deal, given the companies' quarrelsome relationship over the years. (Last year, the two got into a public squabble after Alibaba transferred ownership of the online payment service Alipay over to a new company controlled by CEO Jack Ma.). Such a sale could net the company a reported $17 billion, giving Thompson and Yahoo more capital to play with and cut down on distractions. It would also take one of the most contentious issues for investors off the table.