PhotoMarissa Mayer isn't losing much time putting her stamp on Yahoo!, which has been trying to organize the world's information even longer than her previous employer.

Among her first actions -- free food in the URLs Cafe at the company's Silicon Valley headquarters. Employees in the other 24 countries, provinces and territories where Yahoo! has offices? They'll have to keep brown-bagging it, at least for now.

As nearly everyone knows, Google also provides free food for its geeks and wonks. Google also has an all-hands-on-deck staff meeting every Friday afternoon and -- surprise -- Yahoo! now has one too. 

So far, none of this has sunk in with the cybersphere. We ran a sentiment analysis on about 11 million consumer comments posted to social Web sites over the last year and found that Yahoo! has actually sunk to its lowest level, a rather wan 28% positive rating, in the last month.


No respect

Yahoo! is sort of the Rodney Dangerfield of the Web. Although it is relatively  successful by most reasonable measures, and certainly not as troubled as lots of media companies we can think of, it has encountered difficulty becoming more than it is, whatever that is.

It's that "whatever" that Mayer will be wrestling with. Officially, Yahoo! says it is "the premier digital media company." This rubs Wall Street and lots of Silicon Valley the wrong way. It just sounds so, well, old world.  

After all, who would want to be a media company? You mean like the Saturday Evening Post? Media company? That sounds like somebody who creates content, which is way too expensive and, besides, it requires old-style artisan types -- you know, writers, editors, camera operators, lighting guys and who knows what else? 

What everybody wants to be today is a software platform -- you know, like Facebook, Twitter and, of course, Google. They don't exactly create anything; they just provide the stage on which information, entertainment and drivel are displayed. This is, of course, not quite as easy as we're making it sound and, in fact, smashing bits of information together can sometimes produce something much greater than the sum of the parts. Sort of like that Higgs boson particle thing. 

Human touch

Yahoo!, rather endearingly, has always prided itself on being a little more than a big black box. "Yahoo! stands out as one of the most visited and most trusted Internet destinations because we uniquely pair innovative technology with a human touch to personalize the digital world," it says on its Overview page.

So why do its users think? We went back to those 11 million social Web commenters to extract what they think is the best and worst of Yahoo!


The answer, as is so often the case, is that the most-liked and most-disliked attributes are pretty much the same, in this case Yahoo's account, messenger, answer and mail products.

Everybody has advice for Ms. Mayer.  Over at CNN Money, Dave McClure thinks Marissa should think pink. "The answer is simple: Focus on WOMEN," he advises. At AllThingsD, Kara Swisher surmises that Mayer will focus on her strength -- building great products.

We found lots of other opinions among those 11 million comments, some perhaps more useful than others:



At Google, Mayer was the supreme product czarina, focusing obsessively on ensuring that every feature and product worked well, looked nice and generally did what it was suppposed to do. Although Yahoo! basically works pretty well, it could certainly use some touching-up here and there, which may play well to its new CEO's strengths.

For the toughest view, of course, one must turn to Wall Street and its environs.  Sure enough, at, we find Richard Saintvilus recalling fondly how he once trashed Yahoo! as "the best 'has-been' on the market" and, a bit less fondly, "a laughingstock."

But Saintvilus is feeling a bit more saintly today and, slipping into the sports metaphors through which the Street communicates, says, "Mayer can be to Yahoo! what Peyton Manning once was to the Indianapolis Colts -- a franchise savior."

Cutting through all the silly, bit-wasting comments about maternity leaves, pink logos, how many s's there should be in "Marissa" and so forth, Saintvilus nicely states the challenge: Yahoo! needs to finally decide what it wants to be.

"Will it be strictly a media company that focuses on content delivery or will it be a technology company with an innovative strategy? It must choose because it can't expect to do both very well."

Good question. Yahoo! might be at one of those crossroads poets are always metering on about -- you know, two roads diverged in the woods and so forth. In such an instance, as Saintvilus would probably agree, either choice -- left or right, east or west, content or technology -- is better than simply plowing straight ahead into the woods.   

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