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Yahoo Strategic Management Case Study

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The company under consideration Yahoo! Inc. (referred to hereinafter as "Yahoo") is one of the world's largest online network integrated services provider with a combined user base in excess of 500 million.

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The case examines the current problems facing Google during one of the worst economic environments since the Great Depression. Google was faced with stagnant net profits and employee turnover, while trying to maintain their culture of corporate entrepreneurship and innovation. The case was written for senior level undergraduate and MBA students in entrepreneurship and business strategy. It can be taught in one hour and twenty minutes. The amount of outside work to prepare for the case is expected to be at least four hours. The case outlines the history of the Silicon Valley titan, Google, Inc., and how it will navigate in one of the worst economic environments since the Great Depression. The case describes the current economic environment and then examines the history of the founders and the company. Google’s stages of growth, strategies, and its keys to success are then examined. Specific attention is paid to the location of the firm in regards to Silicon Valley and Stanford University. The latter part of the case focuses on the heart of the success of Google, corporate entrepreneurship and innovation. The case describes what corporate entrepreneurship and innovation is and how it is utilized within Google. The case ends with the founders asking the reader what recommendations they would make to Google to solve their problems.

In May 2009, Sergey Brin and Larry Page, co-founders of Google, Inc., were trying to determine how they were going to navigate Google through the worst recession since the Great Depression. Their primary problem was how to maintain the company’s culture of corporate entrepreneurship and innovation in the face of stagnant profits and a host of other issues. Google sought answers on how to increase corporate entrepreneurship and innovation during the worst economic environment that the company had ever experienced.

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E-cadherin, vascular endothelial growth factor (VEGF), and matrix metalloproteinases (MMPs) are important molecules involved in tumor metastasis. In this study, we examined the expressions of E-cadherin, VEGF, MMP-1, MMP-2, and microvessel density (MVD), as well as microlymphatic vessel density (MLVD) in 200 cases of gastric cancer tissues, and determined the relationship between these parameters and the clinicopathological features and patient survival. Protein expressions, MVD, and MLVD were detected by immunohistochemistry. The correlation between the expression levels of these molecules and the clinicopathological features was analyzed. Patient survival was estimated by Kaplan and Meier analysis. Compared to normal gastric mucosa, expression of E-cadherin was reduced in 78% of gastric cancer tissues and 44.6% of adjacent non-cancerous gastric tissues. VEGF was positive in 81.5% of gastric cancer tissues, 35.7% of adjacent non-cancerous gastric tissues, and 10% of normal gastric mucosa. MMP-1 was positive in 80.5% of gastric cancer tissues, 69.6% of adjacent non-cancerous gastric tissues, and 20% of normal gastric mucosa. Reduced expression of E-cadherin was closely correlated with poor tumor differentiation and a deeper tumor invasion. Increased expressions of VEGF and MMP-1 were closely linked with poor differentiation and Lauren classification. Increased expression of MMP-2 was closely correlated with more lymph node metastasis, a deeper invasion, and a larger tumor size. More MVD was observed in VEGF-positive tissues than in VEGF negative tissues. Therefore, abnormal expressions of E-cadherin, VEGF, MMP-1, and MMP-2 are widely present in gastric cancer tissues. Abnormal expressions of E-cadherin, VEGF, and MMP-2 may represent the early molecular changes in the development of gastric cancer. Positive expression of E-cadherin and negative expression of VEGF and MMP-2 are correlated with a better patient survival.

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The Strategy Story

Yahoo! The story of strategic mistakes

Jerry Yang  and  David Filo  founded  Yahoo  in  January 1994 . Both of them were Stanford graduates. At first, they developed a website named “Jerry and David’s Guide to the World Wide Web”. It was simply a directory of other websites, organized in a hierarchy as a searchable index of pages.

yahoo inc 2009 case study analysis

By April 1994, Jerry and David’s Guide to the World Wide Web was renamed  “Yahoo! “. The word  “YAHOO”  is an acronym for  “ Yet Another Hierarchically Organized Oracle “.  

Yahoo witnessed an enormous and rapid growth throughout the ’90s and diversified its business. It was poised to become a giant and a high profile company.

Yahoo provided a search engine and a directory for other websites in a time when people could only log into a website if they knew the website address. Else there was no way to search a website.

The company started making money from the advertising banners which was the first of its kind and started to grow rapidly. Yahoo went public  in April 1996 and its stock price rose by 600 percent within two years and by 1998, Yahoo was the most popular starting point for web users receiving 95 million page views per day.

Yahoo came up with a series of funny advertisements to popularize its search engine. Check this one out!!

Yahoo’s stock became investor’s darling during the dot.com bubble and once closed at an all-time high of $118.75 in 2000. Just after the dot.com bubble crash the stuck plunged to all time lowest (literrally) at $8.11.

yahoo inc 2009 case study analysis

Despite the tremendous performance of Yahoo at its early stages, the company started bleeding in the late 2000s due to multiple factors. Here are the top 6 reasons which resulted in Yahoo’s downfall:

Wrong decisions: Yahoo refused to buy Google for 1 million dollars:

Back in 1998, two individuals, Larry Page and Sergei Brin (Google founders), offered to sell their little startup algorithm to Yahoo for $1 million. The algorithm was supposed to help the Yahoo search engine perform faster and enhance the experience of web search.

Yahoo turned down the offer mainly because it wanted its users to spend more time on Yahoo’s own platform and the other Yahoo content so that it can make more money from the advertising banners on the website.

Again, in 2002 Yahoo rejected an offer to buy Google for $5 billion when the CEO Terry Semel  refused the deal after months of negotiation. Yahoo offered to buy Google at $3 billion but Google was keen on getting $5 billion. So the deal could never happened. (Thank God!!)

Failing to buy Facebook : 

As if saying no to Google was not enough for Yahoo . According to the book called The Facebook Effect by David Kirkpatrick, Yahoo initially offered $1 billion to Facebook but later lowered it to $850 million. David writes that Facebook made its mind in 10 minutes to decline the offer. Although, some stories say that if the offer was submitted at $1.1 billion instead of $1 billion, the board of directors would’ve put pressure on Mark Zuckerberg to sell.

Unsuccessful acquisitions :

Even the successful acquisitions could not bring value to the organization. Yahoo acquired two companies in 1999 that are now ranked by Forbes as some of the  worst internet acquisitions  of all-time.

The first was a $4.58 billion deal for Geocities, a site that enabled users to build their own personal websites. While Geocities was a pioneer in this regard, it eventually  was shut down in 2009 after failing to deliver any value to Yahoo shareholders.

The second was the famous $5.7 billion deal for Broadcast.com, an online television site that was founded by Mark Cuban. Perhaps the idea was way ahead of its time and internet connections were too slow in 1999 to run this type of video content off the web..

Yahoo also bought Tumblr for $1.1 billion in 2013. Many Tumblr users were unhappy with this acquisition and started an online petition which got 170,000 signatures. Yahoo had to write down more than half of Tumblr by 2016 and ultimately sold it to Verizon.

Hiring wrong CEOs :

As experts say, Yahoo has repeatedly hired the wrong CEOs. None of the CEOs at Yahoo including Marissa Mayer had a “strategic vision” that could match what Eric Schmidt at Google brought. Some even blame Marissa Mayer entirely for the wrong decisions.

Lack of clear vision and a string of poor leaders :

It’s very clear from the strategic mistakes of Yahoo that its leadership lacked a clear vision and the overall purpose of the company. Meanwhile, Google and Microsoft were very clear about their strategic direction.

Yahoo was all over the place. During the research, people were asked to identify Yahoo with what first comes to their mind. Some said Mail , Some Media. Some said search. Clearly, Yahoo failed to create a niche for itself that its competitors successfully did.

Some former employees actually saw the slow demise of the company many years before it actually happened as they could see the bureaucratic culture with too much focus on advertising.

It became very difficult to get both investment and alignment. If you built a new product and the home page didn’t want to feature it, you were hosed. Greg Cohn, a former senior product director at Yahoo to Reuters

Declining Microsoft’s acquisition :

This was the final nail in the coffin. In 2008, Microsoft had shown its interest to buy Yahoo for $44.6 billion but Yahoo declined that too (I really don’t know what they were thinking). Since then, the company market value has never reached such numbers. In 2016 Verizon bought Yahoo in a deal worth $4.8 billion.

Yahoo is still not dead though. It is still among the world’s top 10 websites with more than 3.5 billion visits per month . Nevertheless, its place does not augur well for a bright future. Unless Yahoo comes up with any innovation that can change the future of technology, Yahoo! may die gradually in the coming years. It’s a perfect story to learn where the company despite having the right technology and right resources at disposal, failed miserably due to its strategic mistakes.

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Yahoo Case study Solution Analysis

Yahoo case study.

Yahoo Case study Solution Analysis

News; there were a lot of reasons to visit the Yahoo website. However, currently, Yahoo is a shadow of its former self (Nordquist, 2017).

First, came the search engine Google, which became the preferred search engine for many. This is because the business model used by Google offered a lot of information to users of the search engine, as it used information created by others while Yahoo in a lot of ways created their own information. It is totally wrong for a business to blame a competitor for its problems, since Yahoo’s failure came from within the company.

Yahoo’s Problems

Flat-line growth – The company stopped growing, most of the users moved to other options, such as the Google search engine. By the time Yahoo was realizing its slow growth, it may have been a little too late to catch up. At one point in 2008, Microsoft tried to acquire Yahoo for $44.6 billion; a deal that Yahoo’s leadership declined hoping to find other buyers till Microsoft withdrew their offer. Now if Microsoft was to buy Yahoo, it would be for $4.8 billion (Nordquist, 2017).

Also Study: Online Business Marketing Plan and Strategies

Slim profits – Though Yahoo still makes profits to date, it could do better being some of the first successful companies that grew with the internet era. Yahoo makes its profits from shareholding at Alibaba.com and Yahoo Japan, and not so much from its main original services.

Poor or no strategy

Yahoo lacks a good strategy that can be used as a blueprint to success. Further, Yahoo lacks brand purpose and future brand vision. A company like Google has stuck by the same principles it made upon creation while Yahoo’s self description has changed 24 times in 24 years (Wharton, 2016). When Mayer’s became the CEO, she made efforts to gather young technology talents to revise the company strategy. Finding this expensive, she instead got to an acquisition binge for over $2.5 billion which has not benefited the company much (Nordquist, 2017). When comparing Yahoo’s strategy to that of Google, Yahoo is more of a media house than a search engine.

Poor leadership

Poor top leadership is probably one of the biggest contributors to Yahoo’s downfall. When Yahoo realized its downfall, it started appointing CEOs that would turnaround the company into something close to its old self. Though there were other CEOs who were appointed and left (4 CEO’s in 5 years), Marissa Mayer, is probably when Yahoo really got it wrong in terms of leadership. Yahoo viewed Mayer as the savior of the company yet all she brought it were the wrong strategies. For example, among her first activities as CEO was to personally participate in logo redesign and went on to acquire new technologies and companies for over $2.5 billion (Nordquist, 2017).

Poor organizational culture

Yahoo’s culture has been broken as a result of poor leadership. When Mayer took over leadership, she made the organization and the task of giving Yahoo a turnaround about herself, not about those she was leading. “If you dismiss the opinions of your team, don’t be shocked when they stop sharing their insight (Myatt, 2015). Under Mayer’s, leadership, top executives were leaving the company and it was losing its best talents. Mayer failed to sustain the strong and vibrant culture that Yahoo had before (Mattone, 2016). The biggest failure of leadership was from the board of directors for failing to notice how much Mayer’s was unsuited for the job since they observed her track record in technology and brand execution but not her ability to motivate and engage talent and maintain a vibrant culture (Mattone, 2016)

Yahoo Strategic Analysis

Yahoo SWOT Analysis

Porter’s Five Forces Analysis of Yahoo

Threat of new entrants- medium to high.

In the recent past, there are low entry barriers thanks to the internet and technology advancement hence new entrants are coming up in a lot of areas that Yahoo is involved in; such as directories, mail, answers platforms etc. “Thus, scale economies may be less important in this context and new entrants can go to market with lower capital costs” (Dess, Lumpkin, & Eisner, 2007, p. 282).

Bargaining power of buyers- high

Buyers have low switching costs and the next seller is just a click away. “The internet and wireless technologies may increase buyer power by providing consumers with more information to make buying decisions and by lowering switching costs (Dess et al., 2007, p. 284). Buyers are also more informed and will know where to get a better version of everything.

Bargaining power of suppliers-high

Yahoo depends on existing technologies in order to improve its own. This means suppliers do have high bargaining power (Kasi, 2017). They also depend on sources of information, to feed their directories and search engines which and with the opportunities available in the industry for suppliers to sell their material, they do have high bargaining power.

Threat of substitutes- high

Substitutes have increased due to information available on the internet. Traditional media which is still usable today is another source of substitutes.

Competitive rivalry- high

This is one of the biggest threats to Yahoo; the intensity of competition on the internet is very high. The main competitor is Google which already has 83% market share. In other services that Yahoo offers, there is high competition such as directories, answers, etc.

Proposed Solutions

  • Yahoo should update their strengths and build up a new strategy that is current in order to gain new and future customers
  • With the resources they the company has, it can create new and efficient way to use their website such that they differentiate self from the rest
  • Attract new talent that will suggest innovative ideas. For example, Terry Semel has implemented the concept of network optimization that has been a source of revenue and projected Yahoo’s other businesses in the industry.

Recommendations

Before committing to any activity, it is very important that Yahoo reviews its strategy. The strategy must consider the changes that have happened in the internet environment since the last one was created. It must also foresee the expectations of the people in the future. This information will feed Yahoo with a strategy that is not going to be obsolete in the next few years, but one that is sustainable in the long run.

References;

  • Dess, G. G., Lumpkin, G. T., & Eisner, B. E. (2007). Strategic Management (3rd ed.). Irwin: McGraw-Hill.
  • Kasi, A. (2017, June 1). Porter’s Five Forces Model for Yahoo . Retrieved from Porter Analysis: https://www.porteranalysis.com/porters-five-forces-model-of-yahoo/
  • Mattone, J. (2016, March 28). Yahoo’s problem? A massive lack of leadership at the top . Retrieved from Huffington Post: https://www.huffingtonpost.com/john-mattone/yahoos-problem-a-massive-_b_9550092.html
  • Myatt, M. (2015, November 20). Marissa Mayer: A case study of poor leadership . Retrieved from Forbes: https://www.forbes.com/sites/mikemyatt/2015/11/20/marissa-mayer-case-study-in-poor-leadership/#2733db133b46
  • Nordquist, B. (2017, August 2). So why was Yahoo worth $4.8 billion? Retrieved from Storage Craft: https://www.storagecraft.com/blog/verizon-purchase-yahoo/
  • Wharton. (2016, Feb 23). A tale of two brands: Yahoo’s mistakes vc. Google Mastery . Retrieved from Wharton University of Pennsylvania: https://knowledge.wharton.upenn.edu/article/a-tale-of-two-brands-yahoos-mistakes-vs-googles-mastery/

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Yahoo! Inc Case Study

INTRODUCTION Yahoo has grown up as a portal company. They learned early on that by being sticky, by having a web presence that forced users to stay on their site, they could find ways to profit from their page views. This has led Yahoo astray though. Not only has Yahoo given up overall profits in search of ever expending user acquisition, they have allowed their search product to fall behind. Google , Yahoo’s chief competitor, has mastered the art of monetization, namely through contextual advertising.Contextual advertising is when small piece of programming code is inserted into web pages which actually interprets the text and serves advertising based on keywords. Google’s offering, Adsense and Adwords, produces 99% of the company’s profits. This advertising network is built into both their search and branded sites. Web publishers are also growing to adopt Google’s version of website advertising to gain monetization for their own traffic. Yahoo has adopted this model of contextual advertising that has been so profitable for Google, but have yet to refine it enough to make a serious impact on the market.

The program is still in beta (the internet’s way of saying under construction) and has not made any headway at attracting new publishers or advertisers. The primary disconnect in the Yahoo model has been the lack of precision, because their search algorithm needs to be updated. The advertising network fails to interpret that an article is written about cars, and serves ads about entrepreneurs. Money is only made if a user clicks on the advertisements. This is an interesting dilemma. On the positive side, Yahoo has a brilliant banner serving system.

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Since Yahoo still sees itself as portal, it still leverages Yahoo Money, Cars, Email, etc. Each of those sites has products or services that provide value to the user. A user shopping for cars is later targeted with the banner ads reflecting the cars that they were viewing online. Yahoo needs to focus on core content by improving exactly what it is that makes them money. They should focus on improving their ad network’s efficiency and allowing all publishers admittance. They should leverage their banner serving software with the contextual market and provide growth that way.

Google, the market leader, is simple and built around search. Yahoo needs adopt a like philosophy to remain competitive in their market. HISTORY Yahoo! Incorporated is an Internet service provider that serves both users and business globally. The company was founded in 1994 by David Filo and Jerry Yang who were attending Stanford University’s PhD program (The History of Yahoo! ). Yahoo! Inc. began as hobby for Filo and Yang and has now evolved into a multifaceted brand that serves internet users worldwide (The History of Yahoo! ).

According to the Yahoo! Inc. ebsite, they have become one of the leading search engines on the World Wide Web (The History of Yahoo! ). Yahoo! Currently has 500 million users worldwide that visit the site each month. Yahoo! is provided to users in more than twenty different languages. The company also has office locations in Europe, the Asia Pacific, Latin America, Canada and the United States. Yahoo! Inc.

is currently headquartered in Sunnyvale, California. Yahoo! Inc. was incorporated in California in March of 1995. Yahoo! Inc. first went public on NASDAQ in April of 1996. At this time Yahoo! Inc.

tock opened for $13. 00 per share. At the close of its first day of the IPO, Yahoo! ‘s stock had reached a closing price of $33. 00 per share. At this time the company only had 49 employees.

The company was then reincorporated in Delaware in May of 1999. In December of 1999, Yahoo! Stock was added S&P 500. In 1996, Yahoo! Inc. began entering into joint ventures with SOFTBANK. Through this initial joint venture, Yahoo! Inc.

was able to create Yahoo! Japan. Subsequently Yahoo! Inc. has teamed with SOFTBANK to create markets in Germany, United Kingdom, France and Korea. Yahoo! Inc. nd SOFTBANK have also created GeoCities Japan Corporation to create and manage a Japanese version of the GeoCities website. Yahoo! Inc.

has also teamed in a joint venture with VISA to establish Yahoo! Marketplace. This joint venture occurred in August 1996 and has since then created a navigational service focused on information and resources for the purchase of consumer products and services over the internet. This joint venture alone created a new market for Yahoo! Inc. In January 2006, Yahoo! Inc. and Seven Network Limited, also known as SEVEN, have teamed in a joint venture as well.SEVEN, an Australian media firm, signed an agreement with Yahoo! Inc.

In this agreement, Yahoo! Inc. contributed its Australian internet business, Yahoo! Australia and New Zealand, and SEVEN contributed its online assets, television and magazine content. Yahoo! Inc. has a fifty percent equity ownership in the joint venture, operated under the name Yahoo7. Yahoo! Inc. also operates Flickr, a photo sharing and storing website.

The company also provides its users with web mail, instant messaging, music, video, personals and much more.

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Judge in Trump's New York fraud case orders him to pay $354 million in penalties, plus millions more in interest

By Graham Kates, Melissa Quinn

Edited By Stefan Becket, Paula Cohen

Updated on: February 16, 2024 / 8:37 PM EST / CBS News

Former President Donald Trump and the Trump Organization must pay $354 million in fines — a total that jumps to $453.5 million when pre-judgment interest is factored in — a judge ruled Friday in their New York  civil fraud case . The long-awaited ruling also bars them from seeking loans from financial institutions in New York for a period of three years, and includes a three-year ban on Trump serving as an officer or director of any New York corporation.

Judge Arthur Engoron handed down his judgment in a 92-page decision on Friday. The ruling is one of the largest corporate sanctions in New York history. Trump has vowed to appeal. 

The judge's ruling also blocks Allen Weisselberg , the former chief financial officer of the Trump Organization, and Jeffrey McConney, former corporate controller, from serving as an officer or director of any New York corporation or other legal entity in the state for three years, and permanently bans them from serving in the "financial control function" of any New York corporation.

"The evidence is overwhelming that Allen Weisselberg and Jeffrey McConney cannot be entrusted with controlling the finances of any business," Engoron's order states.

In addition to imposing limits on Trump's business activities, the order bans his two oldest sons, Eric Trump and Donald Trump, Jr., from serving as an officer or director of any New York corporation or legal entity for two years.

The two, who serve as executive vice presidents at the Trump Organization, must also pay more than $4 million apiece, including interest. Weisselberg is ordered to pay a $1 million penalty. 

Speaking outside Mar-a-Lago after the ruling, Trump called the judge "crooked" and insisted the case was a "witch hunt."

"We will get back to work. It's a ridiculous award — a fine of $355 million for doing a perfect job," Trump said.

"Complete lack of contrition"

Engoron issued a scathing rebuke of Trump, his two adult sons, Weisselberg and McConney in his decision, writing that they refused to admit error even after four years of investigation and litigation.

"Their complete lack of contrition and remorse borders on pathological," he wrote. "They are accused only of inflating asset values to make more money. The documents prove this over and over again."

The judge determined that Trump, top officials at the Trump Organization, and his companies submitted "blatantly false financial data" to accountants in order to borrow more money at more favorable interest rates.

"When confronted at trial with the statements, defendants' fact and expert witnesses simply denied reality, and defendants failed to accept responsibility or to impose internal controls to prevent future recurrences," Engoron wrote.

He said the frauds in the case "leap off the page and shock the conscience."

New York Attorney General Letitia James cheered the decision as a victory for the state, the country and those who believe in an even playing field.

"There simply cannot be different rules for different people," she said in a statement. "Now, Donald Trump is finally facing accountability for his lying, cheating, and staggering fraud. Because no matter how big, rich, or powerful you think you are, no one is above the law."

Alina Habba, one of Trump's attorneys who also serves as his spokeswoman, denounced the decision and confirmed the former president will appeal Engoron's judgment.

"This verdict is a manifest injustice — plain and simple. It is the culmination of a multi-year, politically fueled witch hunt that was designed to 'take down Donald Trump,' before Letitia James ever stepped foot into the Attorney General's office," she said in a statement. "Countless hours of testimony proved that there was no wrongdoing, no crime, and no victim."

She continued: "Let me make one thing perfectly clear: this is not just about Donald Trump — if this decision stands, it will serve as a signal to every single American that New York is no longer open for business."

A spokesperson for the Trump Organization also defended the company's financial dealings, calling the ruling a "gross miscarriage of justice."

"If the Attorney General is permitted to retroactively insert herself into private commercial transactions between sophisticated parties, no business transaction entered into in the State of New York will be beyond the attorney general's purview," the spokesperson said. "Every member of the New York business community, no matter the industry, should be gravely concerned with this gross overreach and brazen attempt by the attorney general to exert limitless power where no private or public harm has been established."

James brought the civil suit in 2022, asking the judge to bar Trump from doing business in the state and seeking a penalty of $250 million, a figure her office increased to $370 million by the end of the trial. 

Trump and his legal team long expected a defeat, with the former president decrying the case as "rigged" and a "sham" and his lawyers laying the groundwork for an appeal before the judgment was even issued. 

Even before Friday's ruling, the judge had largely affirmed James' allegations that Trump and others at his company inflated valuations of his properties by hundreds of millions of dollars over the course of a decade, and misrepresented his wealth by billions. The scheme , the state said, was meant to trick banks and insurers into offering more favorable deal terms.

Engoron ruled in September that Trump and the other defendants were liable for fraud , based on the evidence presented through pretrial filings.

The trial, which began in October  and wrapped up in January , focused on other aspects of the lawsuit related to alleged falsification of business records, issuing false financial statements, insurance fraud and conspiracy.

The financial penalty James sought, known as disgorgement, is meant to claw back the amount Trump and his company benefited from the scheme. (Under New York law, disgorgement cases are decided by a judge, not a jury .) 

Ivanka Trump, the former president's daughter and once an executive at the Trump Organization, was originally named as a defendant in the suit, but an appellate court later dismissed allegations against her, citing the state's statute of limitations.

What were the Trumps accused of?

The lawsuit laid out seven causes of actions — the claims of illegal conduct that James' office said entitled the state to claw back ill-gotten profits and warranted severe sanctions against the defendants:

  • Persistent and Repeated Fraud
  • Falsifying Business Records
  • Conspiracy to Falsify Business Records
  • Issuing False Financial Statements
  • Conspiracy to Falsify False Financial Statements
  • Insurance Fraud
  • Conspiracy to Commit Insurance Fraud

The claims revolve around financial statements given by Trump and his company to banks and insurers.  The statements were prepared by accounting firms using spreadsheets of underlying data that included vast inflations of Trump property valuations.

The defendants lost on the first claim, persistent and repeated fraud, before the trial even started.

While Trump can appeal, the judgment will take a toll on his finances in the process.

"Trump may have a shot at reducing the damages on appeal, but to appeal he has to post an appeal bond of $350 million in this case and $83 million in E. Jean Carroll's case . That will be costly," John Coffee, a Columbia University law professor and an expert on corporate governance and white collar crime, told CBS News .

The Sept. 26 fraud ruling

Engoron agreed in September with James' office that it was beyond dispute, based on evidence presented through pretrial filings, that Trump and his company provided banks with financial statements that misrepresented his wealth by billions.

"The documents here clearly contain fraudulent valuations that defendants used in business," Engoron wrote in the Sept. 26 ruling.

Engoron found as fact in that ruling that Trump and the company overstated the valuations of many properties by hundreds of millions of dollars. He cited the Palm Beach Assessor valuation of Trump's Mar-a-Lago club at between $18 million and $28 million for each year between 2011 and 2021 — the values for which he paid local property taxes. During those years, Trump valued the property at between $328 million and $714 million on his annual statements of financial conditions.

Trump seized on the Mar-a-Lago valuation, complaining about it frequently during public appearances, in social media posts, and in his own defense at trial.

Trump's testimony at the trial

Donald Trump and three of his children testified during the trial, which began on Oct. 2 and ran for more than three months. 

Ivanka Trump and her brothers said they couldn't recall many of the interactions at the center of the case, including deliberations related to efforts to secure financing and insurance for Trump property developments. Eric and Donald Trump Jr. both sought to pin blame on the company's accountants, claiming they had little involvement in the preparation of financial statements that misrepresented the values of company properties.

But Engoron determined that there was "sufficient evidence" that Eric and Donald Trump Jr. "intentionally falsified business records." He found that Eric Trump "intentionally" gave McConney "knowingly false and inflated valuations" for the Seven Springs estate, a Trump-owned property in Westchester County, New York.

The former president took the stand on Nov. 6 , stopping to address the media on his way into court. "It's a very sad situation for our country," he said.

Under oath, he gave long-winded answers, seeming to test the judge's patience. At one point Engoron addressed Trump's lawyers, saying, "We got another speech," and urging them to "control him if you can."

As questioning continued, Trump defended the valuations of various Trump Organization properties said the company's statements of financial condition included a disclaimer that absolved him of responsibility for inaccuracies.

Engoron's order criticized Trump for failing to answer many questions, which the judge said damaged his credibility.

"Overall, Donald Trump rarely responded to the questions asked, and he frequently interjected long, irrelevant speeches on issues far beyond the scope of the trial. His refusal to answer the questions directly, or in some cases, at all, severely compromised his credibility."

Lawyers for the Trumps argued that the financial statements were accurate and well done, and also that valuations are subjective. They said that documents James' lawyers called evidence of fraud were actually evidence of Trump's "genius." Any misrepresentations or breaks with accepted accounting practices were his accountants fault, they said.

The former president himself also blamed his accountants, but maintained that his financial statements actually undervalued his properties and net worth.

"I'm worth more than the numbers in the statement," Trump said.

Jake Rosen and Aimee Picchi contributed reporting.

  • The Trump Organization
  • Donald Trump
  • Letitia James

Graham Kates is an investigative reporter covering criminal justice, privacy issues and information security for CBS News Digital. Contact Graham at [email protected] or [email protected]

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