Whitman at eBay
Running head: Whitman at eBay
Meg Whitman at eBay Inc.
Joseph V. Bellino
Katie Gleason
Kat Valladares
HRD501: Organizational Theory and Behavior
1
Whitman at eBay
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Pierre Omidyar began eBay in 1995, simply as a pet project. He wanted to create an
environment where all people had equal access to information and where everyone could be
treated with honesty and respect. Two years later, eBay had become the largest and most popular
site of its kind on the Internet. Because of this unexpected growth, Omidyar felt that it was time
to bring in a more experienced and company-oriented Chief Executive Officer (CEO). After
much searching and several meetings, Omidyar hired Meg Whitman to take the place of
President and CEO of eBay, Inc. (Hill & Farkas, 2005).
Whitman jumped into eBay headfirst and began making improvements. While she both
understood and supported the eBay culture, she knew that there were parts of the company that
would need to be changed. With that in mind, she developed her initial priorities, established a
close working relationship with Omidyar and made sure to keep clear communication lines open
with the company staff. Because of the communication, Whitman was aware of growing
problems within the company. Whitman approached the growing technical problems with an eye
to the future, as well as other issues that arose. Eventually, she decided that to provide the
strongest core for the organization possible, a few more experienced executives would need to be
brought in (Hill & Farkas, 2005).
Whitman, in conjunction with Omidyar and other top eBay executives, brought in Brian
Swette as the marketing executive, Michael Jacobsen as general counsel, and Scott Cook and
Howard Schultz as board members. With these new faces, Whitman hoped to help strengthen
and promote growth within the company. This growth was soon to be seen in the form of the
company’s initial public offering (IPO). Despite odds against it, the company had a very
successful IPO in third-quarter 1998. This successful IPO seemed to mark a point in time where
eBay began to take more criticism than before (Hill & Farkas, 2005).
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After the IPO, eBay began to receive criticism for policies regarding user fraud, sale of
illegal items, etc. The nature of eBay was that users were responsible for their own items and
eBay was completely hands-off; however, the company was starting to realize that there may be
a necessary policy change. Because of the corporate culture at eBay, though, Whitman knew that
a heavy-handed executive response was not the answer. Through much debate and explanation,
Whitman made the decision to change the company’s policies regarding community safety and
such things as the sale of firearms (Hill & Farkas, 2005).
Even while making the decisions to change policies, Whitman was considering how best
to help the eBay community and began to work on an expansion program for customer support.
The company created an off-site facility dedicated to customer support, in addition to keeping
the practice of employing its own users as support technicians. The company also expanded the
technical aspects of maintaining the site, allowing for heavier volume (Hill & Farkas, 2005).
These changes to eBay policy and improvements to service and website were all done in
a very short time period. Whitman continued to press on and entered a partnership with AOL,
allowing for limited marketing on eBay’s site. Whitman went directly from that partnership,
seemingly, to acquiring the auction house Butterfield & Butterfield. These changes angered
many members of the eBay community at the same time as they increased revenues for eBay and
gained support of industry analysts and investors. These changes also created an environment in
which acquiring Kruse International was an extremely controversial decision, simply because so
much unrest had been happening within the community and the company as a result of the
previous changes (Hill & Farkas, 2005).
One of the most determining factors of eBay’s success is the company’s distinct culture,
a culture based on a strong sense of community among its users and employees. As Whitman
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states, eBay is a site “of the people, by the people, for the people” (Hill & Farkas, 2005, p.1).
The internal culture was designed based on the community sense they portrayed on their external
culture (Hill & Farkas, 2005).
Pierre Omidyar “designed eBay to be an efficient market where all users had equal access
to information and treated one another with honesty and respect” (Hill & Farkas, 2005, p.2). He
understood and externalized his vision of the company, that the most important element of their
culture should be their respect for their community. “It goes far beyond “the customer is always
right” because eBay wouldn’t exist if it weren’t for our community,” he explains, “at eBay, our
customer experience is based on how our customers deal with our other customers. They rarely
deal directly with the company. So how do you control the customer experience? The only thing
we can do is to influence the customer behavior by encouraging them to adopt certain values”
(Hill & Farkas, 2005, p. 4). He wanted a culture based on trust, respect, autonomy, equality and
empowerment, not only among their users but also among their employees. Their success was
going to be based on how their customers treated each other and the performance of their
business (Hill & Farkas, 2005).
Omidyar has portrayed those values for the company through his own actions, like
always being honest with his employees and communicating with them about his management
decisions and actions to take. An example of this is when he decided to hire Whitman as the new
CEO. He was very careful to communicate to the employees the reasons for hiring Whitman, the
positive outcomes from it, the actual situation of the company, etc. He immediately delegated
responsibility to her, was always respectful of her position, and teamed up with her to achieve
the company’s goals (Hill & Farkas, 2005).
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eBay is a type of boundaryless organization (Robbins & Judge, 2007), which follows the
characteristics of the organic model of organizations, with a low formalization, nonhierarchical
structure, encouragement of ideas and feedback from all employees and clients as well, through
the Feedback Forum where users are encouraged to submit feedback on his/her trading partner
(Hill & Farkas, 2005), wide spans of control, cross-hierarchical teams, etc. The informal, open
communication channel structure reflects not only their internal culture but it also mirrored many
of the characteristics of its external culture as everybody is empowered to give their opinions,
recommendations, participate in problem-solving and decision-making processes based on teambased approaches, etc. They have urged everyone in their company to embrace the values of the
company, and to be a guardian of the culture (Hill & Farkas, 2005). “eBay users frequently
formed “neighborhood watch groups” to help guard against misuse or violations of site etiquette
and also were known to organize grass-roots movements to improve the eBay environment.”
(Hill & Farkas, 2005, p. 12).
Even though the company has this informal structure and environment, the organization’s
core values are both intensely held and widely shared. Employees perceive the company as a
place where their opinions are highly valued with open channels of communication and a “no
penalty culture,” where there is no penalty for being wrong or changing your mind on a decision.
This is a culture with a high people orientation as their employees and users are an important
factor for every single management decision made. There is a striking connection between eBay
users and the site.
Having a strong culture has been a determining factor on eBay’s success and popularity
among employees and users, reaching high levels of loyalty and organizational commitment. On
the other hand, this same intensity and strength had made it difficult for clients and employees to
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respond to the organizational changes the company was going through in order to keep pace with
the rapidly changing environment and to remain competitive. To face this growth, the company
members have worked really hard to preserve the unique internal culture of the company, by
hiring only individual who fit with the company’s culture. As Omidyar explains: “We not only
look for someone who brings experience to the table, but also someone who really understands
the importance of the community here. If I interview someone who says, “Wow. You’ve got a
really loyal community of users. We can extract a lot of value out of them,” I know that’s the
wrong type of person. On the other hand, if that person says, “Wow. You have a really loyal
community of users. They are the real foundation of this company” - that’s the right tone of
respect towards our community” (Hill & Farkas, 2005, p. 10).
Now, the company is facing a new challenge with this rapid growth they have suffered.
Even though they have made sure that they are hiring only quality employees that fit with the
culture to maintain the internal culture stability, it is a fact that they can not control the external
culture in the same manner. At the rate they are growing, with exponentially more new users
than what they had before, it has become a major issue to figure a way to communicate the
values of the community to everyone. Before, that communication process was easily person-toperson, when most users came on as buyers and interacted with experienced sellers who would
communicate to them the right values. These are becoming some of the major issues the senior
management personnel are taking into consideration before taking actions for development such
as acquisitions like Kruse.
Communication was not the only issue faced due to growth. The eBay community had
begun to feel as though they are not as important due to the acquisition of larger companies, such
as Butterfield & Butterfield (Hill & Farkas, 2005). This outrage in the eBay online community
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created an environment where it was difficult to introduce more change, as the community may
not be in the best mindset to accept change. According to Robbins & Judge (2007), “people often
resist change due to individual reasons…perceptions, personalities and needs” (p. 269). While
the addition of companies such as Butterfield & Butterfield provides a broader selection of
inventory, therefore more buyers, therefore more sellers, the majority of the community
members could not see this because of their own interests (Hill & Farkas, 2005).
Before the company began acquiring outside companies, there were still the issues of
technical growth. eBay essentially outgrew itself. They faced several site outages within a year’s
time, the most critical of which being an outage of over eight hours. This led Whitman to realize
that she had to invest in the system capacity, as the loss of capacity cost the company too much
in customer satisfaction (Hill & Farkas, 2005). Other issues questioning the status quo at eBay
were such moral dilemmas as selling firearms on the site. The company lacked strict regulations,
which meant that it was not very hard for minors to purchase guns. Because of the company
policy to be as hands off as possible, it was unable to monitor the sale of firearms. This
eventually led to what seemed to be a moral business decision – the choice to ban the sale of
firearms. Fraud became an issue with growth, as the company was based on trust. This led to
more policy changes, such as eBay employees monitoring some items for sale on the site (Hill &
Farkas, 2005).
Meg Whitman represented new thinking to eBay, and was a change agent for the
company during the company’s large growth spurt. Robbins & Judge (2007) define a change
agent as someone who is responsible for managing change activities. All of the growth the
company was experiencing represented some type of change, and Whitman was there to pull the
company through. She successfully applies Lewin’s three-step change process to eBay. Lewin’s
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theory requires unfreezing the status quo, changing or moving, then refreezing the change
(Robbins & Judge, 2007). Every decision she makes, she clearly indicates to her executive staff
the reason for the change in status quo. She helps develop the plan and vision for the change,
them implements it. She continues to support the change and rallies her employees around the
change to help the refreezing step.
Despite her clear attempts at involving others in the change process, Whitman would not
accomplish her goals without the support of those around her. John Kotter (1996) states that “In
successful transformations, the president, division general manager, or department head plus
another five, fifteen, or fifty people with a commitment to improved performance pull together as
a team” (p. 446). From the start, Whitman had the support and backing of Pierre Omidyar. This
was very clear from the beginning, a point that Omidyar was emphatic about. He gave a
presentation to the employees letting them know that he had confidence in Whitman and her
decisions, and proceeded to delegate responsibility to her right away (Hill & Farkas, 2005). This
led the company to see that she was trusted. With the eBay culture being based on trust, both
corporately and within the community, this was an extremely important part of making the
transition to her leadership smooth.
Kotter (1996) also states that “Vision plays a key role in producing useful change by
helping to direct, align and inspire actions on the part of large numbers of people” (p. 447).
Whitman was emphatic about having a clear vision for the company and having that vision
articulated to everyone. She knew how important it was to the company’s growth to have
everyone on board with her (Hill & Farkas, 2005).
All of the aforementioned tactics eased the changes in eBay. Lewin’s change theory
allowed for the changes to be able to take place, while the efforts of Whitman and Omidyar
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allowed the employees to feel valued and keep their trust in management intact. By continuing to
show a united front to the company as well as giving real consideration to the culture and values
of the company, Whitman can continue to make good decisions for eBay. When Omidyar made
the decision to bring in a new CEO, this was the type of person he was looking for.
For Pierre Omidyar, the two most important criteria in selecting eBay’s future CEO were
marketing experience and cultural fit with the eBay organization. Meg Whitman had both (Hill
& Farkas, 2005).
Normally the trigger for change in an organization is an impending bankruptcy or fear
that the organization may lose its competitive advantage (Robbins & Judge, 2007). In eBay’s
case the trigger was that Omidyar made the decision that if eBay was to achieve its true growth
potential it would need a successful seasoned professional to lead the changes necessary for eBay
to succeed. Meg Whitman was the choice, as evident by her resume. She had a proven track
record of successfully implementing change which resulted in profitability. Additionally,
Whitman was able to understand the connection of eBay users and the site – the site being the
eBay organization and therefore, Whitman was the right fit for eBay (Hill & Farkas, 2005).
So then, who is Meg Whitman and what type of leadership will she bring to eBay?
Let’s define leadership as the use of noncoercive influence to direct and coordinate the activities
of a group toward accomplishing a goal (Werner & DeSimone, 2006). Whitman has clearly
demonstrated her ability to lead organizations to very successful outcomes. We know there are
wide arrays of leadership theories and leadership skills necessary to effective management,
especially for organizations that are trying to implement change. We believe that Meg
Whitman’s leadership style is primarily that of “Transformational Leadership.”
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The transformational “leader is someone who captures our attention, presents us with a
vision of what could be, inspires us to pursue the vision, and shows us the way to get
there”(Werner & DeSimone, 2006, p.544). Bernard Bass refers to these ideas as the heart of
transformational leadership (Werner & DeSimone, 2006). Elements of transformational
leadership include charisma, intellectual stimulation, and individualized consideration. This
theory seems to fit most people’s idea of what real leaders do, especially when leading an
organization through change (Werner & DeSimone, 2006). We can also see that Trait Theories
also define Whitman’s leadership style. Trait theories of leadership differentiate leaders from
non-leaders by focusing on personal qualities and characteristics (Robbins & Judge, 2007). The
qualities and characteristics Whitman possessed as a transformational leader are evident by her
professional accomplishments, clearly indicated on her resume and subsequent experience at
eBay.
Whitman began at eBay in 1998 and realized, through past experience, the importance of
understanding and being respectful of the organization’s culture and past achievements.
Whitman immersed herself into the organization to learn and understand as much as she could
about her senior executive’s responsibilities, priorities, thoughts, and perspectives on the future
of the company. She quickly realized that the culture at eBay was significantly different from
her previous work experiences. Whitman was to encounter both a technical system resistance and
a cultural system resistance to change (Robbins & Judge, 2007). As an example, we believe that
Whitman, while trying to initiate structure (referring to the extent a leader is likely to define and
structure his or her role and those employees in the search for goal attainment. It includes
behavior that attempts to organize work, work relationships and goals (Robbins & Judge, 2007))
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received push back as the culture was such that appointments for scheduled meetings were not
part of eBay’s culture.
Whitman realized that eBay was a transactionally lead company that was entirely
engineering driven with virtually no marketing, and its organizational structure was in its early
stages of development (Hill & Farkas, 2005). By the end of week two Whitman was ready to
transform eBay.
Transformational leadership “comes down to charting a course-having the ability to
articulate for your employees where you’re headed and how you’re going to get there. Even
more important is choosing people to work with who have that same level of passion,
commitment, fear, and competiveness to drive toward those same goals”(Robbins & Judge,
2007, p. 90). Whitman did this by establishing a “set of short-term priorities: to develop a
strategy for the level of investment the company should make in system capacity, to define and
develop eBay’s marketing strategy, to streamline and strengthen the organization, and to prepare
the company for its IPO”(Hill & Farkas, 2005, p.6). Additionally, “Whitman believed that
familiarity bred comfort and trust, which in turn contributed to a more effective team” (Hill &
Farkas, 2005, p.6). Whitman held numerous team meetings counter to eBay’s culture, but
believed it was time well spent – eventually resulting in short and focused discussions to
determine points of view and make decisions quickly. This also resulted in a smooth transition
from Omidyar to Whitman as a result of the confidence Omidyar had in Whitman. It was also
due to careful communication to the organization by Omidyar (Hill & Farkas, 2005).
In order for Whitman to develop a strategy for investing in system capacity she needed to
bridge technical system resistance, which was brought upon as a result of her not communicating
in a language that her senior person in charge of systems capacity understood. Together they
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bridged that communications gap and Whitman made the strategic decision to significantly
increase eBay’s investment in system capacity (Hill & Farkas, 2005). This is another example of
transformational leadership.
We could go into much more detail defending our position that Whitman was a
transformational leader, in short she transformed the following at eBay: pursued grass root
marketing and print advertising, branded eBay as personal trading community for individuals,
clear corporate vision to be the world’s largest on-line personal trading community, she then
executed the vision by streamlining the organization and strengthening the senior management
team (Hill & Farkas, 2005). Whitman was also careful to maintain the eBay culture and was
successful in doing so during its transformation and rapid growth. “eBay was careful to hire only
individuals who fit with the culture” (Hill & Farkas, 2005, p. 10).
Meg Whitman made many changes as leader of eBay. Her newest possible acquisition,
that of Kruse International, has many possible repercussions. As previously discussed, the
company is already feeling affected by the rapid changes that have taken place since Whitman’s
introduction to the company. “Whitman knew she needed to think through the stress that growth
placed on the internal and external cultures, but the pace of activity has been so brisk since she
joined eBay that it had been hard…” (Hill & Farkas, 2005, p. 17). As CEO, she was aware that
the culture was already under stress from the changes. Growth, and increasing the number of
employees due to that growth, would only increase the stress more. In addition to the stress on
the eBay culture, both internally and externally, Whitman was concerned with the company’s
abilities to keep up with the technological demands of increasing the user database. The risk of
not maintaining a capable system was an important point to consider as the company’s reputation
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could be destroyed by frequent glitches (Hall & Farkas, 2005). These are all valid concerns on
Whitman’s mind when considering the Kruse acquisition.
Whitman was aware that the acquisition of Kruse International would be good for the
company by bringing in more buyers, creating an environment which attracted more sellers and a
larger community. She also knew that the investors and industry analysts were pleased with the
company’s growth (Hill & Farkas, 2005). Using Lewin’s change model (Robbins & Judge,
2007), the company was ripe for more change as the new changes had not been refrozen yet. The
company was still in a state of movement, which meant that the company should still be more
receptive to change.
The rapid pace of growth the company is having is a large factor in the Kruse decision.
eBay counts on the support and the same time handles the pressure of high expectations from
investors that are expecting the company to grow (Hill & Farkas, 2005). This support, along with
the increasing and rapid popularity eBay had among users helped its rapid growth, “eBay’s net
revenue grew from $604,000 in the first quarter (Q1) of 1997 to $34 million in Q1 1999, and
gross merchandise sales grew from $9 million in Q1 1997 to $541 million in Q1 1999” (Hill &
Farkas, 2005. p. 1).
In order to face this explosive growth, Whitman and the senior management team had to
institute a number of corporate policies and took a number of proactive measures to deal with
challenges and take the company up to the next level. Although changes were applauded by
investors, some of the eBay users bristled at them. With all this, Whitman started to wonder if
the Kruse acquisition might be “too much, too fast” (Hill & Farkas, 2005).
When Whitman arrived at eBay, the company was only 35 employees and was almost
entirely engineering driven. The company had done no virtually marketing and its structure was
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only emerging. So, by the end of the second week, she developed a set of short-term priorities.
Among these priorities, there were actions related to investing in system capacity, to design and
develop a marketing strategy, to streamline and strengthen the company and to prepare it for its
IPO. She also knew that during this time a lot of new issues and opportunities were going to arise
for them to face, thus, she needed to train her management staff to prepare them to make the best
decisions about these facts in “Internet time”.
As part of her marketing strategy, Whitman conducted focus groups in San Francisco and
Boston, where she and colleagues experienced first hand the high level of commitment users had
with the company. They divided the groups of users, and developed the PowerSellers Program
for heavy users and collectors to give them some benefits for their sales. On the other hand, they
wanted to achieve eBay’s brand positioning, which was centered “on the idea that eBay was a
“personal trading community” where you can trade “practically anything on earth” and “be
successful” doing it.” (Hill & Farkas, 2005, p. 9).
Whitman tried to prepare the company for future challenges due to their growth. Even
though eBay did not have any legal issues at the moment, she decided to recruit general counsel,
along with specialists for the management positions in marketing, etc. She increased her
investment in technology; however, eBay continued to face periodic system outages throughout
the year (Hill & Farkas, 2005).
The company also had to deal with problems such as fraud on its site, but Omidyar was
very careful not to impose many policies on the site as he has preferred to trust users and give
them the responsibility to safeguard the site themselves (Hill & Farkas, 2005). In response to this
community safety issue, internal policy changes were included and new optional protection
services were introduced. They had staff members checking out several items on the site which
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they decided if they were illegal or not, and decided to take them out of the site or leave them.
They had to make a number of judgment calls, which angered users in many occasions. (Hill &
Farkas, 2005).
One of the most important factors influencing eBay’s position regarding the Kruse
acquisition is the pressure of competition. In the last few years, major companies such as
Amazon had entered the auction market and had included bidding and other services on their
sites. eBay had tried to keep focus on maintaining their actual users and, most of all, attracting
new ones because they know they have a loyal community. “To that end, they engaged in a
series of organizational changes, strategic partnerships, and acquisitions in a brief period of
time” (Hill & Farkas, 2005, p. 15). They decided to enter into one of the largest partnerships on
the Internet. They made an agreement to jointly develop auction sites for AOL’s flagship online
service and all of its other properties. AOL would be promoted as eBay’s “preferred online
service” and in return, eBay would be the exclusive auction site featured on AOL. This was
without a doubt the smartest move, applauded by investors (Hill & Farkas, 2005).
Another acquisition eBay made was that of Butterfield & Butterfield, one of the world’s
oldest and most prestigious auction houses. This acquisition would be like the Kruse acquisition
because eBay was also benefiting from the profits made from the final auction prices, which in
this case were high-priced items. This was another great move applauded by analysts and
investors (Hill & Farkas, 2005).
In 1998, Whitman succeeded in taking the company public at $18 a share. By 1999 the
stock had risen to $195 per share after a three way split. Whitman faced her first serious
challenge due to criticism over its policy on community safety; the policy that dealt with the sale
of illegal items, fraud, and other issues. Whitman knew how damaging these issues could be for
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eBay as trust was the foundation on which eBay business was built. She knew she needed to
take action, but the culture was such that the user community and eBay staff would regard any
action as heavy handed top down management. Whitman met with the board and discussed her
concerns; Howard Shultz, a member of the board, stopped Whitman and said, “Meg, it’s about
the character of the company” (Hill & Farkas, 2005, p. 12). Five days later Whitman changed
strategy and was proactive, simply because it was the right thing to do. She implemented internal
policy changes and the introduction of optional protection services for users (Hill & Farkas,
2005).
Whitman also ceased the sale of firearms and ammunition, a significant change in
strategy which was also carefully communicated as a change in policy for the long term health of
the company – because it was the right thing to do. Whitman continued to grow eBay by
providing greater customer support capabilities in order to provide the eBay community a high
degree of personalized attention. The strategic partnership with AOL and the acquisition of
Butterfield & Butterfield strategically positioned eBay as it attempted to achieve its unknown
potential (Hill & Farkas, 2005).
“Whitman knew she needed to think through the stress that growth (transformation of
eBay) placed on the internal and external cultures, but the pace of activity had been so brisk
since she had joined eBay that it had been hard to find time to step back and reflect” (Hill &
Farkas, 2005, p. 17). Her task was to determine whether to pursue the acquisition of Kruse or
not.
In conclusion, we believe that in spite of the rapid growth, flurry of activity, internal and
external pressures and that Whitman was successfully transforming eBay the acquisition of
Kruse International was a good business decision. The acquisition of Kruse International would
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financially benefit eBay, as Kruse International was a high-priced, high-end auctioneer of
collector automobiles where profits were garnered from the final auction prices. Analysts and
investors alike approved of eBay’s proposed acquisition of Kruse International, it was a sound
business deal. eBay’s performance expectations were so high, from both internal forces and the
forces of its community, as well as the support of its communities, that it was obvious the Kruse
International acquisition was also a good decision for eBay. eBay was a financially stable and
profitable company and therefore could financially afford the Kruse International acquisition.
Finally, in order to fend off its competitors and to remain the largest person-person trading site
on the internet, eBay had to acquire Kruse International (Hill & Farkas, 2005).
After completing this paper, we wanted to ascertain what Whitman decided. In reviewing
eBay’s web site, eBay Motors was founded in 1999. Meg Whitman is still President/CEO and
eBay, as of 2006, had a gross merchandise volume of $52.5 billion dollars, 222 million
registered users, and 13, 200 employers. Whitman recently stated in Boston, MA that eBay will
experience more changes in the next six months than in the previous six years (eBay, 2007). It
appears Whitman is not quite done transforming eBay as she has not found the time to step back
and reflect.
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