It’s been nice to see all the euphoria at Yahoo about free food and Apple iPhones kicking it up a notch.

But, purple people, guess what? Them’s just your basic table stakes in Silicon Valley these days and pretty much everyone else has had such perks for a long while now.

Thus, as nice as it is to drink your coconut water gratis, after two months in charge, it’s long past time to focus on what new Yahoo CEO Marissa Mayer is up to besides making much-needed but obvious cultural changes at the troubled Internet giant.

She’s been busy with the expected listening tour of employees and also outside tech players — such as former Yahoo CEO Terry Semel — which is a textbook stop in the turnaround playbook.

Now comes the hard part: Actually beginning to make the significant decisions about how she’s going to turn around Yahoo and what the key issues of strategic focus need to be.

In a series of recent meetings, according to numerous sources inside the company, Mayer has begun to outline what those are to top staff.

Not surprisingly, they are many of the same thorny issues that Yahoo has been facing for a long time and which center primarily on making the company relevant again in a wide number of ways.

I’ll get to many of them over the next week in a series of What Will Marissa Do? posts — including looking closely at her new hires, when and how Mayer will deal with inevitable layoff decisions facing the company, where the sale of Yahoo! Japan stands and, finally, what she’s cooking up for key Yahoo products.

But the focus has to fall first of all on search and advertising, the two arenas that Mayer has been studying most closely, according to numerous sources close to the situation.

That has included a recent meeting and numerous discussions with Microsoft CEO Steve Ballmer about improving Yahoo’s search advertising partnership, said sources at both companies.

That deal has been largely disappointing since it was struck under the regime of ousted CEO Carol Bartz several years ago.

Many reasons are given for the poor performance of the entire arrangement, including lack of improvement of cost per click and share growth for both parties. That means bid density and numbers of advertisers remain too low, especially compared to Google’s offering of access to a larger, more active and lucrative market.

Simply put, despite massive spending by Microsoft on search, users and advertisers get significantly better results overall with the search leader Google.

(You can read a great piece by Search Engine Land’s Danny Sullivan from last year, which exhaustively looked at the issues until then.)

The irony abounds that it’s up to Mayer to fix this problem of improving revenue per search with Ballmer, since she has been among the executives who have made Google the search behemoth it has become.

Her particular expertise has been on search experience for consumers, which is just the area that Yahoo desperately needs to improve after handing over technology duties to Microsoft.

That move was controversial at the time and some feel it was a big mistake. But, most also think there is no going back at this point, given the enormous cost of running a serious search enterprise.

Such an idea is still being raised inside Yahoo, although it seems more nostalgic than a realistic possibility, given the enormous price and, more importantly, the departure of the company’s core search engineers in recent years.

That doesn’t mean Yahoo under Mayer can’t be key to helping solve Microsoft’s search tech problems. She certainly knows the entire arena, which has already given Yahoo increased credibility among Microsoft’s search engineers.

“None of Yahoo’s many CEOs knew anything about search technology and that’s certainly not the case here with Mayer,” said one person close to the situation at Microsoft. “When she walks in, she instantly has status among the geeks as someone who knows what she’s talking about.”

It still may be a losing battle, due to Google’s overwhelming dominance, but if anyone at Yahoo can spot areas of even small improvement — which can yield big returns — it could be Mayer.

In addition, she can spearhead Yahoo’s own efforts to reverse — or perhaps simply stop — search market share declines via delivering a better consumer offering.

That’s still heavy lifting, no matter the exec, since both Microsoft’s Bing and Google are better equipped to win here, too.

“It hard to imagine we are going to slow down in any way,” said one former colleague of Mayer’s at Google to me recently in a rather ominous tone. “We’re only going to get more competitive.”

Pressure much?

And more: Mayer is under a time limit, since guaranteed payments Microsoft agreed to pay Yahoo for the shortfalls on what was promised will be running out next year. The pair has renegotiated that deal before, and it will likely have to do so again.

Of course, Mayer could try to walk and threaten to take Yahoo’s search business elsewhere, a move that former CEO Scott Thompson was mulling before his ouster.

That’s not a surprising ploy, except it is probably impossible to pull off, a fact acknowledged by top Yahoo execs.

“It might feel good to say we have options in search,” said one person close to the situation. “But that ship sailed years ago.”

Indeed, especially since Google is the only choice of possible alternate partners and such a move is rife with major obstacles.

There is the issue of the contract with Microsoft, which could lead to a potentially explosive legal struggle Yahoo can ill afford.

“They can try to get out of the deal,” said one high-ranking person at the software giant. “But that’s a lot easier threatened than done.”

And, there is the clear regulatory hairball any search hook-up between Google and Yahoo would lead to.

That’s happened before, which Mayer knows well since she was a top exec in Google’s business when it tried to partner with Yahoo as a way to prevent Microsoft’s hostile takeover bid for the company.

While times might have changed, Google is currently facing a likely battle with the Federal Trade Commission over its powerful search business, and trying to get Yahoo’s business now is a non-starter.

Thus, finally fixing the Microsoft partnership is key to Mayer’s success since it represents a little over one-third of revenue of Yahoo (see the chart below).

The bigger part of Yahoo’s business, as you can also see from the chart, has been display revenues. And that, too, has been a sorry tale of declines and ever more disappointing results.

A report by eMarketer on display market share had this depressing chart for Yahoo:

As is clear, the march downward for one-time leader Yahoo has been swift, and the prospects for the future are worse as Google and Facebook vie for leadership.

The reasons for this have been myriad, but Mayer has apparently decided that it’s been due in large part to the broken Yahoo ad tech platforms and their ever weaker performance.

As we have previously reported, she has determined that it’s now time to invest in improving them, both by funding internally and external acquisitions.

For that, she has formed a tight group of execs to scan the landscape for tasty and innovative treats for Yahoo to gobble up.

That includes: Scott Burke, SVP of Yahoo’s advertising and data platforms; Brian Silver, who runs the company’s Right Media Exchange; Xuhui Shao, a key engineering VP under Burke; and Mark Morrissey, the longtime tech exec who previously ran the company’s search business and was key to integrating the Microsoft search deal into place.

The cerebral Burke especially has been pushing ad platform improvement for a while and finally seems to have won the battle against detractors of the big and possibly grandiose plan by appealing to Mayer’s interest in not giving up.

Thus, the tabling of plans by Thompson, as well as interim CEO Ross Levinsohn, to outsource some of the automated parts of the display business to Google.

Those talks were very serious, as well as others to sell off Right Media, but they are done for now.

One major issue — the people in charge of the ad platform turnaround could also be seen (and most definitely are) as mired in Yahoo’s legacy of lackluster results and poor performance.

“It is kind of funny that the guys responsible for the decline now have the responsibility for fixing it,” said one source at Yahoo.

It’s a fair point to be made.

But that’s water under the bridge, apparently, since the group has been making the rounds, helped by Yahoo’s M&A execs, with a wide range of companies in many different ad tech area being considered (and some dismissed), including: Mediaocean, Turn, Criteo, PubMatic and Millennial Media.

Millennial is the most interesting, because it is a mobile ad play, where Yahoo is exactly nowhere (to be fair, less than nowhere) after years of botched efforts.

As with other companies, this is a critical arena for Yahoo, and yet one more that Mayer needs to focus on.

Lastly, Mayer has to make sure Yahoo’s premium display business remains strong. This is much more based on relationships with large advertisers than on major sponsorship and branding offerings, as well as creating consumer products and content that is appealing to marketers.

This area is now headed up by former Google exec Michael Barrett, who has publicly said he was staying put for now at Yahoo as its chief of revenue.

In fact, because he is in charge of all sales, he occupies the second slot under Mayer on Yahoo’s now strangely configured, punctuation-impaired and information-free management page.

But numerous sources inside and outside Yahoo said Barrett has also told many people that he is still not fully committed to staying in the role for the long haul.

If he eventually gets a lucrative exit package — something the new boss is not being very generous with overall, said sources — that will mean Mayer will need a high-profile and well-regarded ad exec to replace him; sources said Mayer has already begun reaching out to some candidates.

The pickings are slim, with only a few names on the list of those capable of taking on such a job. That includes: Demand Media’s Joanne Bradford, who was also a former top Yahoo exec; Microsoft’s Yusuf Mehdi; OWN’s Kathleen Kayse; MLB.com’s Bob Bowman; and any number of Google execs.

In that regard, as with all the other search and advertising overhaul efforts at Yahoo, it is a matter of attracting serious talent into the company going forward.

More on that — and more — to come.

Mojgan Khalili

Another prominent venture firm has stepped up in the marketing arena and hired well-regarded former Yahoo communications exec Mojgan Khalili as an operating partner.

In an interview yesterday, Vinod Khosla said that the move was part of the Silicon Valley firm’s motto of “venture assistance.”

Like many top VCs these days, Khosla said that helping build the start-ups it invests in is a key part of its offering. It already has partners specializing in recruiting and finance.

“We are building an operating organization and communications is an important part of that to help the companies we invest in,” said Khosla. “Obviously, other firms are using this function to promote themselves, but as a fund we don’t need more publicity.”

Khosla noted that Khalili’s job would be almost entirely focused on helping start-ups. But the latter part of that quote was referencing the boom in comms hiring by prominent VC firms — such as Andreessen Horowitz, Kleiner Perkins and Sequoia Capital — some of which are getting a lot of press attention, too.

Khosla acknowledged the importance of good marketing — even some entrepreneurs, such as Square’s Jack Dorsey, are PR naturals.

“He is someone who does press well,” he said. “But 90 percent of start-ups need help to do this function, which is increasingly critical.”

Khalili is a longtime comms exec, who most recently headed product issues at Yahoo, working with top execs there.

“Working with great partners at Khosla Ventures and assisting awesome companies in so many different industries like, tech, big data, health, food and energy makes this opportunity perfect,” she said. “I am really excited to dig in.”

David Windley

According to sources close to the situation, active new CEO Marissa Mayer has turned her focus on the troubled Silicon Valley Internet giant’s human resources unit.

It is now headed by David Windley, whose tenure has included a huge brain drain and a series of layoffs at Yahoo, as well as an ongoing series of top leaders.

Yahoo, as has become its new practice, has not returned an email seeking comment.

Some in the company think a big shakeup is coming, which could include Windley’s departure.

He could stay too, but it is clear his new boss will be in his business much more than previous CEOs.

That is probably no surprise in the wake of the hiring of Mayer. The former Google exec has instituted a series of quickfire changes across the company related to its culture and recruiting, which have basically boiled down to making a Yahoo version of the search giant.

While free food and better swag have attracted attention, Mayer has also plunged into the recruiting arena aggressively. She is now reviewing all new hires personally — another steal, um, borrow, from Google — and has also begun to require a much more stringent set of standards.

That has included the requirement of the addition of solid college grade-point averages and a preference for higher-level educational institutions for incoming resumes.

Windley has been at Yahoo through a long series of CEO musical chairs and has been criticized internally for the talent loss and also its series of layoffs at Yahoo.

While none of this is his fault specificially, Windley is the person, according to its Web site, in charge of “driving Yahoo!’s worldwide strategies around talent, culture and organization effectiveness.”

Which has not been very effective — thus, the Mayer scrutiny.

If he left, Windley would follow former interim CEO Ross Levinsohn out the door as Mayer begins her house-cleaning of the company and looks to put her own team in place.

Mayer is reaching out to a number of execs outside the company, including Twitter exec Katie Stanton, as well as perusing at a series of start-ups to bring new people into the company.

New Yahoo CEO Marissa Mayer descended on two of its New York offices today, declaring that she would summarily be granting free food to all there as she had recently done to much acclaim at its Silicon Valley HQ.

After firmly establishing herself as the munificent provider of free Odwalla juices for all, the former Google exec plunged into much more serious topics with the group of Manhattan-based employees. The New York staff is mostly focused on advertising — Yahoo’s most important business.

A number of Yahoo senior execs, as well as its several hundred others, were there to hear Mayer for the first time since she got the job about a month ago in a surprise and very high-profile hire, beating out media-focused candidate Ross Levinsohn.

In any case, Mayer seemed to be talking the language of the crowd, noting that Yahoo was an advertising company first and foremost.

A key area of focus is obviously display, she noted, as well as improving its ad network efforts. Mayer also told those gathered that the mobile strategy for Yahoo has moved around way too much, which is a nice way of saying there has been pretty much no direction under past CEOs.

Indeed, mobile efforts have been a longtime weakness of Yahoo.

Mostly, though, it was the same kind of things the energetic former Google exec has been saying to the Yahoos at its Sunnyvale HQ: Faster decisions, more accountability for top execs, hipper culture, all-hands meetings, question-rich involvement for employees.

In other words, in a performance coming soon to a Broadway theater: Google Clone — The Yahoo Edition.

One notable new aside Mayer made, several sources noted, was that she was not going to be answering the perennial query that has tripped up its leaders for years now: What is Yahoo?

She apparently does not like this line of inquiry one little bit and told the crowd it was not the right way to look at the long-troubled company or how to define it.

Now I am intrigued, since she is essentially correct in the concept that Yahoo is about what it does well more than anything else.

Not being able to execute has been a long-time issue for Yahoo, which has stumbled from one thing to the next in a much less disciplined manner than all of its competitors.

That said, every one of them still clearly communicates a basic core promise via strong execution, even as each has added on new businesses, for example:

Google = fab search, Amazon = top-notch retail, Apple = elegant devices, Microsoft = dominant Windows, Facebook = best social networking.

Yahoo — which ousted CEO Scott Thompson dubbed a technology-enabled media company (and he was right on that score) — has, of course, been about too many things, from a directory to an advertising service to a content provider and distributor.

Mucking up the works, though, have been a thousand other lesser efforts not done well and most of which have petered out.

In any case, the simple question of what Yahoo is has been banish’d for now, and Mayer will presumably not be answering that nettlesome query, even if it bubbles up on her nifty new interactive employee Q&A system.

But, if you really want to know, I can tell you exactly what it is at this moment in time and going forward: Yahoo is whatever Marissa Mayer says it will be.

More to come on exactly what that means.

Until then, here is my favorite quote from Shakespeare’s “Romeo and Juliet” about being banish’d:

Hence-banished is banish’d from the world, And world’s exile is death: then banished, Is death mis-term’d: calling death banishment, Thou cutt’st my head off with a golden axe, And smilest upon the stroke that murders me.

Well, it wasn’t as tasty as free food this week at Yahoo, but in her second official all-hands meeting with employees — now reportedly called “Friday FYI” — new CEO Marissa Mayer rolled out another new Google-inspired Q&A tool to get the company talking about what matters.

The system allows anyone at the Silicon Valley Internet giant to post questions, ideas or suggestions on a variety of topics, which can then be voted up and down.

Actually, it’s been in use internally at — you guessed it — Google for some time, and is even available to the general public in a product called Google Moderator. Mayer has been importing a lot of corporate practices from the search giant where she worked for her entire career — from free food to better swag to these weekly confabs to, now, its method of hearing from the staff.

While Yahoo previously used its Messenger product to garner questions for its less-regular all-hands meetings, this is apparently a new interactive tool built by the company’s engineers (and not using Google’s free APIs, as far as I can tell).

It seems to be working fine, and there were a number of questions that bubbled up.

That included one about Mayer’s thoughts on her current executive team — which is still largely inherited from a series of previous administrations, despite some departures recently — and also how her regime will hold them accountable.

Algorithmic accountability among Yahoo execs? Things have changed!

Even better, declared the questioner of that particular query, to whoops from the audience: “I want an honest answer!”

But Mayer was diplomatic, only saying she was “pleasantly surprised” by the top execs. She also noted that the management would have quarterly goals that are transparent to the whole company. (I won’t say they do that at Google, but — ahem — they do that at Google.)

Mayer went through a number of questions in a precise and cut-the-mustard manner that employees seem to be enjoying, overall.

One very voted-up question was about leaks to the media, in particular to this Web site, and whether a board mole hunt has been successful (obviously not). Also, of course, what she was going to do about the situation.

Apparently, Mayer said she won’t be tracking down leakers, and that this new openness will solve the problem.

Good idea, but all that lovely transparency also needs some pretty good products if it’s going to work.

And product focus most definitely appears to be the path now. Mayer also showed off the new Yahoo Mail — which has been under revamp for a while, and was started under former Chief Product Officer Blake Irving — with some good response from Yahoos (last week, it was a look-see at its recent iteration of its IntoNow video offering).

There are other interface changes that have been in the works too, likely under the direction of Tim Parsey, Yahoo’s head designer, who also came on under Irving.

In fact, a lot of what Irving had pushed, including keeping advertising technology in-house and also maintaining control of key monetization engines, is the likeliest path going forward. The ad tech outsourcing deals, pushed by the interim CEO and his strategy head Jim Heckman, are apparently gone (and so are Levinsohn and now Heckman).

Also of interest to many at the company is the increased involvement of co-founder David Filo, who has become much less quiet under Mayer. I’d expect him to report directly to her — he’s actually been reporting for years to a variety of product and tech execs, despite owning more than six percent of Yahoo.

Thus, here’s my question for the new Q&A system for next week: So, when’s Jerry Yang showing back up?

I didn’t realize how hard it was to run a small business.

– Andrew Mason, speaking to Lauren Etter and Douglas MacMillan of Businessweek about his gig as a maitre d’ in a Chicago restaurant

Another is that most of what we eat comes out of the ground, unless it’s meat, in which case what it eats probably comes out of the ground.

Either way, that makes agriculture kind of a big deal everywhere in the world. So if you can develop a product that makes farming better, more efficient or less costly, you’re probably onto something, and that itself is sort of a big deal.

That’s kind of what the venture capital firm Andreessen Horowitz is hoping happens to its latest investment, a company called Solum. AH is leading a $17 million Series B round of venture capital financing in the start-up, and general partner John O’Farrell is joining its board of directors. Existing investors including Khosla Ventures also participated.

So what does Solum (those are its founders pictured in the farm field to the right) do? O’Farrell put it in an interesting way in a blog post today. As his partner Marc Andreessen said recently, software is eating the world. O’Farrell says it might also help feed it.

All farmers have to test their soil every few years in order to figure out what kind of fertilizer the soil needs and how much. Most of the testing is done by small Mom-and-Pop operations that often turn back less than optimal, sometimes hit-or-miss data. The result is that farmers use too much fertilizer, which can get costly. And it’s not economical to use too much fertilizer. Look at China: Since the 1970s, it has boosted its agricultural output by 40 percent while boosting its user of fertilizers by 225 percent.

Solum is a software company that aims to disrupt the way that soil gets tested, and yield new, better data that can lead to more efficient applications of fertilizer and better yields.

That’s not a small thing. As the world’s population continues to grow, world food production is going to have to grow with it to accommodate demand. It has tripled in the last 100 years or so and will have to double again in the next 100 years.