PowerPoint Company Analysis
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History of linked in
LinkedIn started out in the living room of co-founder Reid Hoffman in 2002.
The site officially launched on May 5th, 2003. At the end of the first month in operation, LinkedIn had a total of 4,500 members in the network.
LinkedIn reached profitability in March 2006.
Through January 2011, the company had received a total of $103 million of investment.
As of June 30, 2012 (the end of the second quarter), professionals are signing up to join LinkedIn at a rate of approximately two new members per second.
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Corporate governance
The Board of Directors oversee Management and set forth rules and standards
“Our mission is to connect the world's professionals to make them more productive and successful. Relationships and trust form the foundation of our business, and they are key to our corporate culture. We operate on the basis of responsiveness, openness, honesty and trust with our members, business partners, employees and stockholders. Our employees are encouraged to demand excellence, take intelligent risks, and to "act like an owner." These core values are shared regularly with employees on a worldwide basis, and this open communication in an environment of trust guides the decision-making of our employees and of the Company.”
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Corporate governance cont’d
Board consists of seven directors
“Independent Director”
“Lead Independent Director”
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Corporate structure
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Financial statements
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Market Overview
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Service Offering
The worlds largest online professional network
Designed to help members find jobs, connect with other professionals, and locate business opportunities.
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LinkedIn is a social networking service that is free to all users. It is available in
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Past/Present Acquisitions and Innovations
February 2008-Mobile app
Mid 2008- LinkedIn DirectAds
January 2011- CardMunch, mobile app
May 2011- “LNKD” shares
February 2012- Acquisition of Rapportive
May 2012- Acquisition of SlideShare $119M
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In February 2008, LinkedIn launched a mobile version of the site. This made is much more accessible to smart phone users.
In mid 2008, they launched LinkedIn Directads as a form of sponsored advertising.
In January 2011, LinkedIn acquired CardMunch, a mobile app maker that scans business cards and converts them into contacts. In August 2011, they revamped their mobile apps for easier accessibility and usage has increased 400% since then.
Linked in filed for an initial public offering in January 2011 and traded its first shares on May 19, 2011, under the NYSE symbol “LNKD”
The acquisition of Rapportive, which is a browser plug-in that takes contact information from social networks such as Twitter and Facebook, and places them into Google’s GMAIL. LinkedIn has not yet reported how they will use Rapportives technology and talent.
The acquisition of SlideShare, deemed the “Youtube of Slide shows” for $119M. It was stated that the purchase was done to give LinkedIn members a way to discover people through content. At the time, slideshare attracted 29M monthly visitors.
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Internet Presence and Reach
175M+ users total, August 2012
47.6M visitors globally (monthly) -21.4M US
Up 63% from 2010
2 new members every second
-College students/graduates are fastest growing demographic
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LinkedIn has a total of 175 million global users in 200 different countries, as of August 2012.
47.6 million users visit the site monthly, 21.4 million of them being from the US.
This is up 63% from 2010.
As of June 30, 2012 (the end of the second quarter), professionals are signing up to join LinkedIn at a rate of approximately two new members per second. There are 20 million college students and recent graduates on LinkedIn and they are the fastest growing demographic.
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International Strategy
Arvind Rajan, managing director and vice president, Asia Pacific and Japan at LinkedIn said, “LinkedIn is a truly global network. We understand that to be a worldwide network for professionals, you need to be local and relevant to them at home.”
62% users located outside of the US
Available in 19 languages
LinkedIn has more than 20 million members in Asia Pacific and Japan
December 2011- Indonesian, Malay and Korean
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LinkedIn has a strong international presence, with 62 percent of its users being located outside of the US. It is available in 19 different languages, having just made Malay, Korean, and Indonesian available as of late 2011. With that being said, there are more than 20 million members in the Asia Pacific and Japan region.
LinkedIn is continuing to grow as people and companies realize its strength and internet presence.
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Resources
http://press.linkedin.com/node/1042
http://blog.linkedin.com/2011/11/30/korea-malaysia-indonesia/
http://press.linkedin.com/about
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SWOT Analysis
Strengths
Weaknesses
Threats
Opportunities
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SWOT Analysis: Strengths
Sufficient Investment
Diversified Revenue Streams
Ability to watch expansion trends in different regions
Broad scope of professionals
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SWOT Analysis: Weaknesses
Limited Access to all members
Platform openness creates cultural divide
Unique visitors of LinkedIn among social networking sites is very low
Low time spent per session per user
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SWOT Analysis: Opportunities
Moving beyond
Leveraging social applications on other sites
Ability to capture other markets
Desire for social media to enhance professional experience
Young professionals attitude towards “referral marketing”
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SWOT Analysis: Threats
Expectations of young professionals
XING’S access to Asia
Alienating both companies and individuals, by targeting both.
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External environment
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Porters Five Forces
Rivalry Between Competitors
Threat of Substitutes
Threat of New Entrants
Bargaining Power of Buyers
Bargaining Power of Suppliers
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Industry Rivalry
Competition in the industry is moderate to high
Majority of new users come from invitations from existing users.
If Linkedin opens up its platform, it would increase competition
There is not much product differentiation
Industry concentration is low
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Threat of Substitutes
Threat of substitutes is moderate
Mosters used primarily for people searching for jobs, not networking
Microsoft had look and feel of a Facebook page
In the future the threat and substitutes and industry rivalry will increase as large companies venture into this industry.
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Threat of New Entrants
New entrants is moderate/high
SNS’s have economies of scope over Linkedin
Switching costs decreased the threats of new entrants
Introducing version in different languages
Microsoft bought a portion of Facebook
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Bargaining Power of Buyers
Power of Buyers is Moderate/Low
LinkedIn is the largest PNS in the world
Buyer group not concentrated
High concentration
Advertising that blends with core identity
Not many switching costs
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Internal Environment
Corporate Culture
focus is on sustainable business, customer engagement, employee engagement and behaviour change – based on new understandings of what motivates people to act.
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LinkedIn Corporate Level Strategy
LinkedIn strives to provide companies with a network to help develop on many different levels:
Building brand awareness
Becoming your industry experts
Connect with peers, prospects, and customers
Increase leads and sales
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Six Steps to LinkedIn Success
Locate target market on LinkedIn
Keep track of your site activity
Designate employees to lead business
Optimized employee profiles
Monitor related feedback
Participate in feedback
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Business Level Strategy
Focuses on a niche market of business
Appeals to those expanding their business
Appeals to business professionals
Provides an outlet to establish contacts and further develop those relationships
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Business Level Strategy
Differentiates itself from other networking sites by providing services others cannot
Networking socially and professionally
Discuss work related issues and engage interactively
Provide businesses with your resume
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Business Level Strategy
Even LinkedIn uses Facebook
LinkedIn teamed up with Facebook to make using their site even easier
With Facebook becoming a social norm LinkedIn established a relationship that allows you to use your Facebook account to create your LinkedIn account
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Strategic Challenges
Open up the platform or Continue as the “Walled Garden”
Facebook or Google approach: Linkedin has remained in the middle
Will this approach lead them to fall behind in prevailing trends?
Go social or Stay exclusively Professional
Should there be a division between social and professional activities online?
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Strategic Actions
Keeping the Competitive Advantage
With new Social Media sites on the rise, Linkedin should focus on what it was created for and STAY STRICTLY PROFESSIONAL.
It is important for Linkedin to differentiate themselves in such a rapidly growing market.
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Strategic Actions
Internal Challenges
Open doors for Small Business Owners
Expand Professional Tools
Ex: Web Seminars
Cooperative Opportunities
Create an online library within the site
Have a database of scholarly articles and educational resources.
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Questions or comments?
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