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Linkedin brand audit

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  • There is little that LinkedIN needs to do in order to become AWESOME. Not trying to reinvent what the brand is all about, but rather make small changes here and there to improve on the one dimension don’t perform well = job search.2 pronged approach: Improve performance of the tool, and improve the marketing/messaging to improve overall perception
  • Clear message with success stories through testimonials and usage statistics LinkedIn testimonials already exist, but they are buried and difficult to find, as the user has to actively search to find them Provide readily available messages about how a LinkedIn user located a job using the service Begin transforming the users’ perceptions of how effective the product is.
  •  - Leverage relationships with external entities: Create an ad campaign that leverages the brand strength of Fortune 100 companies, such as Google, and reputable academic institutions, such as Stanford or Harvard Should illustrate Google, Stanford, and Harvard’s endorsement of LinkedIn as an effective tool for job seekers Endorsement  user will perceive the LinkedIn brand as being associated with the effectiveness of the aforementioned brands
  • Transcript

    • 1. Brand Audit
    • 2. Agenda
      Introduction
      Brand Identity
      Brand Hierarchy
      Competition
      Associations
      Research Results
      Recommendations
      Q&A
    • 3. A World-Wide Network
      101 Million users in 200+ countries
      Source: www.vincos.it
    • 4. User Population
      • 55% Male
      • 5. 41% = Age 35-54
      • 6. 41% work at companies with over 10,000 employees
      • 7. Industries: Finance, High Tech & Medical
      • 8. Functions: Sales, Administrative, Academics & Operations
      Source: Gigya, LinkedIn Ad Platform
    • 9. Social Media Web Traffic
      0.26 % of total Internet traffic
    • 10. Brand Hierarchy
      CORPORATE
      FAMILY
      INDIVIDUAL
      MODIFIERS
      Source: LinkedIn Membership Comparison
    • 11. Networking Management vs. Job Hunting
      Finding a Job
      Network Management
    • 12. Associations
      User Personality/Brand Imagery
      Attributes
      Polished
      Formal
      Easy to Use
      Inexpensive
      Corporate
      Convenient/
      Accessible
      Business Professionals
      Online tool
      Social Network
      Successful
      LinkedIn
      Connections
      Job Search
      Staying in Touch
      Recruiting
      Source of Information
      New Contacts
      Benefits
      Usage Occasion
    • 13. User Image: Stereotypes
      Class of 2011: What if social media were a high school?
      Source: FlowTown.com
    • 14. Value Dimensions
    • 15. Survey Respondents
      • ~50% Male
      • 16. 80% = Age 25-34
      • 17. Functions: mostly education (MBA)
      Source: Gigya, LinkedIn Ad Platform
    • 18. Awareness Levels
    • 19. Value Elements: LinkedIn Rank
    • 20. Value Elements: Overall Ranking
    • 21. Job Search vs. Network Expansion
      • In both cases every single attribute surveyed was important (greater rating than 5 on average).
      • 22. Only 2 attributes had differences:
      • 23. Job searchers want effectiveness
      • 24. Networkers want a large number of users
    • Strengths & Weaknesses
      STRENGTHS:
      • Inexpensive
      • 25. Easy to use
      • 26. Convenient
      • 27. Widely used
      • 28. Not very time intensive
      • 29. As good as in-person meetings for maintaining professional networks & making new contacts
      • 30. Relevant source of information
      WEAKNESSES:
      • Not valuable in finding a job.
    • Recommendations
    • 31. Performance & Perception Gap
      LinkedIn does not need to reinvent the wheel
      Improve overall brand strength by improving job search performance & perception
    • 32. Job Search: Improve Efficacy
    • 33. Job Search: Improve Perception
      • Back value proposition with highly visible evidence
      • 34. Testimonials from real LinkedIn users
      • 35. Case studies & research statistics
    • Job Search: Improve Perception
      • Leverages external entities: Marketing that features reputable institutions that endorse LinkedIn as a powerful job tool
      • 36. Fortune 100 Best Companies to Work For (Google)
      • 37. Reputable academic institutions (Harvard & Stanford)
    • 38. Appendix
    • 39. Career Advancement vs. Social Media
    • 40. Age - dependent answers
      The younger the person surveyed the more intense the rating is (for both negative and positive attributes. The same applies with the years of experience at a job.
      There is no statistical difference
      for the rating between females
      and males
    • 41. Age - dependent answers
      The younger the person surveyed the more intense the rating is (for both negative and positive attributes. The same applies with the years of experience at a job.
    • 42. Data influencing people
      People can be influenced to pay premium given the right data.
    • 43. Appendix – cross company attribute rating – exp. outcome
    • 44. Appendix – cross company attribute rating – exp. experience
    • 45. Appendix – cross company attribute rating – other attributes

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