2. > LinkedIn Company Overview
Years of Experience
Companies Represented
LinkedIn Connections
Over 500+ Connections
UVA MSMIT Class of 2015 has a valuable and robust network on
LinkedIn
3. > LinkedIn Company Overview
LinkedIn
Overview
1
Industry
Analysis
3
Competitor
Analysis
4
Strategy
Assessment
5
Proposed
Initiative
6
Financial
Impact
7
Final
Thoughts
8
Business
Model
2
Our Agenda
4. > LinkedIn Company Overview
LinkedIn is the world’s largest professional social network
364M+
professionals
3M+
companies
200+
countries
14
technology
acquisition
s
$2.2B+
annual revenue
Executives from every
Fortune 500
company
24
languages
2011
IPO
5. > LinkedIn Company Overview
0
50
100
150
200
250
300
350
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
NumberofMembers(Millions)
LinkedIn membership growth
Professionals join LinkedIn at a rate of two new members per
second
6. > LinkedIn Company Overview
LinkedIn is a platform that connects professionals with
opportunities
Recruiters
Marketers Sales
Professionals
7. > LinkedIn Company Overview
LinkedIn is a platform that brings together professionals,
recruiters, marketers and sales people
Recruiters
Marketers Sales
Professionals
8. > LinkedIn Company Overview
Recommendations add a level of public accountability that is
valuable to professionals and recruiters
Professional
s
9. > LinkedIn Company Overview
A professional profile allows you to be available for passive
recruitment opportunities
Professional
s
10. > LinkedIn Company Overview
LinkedIn provides the paying member base with many benefits
and features
Recruiters
Marketers Sales
11. > LinkedIn Company Overview
LinkedIn’s platform provides ultimate value for recruiters,
marketers and salespeople through greater access
12. > LinkedIn Company Overview
We have found both positive and negative network effects for
professionals and the paying member base in the 2-sided market
13. > LinkedIn Company Overview
Positive network effects are seen when the relevant member
base increases
Recruiters
SalesMarketers
+ Positive
Network Effect
Professionals
14. > LinkedIn Company Overview
Professionals
- Negative
Network Effect
Negative network effects can be seen when there is disproportionate
growth on either side
Recruiters
SalesMarketers
15. > LinkedIn Business Model
How does LinkedIn make money?
Does their business model make sense?
Which industry do they play in?
LinkedIn offers both free and paid services to generate
revenue
Corporate Solutions
1. LinkedIn recruiter
2. LinkedIn job postings
3. Subscriptions for
individuals
Talent
Solutions
Recruiters
Marketing
Solutions
Advertise to the
LinkedIn Network
1. Display ads
2. Sponsored InMails
3. Application
Programming
Interfaces (API)
Marketers Sales
Premium
Subscriptions
Subscription
Bundles:
1. Who’s Viewed Your
Profile
2. How You Rank
3. Premium Search
Freemium
Solutions
Features Offered
1. Professional profile
2. Company pages
3. Build network
Professionals
17. > LinkedIn Business Model
Leverage Social Networking
for Recruiting
Active and Passive
Recruiting
Social
Networking
Recruiting
LinkedIn disrupted the recruiting industry by combining social
networking and recruiting
19. > Industry Analysis
Fierce Competitive Rivalry Potential
New Entry
(M)
Buyers
(L)
Suppliers
(L)
Substitutes
(L)
Competitive
Rivalry
(H)
Social networking industry has intense rivalry between competitors
20. > Industry Analysis
Moderate barrier to entry means competition from new entrants
New entrants must offer new
features to build members
Potential
New Entry
(M)
Buyers
(L)
Suppliers
(L)
Substitutes
(L)
Competitive
Rivalry
(H)
22. > Industry Analysis
Potential
New Entry
(LM)
Buyers
(L)
Suppliers
(L)
Substitutes
(M)
Competitive
Rivalry
(H)
Online recruiting companies compete for resumes to attract recruiters
High Competition
23. > Industry Analysis
Potential
New Entry
(LM)
Buyers
(L)
Suppliers
(L)
Substitutes
(M)
Competitive
Rivalry
(H)
Online recruiting also has a moderate barrier to entry
New entrants with
specialized job
boards
24. > Industry Analysis
LinkedIn is a major disruptor in the online recruiting industry
Monster’s Value
dropped by
billions
25. > Competitor Analysis
$ 12.46 B $ 1.4 B $ 770 M $ 31.8 M
Become the largest
online advertiser by
attracting online
marketers with their
1B actively monthly
users who leverage
Facebook's socials
network applications.
To be the source of
real-time, unfiltered
opinions on any
type of event in the
world from many
people's point of
view that can be
analyzed by any
company.
To expand the
professional
network to new
regions by
personalizing the
services and
offerings based on
the culture.
To transform into a
complete job
seeking, career
management
solution for all levels
of job seekers and
recruiters by
leveraging the Brand
and technology
platform.
LinkedIn’s key competitors have different strategies and strengths
26. > Competitor Analysis
63 M
347 M
236 M
65 M
1.39 B
Social networking sites compete on member size
LEGEND
= 25M
27. > Competitor Analysis
The demographic breakdown shows disparity among
competitors
63 M
347 M
236 M
65 M
1.39 B
LEGEND
= 25M
= User < 30
28. > Strategy Assessment
OFFERINGS
Professional
Identity
Building &
Managing
Professional
Networks
Active Job
Search
Professional
Vetting
Non-
professional
vetting
FACTORS OF COMPETITION
LinkedIn Twitter Facebook Viadeo Monster
# of
Professionals
There are bitter rivals between competitors based on feature
sets and offerings for professionals
29. > Strategy Assessment
“To grow and expand the world's largest
online professional network, focusing
exclusively on skilled professionals and
providing differentiated information and
connections that are useful to manage a
professional identity at all career stages. “
LinkedIn’s strategy to focus on professionals and professional
information allows it to stand apart from its competitors
GROW AND EXPANDSKILLED PROFESSIONALSDIFFERENTIATED INFORMATION
& CONNECTIONS
Find Work
Dream Job Be Great
ALL CAREER STAGES
30. > Strategy Assessment
Information obtained
from your network
Repository of
professional
information
LinkedIn has two unique resources that cannot be easily
replicated
31. > Strategic Motivation
Competition will continue in the social networking industry
• New entrants
• Incumbents encroach
• Online job boards move more
towards social
• Competition for user engagement
SOCIAL
MEDIA
32. > Strategic Motivation
In the future LinkedIn may face challenges building their
member base
• LinkedIn not first social network
of choice
• Feature parity erodes advantages
• Users won’t rebuild networks
34. > Strategic Initiative
LinkedIn focuses on the professionals but provides little value
to pre-professionals
Professionals
Professional Pre-Professional
35. > Strategic Initiative
LinkedIn Campus will give pre-professionals, universities, and college
recruiters a reason to leverage LinkedIn instead of other social
networks
Pre-Professionals Universities College Recruiters
• 129M Pre-professionals
• 46% of workforce in next
5 years
• Pressure to find their
students jobs
• Leverage the reach and
power of LinkedIn
• Must learn many systems
• LinkedIn is not main
system
36. LET’S TAKE A LOOK AT HOW IT WORKS
Campus
Discover Your Potential
37. > Strategic Initiative
LinkedIn Campus provides a FREE way for pre-professionals
to track and take control of their career
• Join university portal
• Targeted job offers
• Search all university jobs
• View, find, and connect with
students and alumni
• Subsidized cost
38. > Strategic Initiative
LinkedIn Campus makes it easier for universities to promote
their students to help them find jobs
• Exclusive portal
• Approve job postings
• Analytics on university
portal
• Student and alumni career
history
• Subsidized to attract
universities
39. > Strategic Initiative
LinkedIn Campus is a premium service that saves college
recruiters time and money
• One : Many job posts
• University
recommendations
• Job post analytics
• Exclusive access to
students and alumni
• Subscription model
CAMPUS
199$
per job post
5 Schools
50 InMail
50 HTTP
Buy Now
CAMPUS PRO
399$
per job post
20 Schools
Unlimited InMail
50 HTTP
Buy Now
CAMPUS PLUS
299$
per job post
10 Schools
200 InMail
50 HTTPBuy Now
40. > Financial Impact
LinkedIn Campus introduces a new revenue stream, increases
profits and members, and addresses competitor
encroachment
MEMBER
I N C R E A S E
45M
R e v e n u e
I N C R E A S E
28%
41. > Financial Impact
The business case takes challenging variables and
assumptions into account
COST OF DEVELOPMENT, LAUNCH
AND SUPPORT
$
##
NUMBER OF INTERNSHIPS AND
GRADUATE JOBS
ADOPTION
Technical Labor
Hardware
Software
Marketing
Sales
Customer Support
USA 2,635,400
Japan 1,208,750
India 1,650,000
China 3,550,000
Australia 824,515
Latin America 700,000
Africa 807,000
UK 635,400
TOTAL JOBS 2015/2016 11,634,066
Adoption Rate 40% - 60%
Cannibalization 30%
42. > Financial Impact
TOTAL COST (TCO)
WORST CASE LIKELY CASE BEST CASE
NET INCOME
NPV
IRR
$ 53.5 Million
( $ 114 Million)
0%
None
17% 20%
$ 103 Million
( $ 161,609 )
$ 133 Million
( $ 436,230 )
$ 107 Million $ 137 Million
HURDLE RATE
15%
The 5-year financial analysis identifies a best case with a
return of 20%
ADOPTION RATE 40% 50% 60%
43. > Financial Impact
The ‘Likely’ and ‘Best Cases’ present LinkedIn with favorable
cash flows
$50
$40
$30
$20
$10
$0
$10
$20
$30
2015 2016 2017 2018 2019 2020
Millions
LinkedIn Campus Cash Flows
Worst Case Likely Case Best Case
44. > Financial Impact
LinkedIn Campus will be launched in three phases
• Soft launch
• University adoption is key
• Hire and train support
staff for full launch
• Aggressively market in
the USA to 2,968
universities and colleges
Phase 1
• Global roll out
Phase 3Phase 2
45. • Low adoption rates
• Universities
• Students
• Recruiters
• Competitor(s) launch similar offering
• Economic downturn and job scarcity
RISKS
(*insert the 3 players, show the connection with arrows)
The LinkedIn platform is a marketplace that connects professionals to recruiters, marketers and sales people.
We would like to share with you their strategy and unique business model for the industry in which LinkedIn competes.
A large pool of professionals increases the ability for LinkedIn to create revenue opportunity through their product/service.
LinkedIn is providing a service that meets each of the “actors” needs. Let’s take a look at how LinkedIn meets their needs….
Self note…Professional has needs….(weave in CVP)
Can this be an animation
Script with slide movement
LinkedIn as a platform that serves as a marketplace connecting its various customer segments, it has 4 customer segments: professionals, recruiters, marketers, and sale people (animation)
LinkedIn started as ### professionals as its largest memberbase, profile, connections, skills, - WHAT PEOPLE CAN DO WITH IT, the real value of this plaftorm is realized when the # of the professional increases, gain more visibility, value increase of the plaform – POSITIVE network effect
[Positive cross side network effect] The other side of the platform also increases when the meet, # of recruiters increasing, paying member – revenue generating,
but if the paying member increases, there is a negative network effort result in decreasing $ and use of the platform
(*insert the 3 players, show the connection with arrows)
The LinkedIn platform is a marketplace that connects professionals to recruiters, marketers and sales people.
We would like to share with you their strategy and unique business model for the industry in which LinkedIn competes.
A large pool of professionals increases the ability for LinkedIn to create revenue opportunity through their product/service.
LinkedIn is providing a service that meets each of the “actors” needs. Let’s take a look at how LinkedIn meets their needs….
Self note…Professional has needs….(weave in CVP)
Revenue stream:
FREEMIUM – already in di
PAYING SIDE – talent & marketing solution
FREE SIDE
Many of you are familiar with LinkedIn and most of you are LinkedIn members. I know this because I am LinkedIn connected with many of you. Many of us have had some interesting discussions through the UVA MSMIT Linkedin group as well.
LinkedIn is much more then what most of us are familiar with. They provide those features and others using a freemium model – offering a compelling set of services to most members while providing additional features for added costs. Keep this freemium model in mind as you hear about the different features of linkedin and our initiative.
Now to expand on the features of linkedin. Linkedin groups their services into 3 distinct product lines, TS MS PS
TS the products that LInkedin uses to find, contact and hire both passive and active job candidates. A key piece of the Talent Solutions are the Linkedin Corporate Solutions. Which include LR LJP and SubsForIndividuals
LR – Allows professionals to each beyond your standard 3 levels of separation to reach potential candidates
LJP – advertise job opportunities on the linked network
SubsForIndividuals – provides enhanced functionality and additional benefits – One benefit is the ability to get pay for higher visibility within linked job search results via the Jobseeker product.
Marketing solutions provide Linkedin with additional revenue via display ads and sponsored inmails. Linkedin also enables their customers to connect to their database via their advanced APIs. This enables companies to leverage their existing infrastructure while gaining controlled access to the LInkedIn database.
InMails - emails to linkedin members who you aren't yet connected to.
Finally premium subscriptions are products that provide for additional access to LinkedIn features. Subscriptions bundles are one offering which enable job seekers and professionals to see who is viewing their profile, how they compare against their peers and competitors and offer additional search features to gain a competitive advantage.
Offering free services to grow the professional member base which attracts recruiters, salespeople, and marketers – the linkedin revenue generators
SHOW YEAR OVER YEAR GROWTH IN REVENUE BY SOLUTIONS
Discuss importance of talent solutions to LinkedIn Here
62 percent of quarterly revenue 2015 was from talent solutions.
Discuss LinkedIn flagship product – Linkedin Recruiter a great tool to get to passive candidates.
Before LinkedIn :
Recruiters made significant profits by controlling access to information via their large closed databases.
Job seekers would go to the store and buy a newspaper with classifieds. (I will be working some humor in here)
LinkedIn positions itself as a professional networking website that straddles the recruiting and social networking industry. LinkedIn was the first company to
leverage social networking for recruiting. This unique positioning has enabled LinkedIn to be a major disruptor in the recruiting industry
Linkedin has given recruiters the ability to more efficiently and effectively find and hire candidates
Discussion here on Active and Passive recruiting Put percentage here about 40 percent mentioned by Lekha. Finding individuals who didn’t realize they were looking for jobs.
Include the competitors in the straddling industry – Viadeo & Xing,
And now Lekha will speak more about the industry that LinkedIn competes in.
So first, we will look at the social networking industry. In this industry the biggest threat is that of competition and rivalry. The major players are Facebook, Twitter and LI. These companies compete on factors like member base size and features.
Member base size is critical to these platforms and are vital to their existence as Caitlin mentioned. We will look more into this factor of competition in a little bit.
Another factor of competition are features. These companies use features to attract more members to their platforms and also in order to collect more unique information from these members. Ease-of-use features like advanced search, easily ability to build connections etc. have all become common place in this industry.
These large competitors also show feature encroachment. For example – facebook is adding more features geared towards professionals and twitter makes it easy to search for jobs. This feature encroachment is important since it may take members away from other competitors.
The barrier to entry for this industry is moderate\low and so there are also new competitors, but the challenge again remains to build up a member base and offer unique features in order to gather more information.
When we look at the other aspects of this industry, we see that it is a rapidly evolving, competitive industry with a growth rate of 25.4% from 2010 - 2015 .
This is also a highly innovative industry where technological advancements helps companies stand out and gain members. Companies thus make significant investments in R & D as you see in the graph, Twitter spends a significant amount of it’s revenue on R& D while FB and LI are steady around the 25% rate.
Now that we have analyzed the social networking industry, lets focus a little on the second industry that LinkedIn belongs to – the online recruiting industry.
This industry also has competition from job boards. The major players in this industry were monster and privately owned indeed.
These competitors engage in active recruitment and comprise mostly of static resumes and have a large number of recruiters.
The moderate barrier to industry means that there is an influx of competitors who focus on niche markets like technology jobs, medical jobs etc to get more resumes and thus get more recruiters to recruit from these job boards.
This industry is dependent on the economy that is currently in a growth mode after the recession.
LinkedIn is the competitor in this industry that uses social networking to get the 38% of candidates who are open to passive recruitment. This model of recruitment that became possible due to LinkedIn, disrupted this industry and dropped Monster’s value by at least 85%.
Let us now look at all of these competitors together with their strategies. We will go over LI’s strategy in a little bit.
Facebook with a revenue of 12.46B – positions itself as “the next tv” and the place where advertisers can place ads to a large audience. This ad revenue is the largest source of Facebook’s revenue model.
The next competitor Twitter has a revenue of only 1.4B and they try to make information flow a democracy. They are extremely effective at sharing real-time, unfiltered information flow for scheduled events like FIFA matches and unscheduled events, like the Arab spring. Twitter’s strategy is what makes their information differentiated and valuable to companies who use this unfiltered data for complex data analytics and sentiment analysis.
Viadeo is an international competitor who is in the same industry position as linkedIN with a revenue of only 770M. Viadeo has a significant advantage in very culturally strong societies like France, China and Russia. Their growth is through accquisition of local social networking companies like Apna Circle in India.
Monster is one of the oldest job boards in the US whose revenue has dropped to 31.8M after LinkedIn’s entry into this market. Their market share has been steadily declining.
Now that we have seen the two industries, we find that the member size is the single biggest factor of competition for any platform. The reason, as Caitlin mentioned earlier, is that more members makes the platform more attractive to the revenue generating side of the platforms.
Facebook whose member size is larger than the population of China, with 1.39B members has the ability to encroach on LinkedIn’s features will always remain a formidable competitor.
Twitter is also a viable competitor that can match LinkedIn’s member size and easily encroach on LinkedIn’s professional features if they chose to.
This also shows why viadeo, while in the same industry as LinkedIn is not as viable a threat with a small member base of 63M.
So who comprises of these large member bases? If we break down the member base on age, we see that milenials, or users below the age of 30 comprise a large portion of some of these sites. Twitter comprises 49% of the milennials and Facebook, which started as a college website also has 42% of their member base with this demographic. LinkedIn by comparison has only 19% and Monster does not capture this vital information.
Why is this even important? The millennials make up a whopping 40% of the current work force. They are expected to make up 46% or nearly half of the total workforce population by 2020.
So this means that LinkedIn’s member base is made up of older members in the middle of their professional careers. These are the seasoned professionals, who have connections from their various positions. Why various positions and why so many connections? Well, the current job market has changed drastically. There is less loyalty between companies or employees. In fact around 36% of employees are open to changing jobs every 1-3 years according to jobVite surveys. This sort of job hopping and network building is what has given LinkedIn an advantage in this industry with the ability to activey and passively recruit.
Now that we have seen the competitive layout, lets look at the factors of competition and LinkedIn’s strategy.
SPEAK TO THE COMPETITION, HOW FACTORS ARE GETTING CLOSER AND WHAT COMPETITORS ARE DOING – listen to Peter’s call
Factors and Dimensions where LinkedIn competes in
These reflects the core of LinkedIn intentional strategies and strongest set from the value proposition
for their members to take full control of their career, active job search
Passive recruiting
LinkedIn made a conscious decision not to compete in the non-professional space which recruiters are now using Facebook or Twitter to look for
Various strategies pursed by competitors can overlapped
Professional identity: showcasing by self promotion, through experience, certification, skills, history who you are professionally
Building managing professional network: ability to find and add, based on interest, qualification, over time, professional content
Active Job Search: criteria for job search
LinkedIn made a conscious trade off to not compete in non-professional vetting
“GROW” & “EXPAND” – expand
Skilled professionals
Differentiated information – professional identity, up to date career information
Different stages of their career
To mention if competitors wants to imitate it will cost a lot more. Gap between professional & social
So what does the future hold for LinkedIn’s industry? We see that the competition continues and there is a more maturing of the industry’s incumbents.
When new competitors come into this industry they must try to build their member base. But more likely than not, newcomers with unique features will b e acquired by the incumbents before they become a major threat. The incumbents will also continue to add features and this along with feature encraochment will result in more feature parity among competitors. What do we forsee the major incumbents like FB and twitter doing in the future?
Facebook, will try to continue to add features that encroach on LinkedIn’s professional domain. We see this through their failed initial attempt with BranchOut an old Facebook job app and their current attempt with Facebook at work which strives to add company pages and attempts to get professionals onto facebook.
Twitter will focus on profits not growth into a different professional sphere based on the current troubles the company is having with profitability and the firing and hiring of it’s management team.
Online Jobboards will no longer be a viable threats and these companies will probably encroach into the social networking sphere in order to capture the 38% of professionals who can be passively recruited.
All the companies in this industry will spend more money on acquiring content platforms, like LinkedIn’s acquisition of online learning platform Lynda, in order to drive up user engagement on these sites and to obtain more information on their users.
If the industry evolves as we expect, there will be major disadvantages to LinkedIn’s ability to attract new members.
As we saw earlier in our industry analysis – Facebook and Twitter have younger members, which mean that people build their first social networks on these sites as opposed to LinkedIn whose members typically join later.
Now if feature encroachment also continues in the social networking industry with Facebook and Twitter providing just enough professional features, for users, then the necessity to rebuild their network later on LinkedIn also diminishes.
This reluctance for users to rebuild their networks on LinkedIn will result in a severe impact on LinkedIn’s member base. A decrease in the member base would mean the inability for LinkedIn to remain viable and generate profits. So how do we propose that LinkedIn move forward?
Now that you heard about LinkedIn, seen the industry and the evolving competitive landscape that LI is playing against, we’d like to introduce LI Campus…
LinkedIn campus is a strategic initiative that focuses on the idea of capturing young pre-professionals earlier in the pipeline, to preempt any attempts by other social networks and recruiting companies by …
creating an exclusive portal where universities can connect students or “pre-professionals” with career opportunities tailored exclusively to their university and their specific skills. This gives universities a focused marketplace of pre-professionals and recruiters.
---
Here’s how it works…. (Build slide… )
Built on top of the LinkedIn platform…
1) Universities create their exclusive portal which sits on the existing LinkedIn platform to.. act as an exclusive job board allowing them to replace or compliment their existing job board for free.
2) Pre-professionals create a LI account and provided their pre-professional profile information that highlights their academic since their skills will be different from seasoned professionals. Pre-professionals "join" their university portal where they are granted access by either providing a valid university ID or they are manually approved by the university admin
3) College recruiters leverage one system instead of each university's system where they can quickly and easily create a job post and have it automatically sent to the selected universities portal.
By focusing on pre-professionals and bringing in their universities and college recruiters, LI Campus will all of these with value that they can not get from any other site…
Provides new value for college professionals that will draw them in early and give them reason to leverage another social network site instead of the others that they are using…
You might be thinking to yourself, can’t college students join today… and the answer is “Yes” they can. But, LinkedIn is focused on the professionals, and while college students can join, they do not get the same benefits since they have little experience and no network to lean on. So as a result, college recruiters, pre-professionals, and universities turn to other means to solve the problem on getting pre-professionals hired.
LinkedIn Campus is a FREE way for pre-professionals to track and take control of their career.
They can leverage LI Campus to:
Require them to provide data that is relevant to their stage of their career to highlight things that college recruiters are interested in…
View targeted job offers based on their profile information
Actively search available jobs posted for their university
View and make connections with other students and alumni from their university
Giving all of these benefits away to pre-professionals for free aligns with LinkedIn’s Business model of subsidizing the cost for professionals in order to attract recruiters who are willing to pay for access to this member base.
----- Junk ------
Allow students to provide data that is relevant for pre-professionals (university, academic major, GPA, course work, interests, and activities)
Enable passive recruiting
Universities are under a lot of pressure and scrutiny to get their students find jobs. It makes their students happy and the universities look good.
Though LI Campus, universities can:
Leverage the power and reach of LinkedIn to help their students find jobs.
Maintain exclusivity of portal by granting pre-professionals access to portal (Free)
Ensure quality of job offerings by accepting or denying each job post
Self-promote the university, the students, and their skills passively
Leverage LinkedIn’s analytic engine to determine student compositions, quality of candidates, and their interests
FREE for the universities. The success of LinkedIn campus is depended on universities leveraging the platform and driving their students to use it.
Universities are under a lot of pressure and scrutiny to get their students find jobs. It makes their students happy and the universities look good.
Though LI Campus, the college recruiting process has been streamlined to allow:
* Recruiters to post a single job and have it sent to as many universities as they would like. During our researched, we reached out to multiple college recruiters and they said they post jobs on up to 250 universities!! By posting and maintaining one job post, college recruiters can save up to 15hours per week!
Leveraging LinkedIn’s analytics, they will recommend universities who student body matches the skills and qualifications of the job post. This will allow recruiters to reach schools they may not normally have approached.
Additionally, the same advanced analytics will be leveraged on the college job posts so they can determine the success of their job campaigns, what type of students are looking at it, and how many are applying.
LinkedIn also allows recruiters to research each university to find information on the schools students that normally wouldn’t be published on their website such as the skills, interests, majors.
Recuriters can also be granted access to the portal by the Universities where they will automatically have their job posts accepted and have access to all of the pre-professional and alumni data.
Subscription model: Fitting in with LinkedIn’s existing job posting model, recruiters will pay for job post credits where they can post their jobs ads to a range schools.
We project that having the access in one place will save campus recruiters an average of 15 hours per week…
Align the campus recruiting process with the existing
The initiative will be launched in 4 phases over a 6month period to ensure a smooth and successful launch while quickly rolling out and growing the member base.
1) Soft launch with selected universities to ensure the universities are able to leverage the tool as intended. As we mentioned earlier, Universities are key as they will drive the pre-professionals and college recruiters to the platform. If Universities are not satisfied, adoption will be low.
2) Hire & Train support staff. These folks will be key to the growth of the initiative and XXX will be needed to support the initiative. The staff must be trained and ready prior to the full roll out.
3) Aggressively market LinkedIn campus domestically. This is Approximately to XXX universities.
4) Now that the kinks should all be worked out and the necessary staff is ready to go, LinkedIn Campus will be marketed Internationally to YYY universities.
45
Now that you’ve seen the initiative and the value it can bring, there is one key reason why FB and TWT could never pull this off…
People want to keep a firewall between their Social and professional life.
Everyone here can attest that they wouldn’t want some of the things from their childhood to show up on their professional profile… Universities feel the same way… Each year, university career services lecture students about … not putting things on their facebook accounts that could jeopardize their future career, but inevitable, things also get posted.
Strongest motivation is that professionals and universities want to keep their professional and personal information separate... This is a detriment to FB.
** This prevents FB from coping this initiative because they could not get the universities on board.
Universities/McIntire would refuse to be associated with those profiles… Need separation between social and professional… Do not want formal structure links with FB. The data on there would hurt them.
So even if facebook or twitter spent the money and time to invest in the initiative, universities would have to go with LinkedIn for that reason…. And recruiters are going to go where they universities and students are, which is also LinkedIn.
=======
** Leverages the data LinkedIn already has that members are hesitant to put anywhere else. People want to keep personal/professional separate, and so do universities. Facebook wouldn’t want to jeopardize that.
This initiative aligns nicely with the data and functionality that LI already has. This gives them an advantage, but as we’ve seen in the industry analysis, competitors are going to keep copying functionality… money isn’t an issue for them) Functionally differentiators are not key.
LinkedIn has the advantage because:
* they have a critical mass of recruiters, companies, and preprofessionals (See if can find these numbers… been difficult. Could show a number comparison chart)
Would COST competitors more $ and time to get this implemented
Most importantly, LinkedIn is associated with PROFESSIONALs, while Facebook has many uses. Universities would not want to associate their brand with students who post inappropriate/illegal things.
Universities/McIntire would refuse to be associated with those profiles… Need separation between social and professional… Do not want formal structure links with FB. The data on there would hurt them.
47
REMOVE
Should be aligned to strategy canvas, take out key IT investment?
