"Good morning. My name is Laurence Bret and I am LinkedIn Marketing Director for Europe.I'm very pleased and even honored to discuss with you and Brian Solis about the inescapable digital transformation.The world "transformation" is very important to LinkedIn, as the first of our five cultural pillars (along with integrity, collaboration, humor and results.Thanks to a unique positioning -only LinkedIn combines the professional focus and scale of a several hundred millions members, we're transforming the way the world works and I am going to shed some light on those changes.Butbefore we turn to tomorrow,let's take a quick look back into history of social media:
Every year, Time magazinep picks the Person of the year. In spite it is only 5 year old, Social Media has made Time Magazine headlines 3 times:it started with the rise of launch of the web 2.0 concept in 2006, then was Facebook in 2010, when they passed the half billion marks and more recently the protester of the Arab spring, where social media played a key acceleration role.Everyone recognize Social Media has revolutionized consumers' life, now has come the time of enterprises.
Everything is social and in this new connected world, the people who operate the most effective personal networks will be the ones who come out on top.Reid Hoffman nailed it from the beginning and that is why he deliveretely chose to connect on professionals only.
This how the future of work looks like, this is my inmap, my professional social graph, a visual representation of my network, with color clusters that correspond to my different circles.I did not need to create those circles, LinkedIn put them together for me, analyzing my data and my connections.
Data is the next big thing of social media. I loved Brian's recent post on the "human algorithm". As he pointed out "Everything we share, everywhere we go, everything we say and everyone we follow or connect with, generates valuable information that can be used to improve consumer experiences and ultimately improve products and services."
And we do have amazing data assets with 200 millions members in the world! We add two new members every second and more than 40% of our members joined in the last 12 months!
63% of LinkedIn members are living outside the US. With over 4M members, France is the 6th largest country.
This success is due to the strenght of our value proposition and our constant innovation: we develop products across three dimensions to deliver value to our members: 1.Professional Identity: connect, find, and be found;2.Insights:be great at what they do; 3.And Everywhere:works wherever our members work
Identity is your profile on LI, on mobile as an example.LinkedIn is the most powerful, professionally-oriented search engine on the planet. In becoming a member, you are carving out a piece of digital real estate and creating your professional profile of record. When you need to find someone, connect with someone, do a business deal or tap professional knowledge, LinkedIn is the place to go.
And all of this data and activity starts with the professional profile. Profiles provide identity driving insights enabling brands to offer meaningful content to the right individuals.These profiles are cleanest procured available data set of professionals in the world.
Some people think LinkedIn is a job board, but job search only represent 12% of our traffic. People come to LinkedIn for the fire hose of unique and valuable information, knowledge, data and insight flow through the LinkedIn network as a result of our members connecting and sharing.Our job is to build products that derive information and insights from that data for our members to help them be better at what they do every day. Examples of some of these products are LI Today, Groups, Homepage, Signal
Later in his blog post, BrianFrom underline the risk of information Paralysis in the face of the BIg Data tidal wave and the need for the "human algorithm" or the ability to humanize technology and data to put a face, personality, and voice to the need.I think that LinkedIn Today does exactly this
Professionals follow news by industry and sources, companies, and groups — these updates have seamlessly become part of the discussions professionals are having everyday with their peers. But now, individuals can follow other professionals on LinkedIn.Not just any professionals, but 150 of the most influential thought leaders on LinkedIn who will be sharing unique knowledge and professional insights. Global thought leaders includingthe likes of Richard Branson, Tony Robbins, Caterina Fake, Craig Newmark, President Barack Obama, David Cameron, and Jacques Attali.Branson's story on "tips to be a successful entrepreneur" was the most successful to date, 380K followers, 13k likes, 5600 comments and Forbes re publishing the tips.
Developer ecosystem, 75,000 developers, 1.3m publishers used the LinkedIn share button
So with all these individuals updating their information and connecting and collaborating on these social platforms what does this mean for businesses?
Talent is the DNA of an organization.The better the company’s talent, the more effective the organization will be in building, marketing, and selling its products and services.
Find the best talent can feel like its finding a needle in the haystack. Who here has a purple unicorn in their talent requirements? Or at least some positions that you feel are pretty hard to fill? Virtually every organization out there has some positions that are comparatively hard-to-fill. Sometimes it really can feel like you’re looking for a phantom candidate with a set of skills that just don’t exist. Many organizations and talent professionals believe that the best quality candidates for their jobs are already working and are not proactively looking for their next opportunity. We call these people passive talent.
Passive candidates not only represent potentially high quality for your organization; they are also out there in quantity. Based on LinkedInresearchpassive talent accounts for almost 80% of the fully employed workforce around the world. Separate research that LinkedIn conducted last year among 3,300+ professionals around the world showed that passive candidates think differently from active candidates. Based on our research, we found that They are far likelier to want to make an impact (120% more likely, in fact). They’re also 56% more likely to want a corporate culture that fits their personality One other major point of difference: they are 1/3 more likely to want challenging work. So if you want to hire people who want to make a difference in the workplace, who are looking for a place where there’s a strong cultural match, and who are hungry for challenging work, you should be opening your search up to passive candidates.
We also help companies measure their employer brand strength: 83% of recruiters say brand impacts hiring.The Talent Brand Index is the ratiobetween your Talent Brand Reach and your Talent Brand Engagement.The Talent Brand Reach adds people who are interested in you as an employer: they are connected to your employees or have viewed their profileThe Talent Brand Engagement measures how familiar are people with your brand as an employer: researched your company, visited your career page, looked at your jobs, applied
From a marketing perspective – you need to think about how you show case your brand presence and help to build trusted consumer relationships with these high quality audiences at scale.
There are two primary types of network graphs today: personal and professional. The mindset of an individual is different on different networks. The way an individual thinks and acts on a personal network is very different than a professional network. Context is critical and marketers need to engage according to their audience mindset in a context that matters.We partnered with TNS to conduct a global study of more than 6,000 social network users across 12 countries. We asked these users why they use personal and professional networks and we found that emotion plays an important role in both personal and professional networks, but they are different. Personal network users are looking for content and info that gives immediate gratification – coupons, games, entertainmentThe power is using online and social channels for this content - social has power of making advertising, content.this content shared, amplified getting you more reach and critical feedback on what's resonating with people.And for professional network environments, insights, trends are what people want and expect.
Emotions on personal networks are about reminiscing with family and friends, and entertainment. What people are thinking and feeling are emotions around nostaligia; it’s about having fun, and it’s also about a distraction. It’s more casual and informal. In the research, people talked about being “in the moment” and also reflective of past moments, parties, vacations, holidays. It’s passing time on personal platforms without necessarily having a clear motivation to “do” something on personal sites. Some of the quotes from the research (if you want to use): “Personal networking, is usually informal and not typically used to obtain anything tangible. ” - U.S.“I social network using Twitter and Facebook, but that is purely entertainment and making personal arrangements mainly. “ – U.K. "On Facebook, you find too much unnecessary information, which sometimes make you lose focus.” -- BrazilTop types of information they like to receive from their connections:Personal:Information relevant to family and friends – 46%Information relevant to my hobbies and personal interests – 40%Updates on entertainment, music, and film – 37%
Whereas, the emotions on professional network are motivated by a sense of purpose to achieve goals. It’s about empowerment and achievement. Professional networking is much more goal-oriented and purposeful. There is also an aspirational component, where people are looking for future opportunity. The emotions are about being the best you can be, improving yourself. They’re looking for information to work smarter, and that behavior is driven by a deeply emotional desire to succeed. It’s a tool that enables professional success. Particularly for marketers who want to tap into this aspirational mindset, this is an important finding. How can marketers think about attaching themselves to these emotions as part of their messaging and a part of the tonality that they use on professional sites. Professional networks users want content that can help them some time in the future – insights that help them work smarter and updates from brands they are interested in.Expected to hear from brands 26% more on prof than personalProfessional:Information relevant to careers, work, and colleagues – 44%Updates and developments on companies and brands that interest me – 24%Current affairs and politics updates – 19%Help improve, make decisions, gain advice, stay up to date.Notion of influence / sharing was higher on prof nets as well.Updates from brands – what does that mean? On prof site – it’s insights. Pertain to work they do, insights to companies, insights specific to relevant news/trends
These emotions on professional networks are just below the surface. People come to professional networks to network with colleagues and search for opportunities, but the underlying motivation behind that behavior are deep emotions around achievement, happiness, goals, and security. These are big feelings that go far beyond, just leveraging professional networking sites to find a job. These drivers are aspirational and about achieving your goals.Think about when you bought your first car or when you bought your first apt or house? How were you feeling when you got that promotion you’ve been working for? Think about what you were thinking and feeling and that sense of achievement from succeeding and realising your goal. These are the feelings and emotions that come into play on professional platforms. There’s a feeling that opportunity exists through your connections and that at some point in the future, knowing someone will lead to something greater, a new business opportunity or a new skill. This is a unique opportunity for brands, because emotional advertising has been shown to lead to greater ROI. And they can tap these deep emotions on professional networks. Professionals are people too and they want to be spoken to in a relevant way that appeals to the emotional side.
As marketers, we have long understood that emotion plays a critical role in advertising success. Consumer brands have a long history of generating emotions in their advertising. Air France’s fabulous ad “l’envol” was reflected online with the same degree of emotion.This need for emotional connection in marketing is also critical as we engage our consumers on social platforms… but not only emotion should be consider …
In the earliest days of oil exploration, the science was little more than the search for natural seepages of oil with the naked eye–find where it was already rising to the surface and drill until you struck the source of the leak.The success rate of the seepage method was about 10%. At that rate, it would be difficult to impossible for oil producers to keep pace with the growing demand for oil.
Today, Geologists still look for natural seepages, but they are far more sophisticated.Synthetic Aperture Radar (SAR) and satellite imagery are being used to find oil seepages around the world. Now, with the help of modern technology the success rate of oil exploration runs about 50%. JPMC’s biggest asset is the relationships that exist in your business. JPMC is sitting on a gusher of relationships and we’re going to show you how and where every employee can tap into the well. JPMC is in a relationship business and…
It is exactly the same for your sales team when it comes to prospecting.Social selling is about advancingrelationships at the right time with the right individual and the right information.
In other words, we want to digitally map the global economy, identifying the connections between people, jobs, skills, companies, and professional knowledge — and spot in real-time the trends pointing to economic opportunities. It’s a big vision, but we believe we’re in a unique position to make it happen.With the existence of an economic graph, we could look at where the jobs are in any given locality, identify the fastest growing jobs in that area, the skills required to obtain those jobs, the skills of the existing aggregate workforce there, and then quantify the size of the gap. Even more importantly, we could then provide a feed of that data to local vocational training facilities, junior colleges, etc. so they could develop a just-in-time curriculum that provides local job seekers the skills they need to obtain the jobs that are and will be, and not just the jobs that once were.
Top 40 Global Talent Brands1 2 3 4 5 6 7 8 9 1011. The Walt Disney Company 21. Pfizer 31. Razorfish12. Nike 22. Johnson & Johnson 32. BP13. Salesforce 23. L’Oréal 33. Starbucks14. Twitter 24. Adidas Group 34. Warner Bros. Entertainment Group of Companies15. Shell 25. Amazon 35. Electronic Arts16. Nestle S.A. 26. Bain and Company 36. Samsung Electronics17. The Boston Consulting Group 27. Roche 37. Hewlett Packard18. Ogilvy & Mather 28. Diageo 38. Total E&P19. Expedia 29. Burberry 39. Netflix20. Accenture 30. Chevron 40. Red Bull *LinkedIn excluded from rankings