The document provides an in-depth analysis of LinkedIn Corporation, including:
1) General information about LinkedIn's business model and revenue segments of Hiring Solutions, Marketing Solutions, and Premium Subscriptions.
2) A SWOT analysis of LinkedIn's strengths as the world's largest professional network, weaknesses in user engagement and data access, opportunities in lower unemployment and international expansion, and threats of increased competition and efficiency of internet advertising.
3) Discussion of LinkedIn's revenue drivers in Hiring Solutions, including competitively priced job postings and metrics of Corporate Solutions Customers and revenue per customer.
- LinkedIn has become an important professional networking site, with over 60 million members and 17.6 million monthly visitors.
- Recruiters and companies increasingly use LinkedIn to find both active and passive job candidates. Accenture plans to hire 50,000 people this year and relies on LinkedIn to find candidates.
- Members create profiles detailing their employment history and build connections to people they know from prior jobs or clients. This allows both job seekers and recruiters to more easily find potential matches.
The key goal of the exploration is to grow the information about Social Networking Sites what's more, enrollment. Keeping in mind the end goal to accomplish this goal, a study was led in HR divisions of organizations which to give a response to this question. Taking everything into account, the outcomes demonstrate that the part of Social Networking Sites in enrollment turns out to be considerably more imperative and is a forthcoming theme in organizations. As of right now, it is in the juvenile stage, however the results show a pattern to utilize Social Networking Sites for enlistment. HR divisions make speculative strides and first encounters with these locales. A large portion of the organizations addressed make utilization of the business-arranged systems administration site.
Right now, HR divisions don't invest much energy of their enrollment time on Social Networking Sites. Moreover, it winds up noticeably evident that to locate the privilege workers to fill their opening, scouts benefit from the systems administration extent of these destinations.
The systems administration extent of the site is the most grounded anticipating element for successful enrollment, specifically for the objective gathering introduction. Another fascinating finding is that expenses are most certainly not influenced. Organizations have as of late begun utilizing Social Networking Sites for their enrollment what's more, there is a requirement for more learning about it. This review is a commitment to the exploration about the part of Social Networking Sites in enlistment and is a first overview of this quick moving field.
Webinar: Leverage Digital Marketing to Grow your Agency's Retainer-Based Busi...Optify
Digital marketing services like SEO, social media and content marketing present a huge growth opportunity for agencies. In fact AdAge reported that digital revenue for agencies surged 16.4% in 2011 to $10.1 billion. Moreover, digital specialty agencies led all other agency segments in terms of growth in 2011, despite a weak economy. Digital services not only represent the largest growth potential for agencies, they are also ideal candidates for retainer-based contracts -think predictable monthly revenue, better resource planning, long-term customer relationships etc.
So how does your agency grab a share of this digital marketing revenue and convert one-off projects into retained services agreements?
Download this presentation to learn:
- The digital opportunity for agencies
- Which digital marketing services are best suited to retained contracts
- 6 tips for moving from project to retainer
- Ideas for packaging and pricing your service offerings
XING is the #1 professional social network in German-speaking Europe. In 2012, XING grew revenues 11% to €73.3 million despite flat EBITDA due to investments. The company has multiple revenue streams including paid memberships, recruiting, and events. XING's strategy is to double revenues by 2016 through initiatives to increase member value and establish leadership in active recruiting and events. XING generates strong operating cash flow and profitability across most business units as it executes its growth strategy.
The document discusses integrating search engine optimization and social media strategies. It notes that 95% of marketers think social media effectiveness will increase in the next 3 years and 85% think SEO effectiveness will increase. By combining search and social media campaigns, one company saw a 35% increase in efficiency. The document provides tips for applying automation to appropriate areas of social media while allowing for real human engagement. It also emphasizes monitoring all aspects of campaigns, using keywords consistently across platforms, and leveraging social media to generate secondary links and audiences for future link building. One brand example showed traffic increases of 55% overall, 133% from search and 434% from social media by integrating these approaches.
This document provides an extended guide on using LinkedIn effectively. It discusses Adam Gordon's background and experience with LinkedIn. The guide covers concepts for using LinkedIn, including profiling appropriately, connecting with new contacts, and participating in groups. It emphasizes using LinkedIn to build acknowledgement, respect, and trust with potential clients or opportunities over time.
Interim service providers survey and guide 2013 4.0Acumen Consulting
Acumen’s passion is to support customers by raising their value. We are fully committed on doing the right thing, not the easiest.
Acumen is a Management Consulting firm that advises its clients on technology, talent and strategic decisions. We provide the insights and the expertise necessary to connect with the future first.
LinkedIn is experiencing rapid international growth, with over 50% of its members now located outside the United States. The company saw 80-95% year-over-year growth in key metrics such as monthly users and page views in Q3 2011. LinkedIn's mission is to connect professionals worldwide to help them be more productive and successful. There is a huge global market opportunity as LinkedIn has over 150 million members but there are over 640 million professionals worldwide.
- LinkedIn has become an important professional networking site, with over 60 million members and 17.6 million monthly visitors.
- Recruiters and companies increasingly use LinkedIn to find both active and passive job candidates. Accenture plans to hire 50,000 people this year and relies on LinkedIn to find candidates.
- Members create profiles detailing their employment history and build connections to people they know from prior jobs or clients. This allows both job seekers and recruiters to more easily find potential matches.
The key goal of the exploration is to grow the information about Social Networking Sites what's more, enrollment. Keeping in mind the end goal to accomplish this goal, a study was led in HR divisions of organizations which to give a response to this question. Taking everything into account, the outcomes demonstrate that the part of Social Networking Sites in enrollment turns out to be considerably more imperative and is a forthcoming theme in organizations. As of right now, it is in the juvenile stage, however the results show a pattern to utilize Social Networking Sites for enlistment. HR divisions make speculative strides and first encounters with these locales. A large portion of the organizations addressed make utilization of the business-arranged systems administration site.
Right now, HR divisions don't invest much energy of their enrollment time on Social Networking Sites. Moreover, it winds up noticeably evident that to locate the privilege workers to fill their opening, scouts benefit from the systems administration extent of these destinations.
The systems administration extent of the site is the most grounded anticipating element for successful enrollment, specifically for the objective gathering introduction. Another fascinating finding is that expenses are most certainly not influenced. Organizations have as of late begun utilizing Social Networking Sites for their enrollment what's more, there is a requirement for more learning about it. This review is a commitment to the exploration about the part of Social Networking Sites in enlistment and is a first overview of this quick moving field.
Webinar: Leverage Digital Marketing to Grow your Agency's Retainer-Based Busi...Optify
Digital marketing services like SEO, social media and content marketing present a huge growth opportunity for agencies. In fact AdAge reported that digital revenue for agencies surged 16.4% in 2011 to $10.1 billion. Moreover, digital specialty agencies led all other agency segments in terms of growth in 2011, despite a weak economy. Digital services not only represent the largest growth potential for agencies, they are also ideal candidates for retainer-based contracts -think predictable monthly revenue, better resource planning, long-term customer relationships etc.
So how does your agency grab a share of this digital marketing revenue and convert one-off projects into retained services agreements?
Download this presentation to learn:
- The digital opportunity for agencies
- Which digital marketing services are best suited to retained contracts
- 6 tips for moving from project to retainer
- Ideas for packaging and pricing your service offerings
XING is the #1 professional social network in German-speaking Europe. In 2012, XING grew revenues 11% to €73.3 million despite flat EBITDA due to investments. The company has multiple revenue streams including paid memberships, recruiting, and events. XING's strategy is to double revenues by 2016 through initiatives to increase member value and establish leadership in active recruiting and events. XING generates strong operating cash flow and profitability across most business units as it executes its growth strategy.
The document discusses integrating search engine optimization and social media strategies. It notes that 95% of marketers think social media effectiveness will increase in the next 3 years and 85% think SEO effectiveness will increase. By combining search and social media campaigns, one company saw a 35% increase in efficiency. The document provides tips for applying automation to appropriate areas of social media while allowing for real human engagement. It also emphasizes monitoring all aspects of campaigns, using keywords consistently across platforms, and leveraging social media to generate secondary links and audiences for future link building. One brand example showed traffic increases of 55% overall, 133% from search and 434% from social media by integrating these approaches.
This document provides an extended guide on using LinkedIn effectively. It discusses Adam Gordon's background and experience with LinkedIn. The guide covers concepts for using LinkedIn, including profiling appropriately, connecting with new contacts, and participating in groups. It emphasizes using LinkedIn to build acknowledgement, respect, and trust with potential clients or opportunities over time.
Interim service providers survey and guide 2013 4.0Acumen Consulting
Acumen’s passion is to support customers by raising their value. We are fully committed on doing the right thing, not the easiest.
Acumen is a Management Consulting firm that advises its clients on technology, talent and strategic decisions. We provide the insights and the expertise necessary to connect with the future first.
LinkedIn is experiencing rapid international growth, with over 50% of its members now located outside the United States. The company saw 80-95% year-over-year growth in key metrics such as monthly users and page views in Q3 2011. LinkedIn's mission is to connect professionals worldwide to help them be more productive and successful. There is a huge global market opportunity as LinkedIn has over 150 million members but there are over 640 million professionals worldwide.
This document summarizes a mobile analytics and marketing service for the hospitality industry. The service enables businesses to develop a mobile presence, receive feedback from guests, build loyalty, and increase sales. Businesses receive daily emailed surveys that provide insights and can customize thank you offers, view detailed surveys and analytics, and change their business information at any time through a private company page. The service aims to empower guests and help businesses improve through tangible guest feedback.
Ebg Qualifications Info And Case Studies 7 12 12valpeck
East Bay Group is a marketing and CRM consulting firm with over 20 years of experience. They focus on developing marketing and CRM strategies and ensuring execution through tactical implementation. Their approach involves assessing clients' organizations, creating customer journey maps, developing initiatives to close gaps, and generating requirements and managing bid processes for marketing technology solutions. They help clients improve processes, leverage data insights, and drive growth through optimized marketing and customer relationship programs.
The document provides an in-depth analysis of LinkedIn Corporation, including:
1) General information about LinkedIn's business model and revenue segments of Hiring Solutions, Marketing Solutions, and Premium Subscriptions.
2) A SWOT analysis of LinkedIn's strengths as the world's largest professional network, weaknesses in user engagement and data access, opportunities in lower unemployment and international expansion, and threats of increased competition and efficiency of internet advertising.
3) Discussion of LinkedIn's revenue drivers in Hiring Solutions, including competitively priced job postings and metrics of Corporate Solutions Customers and revenue per customer.
Makalah ini membahas periodisasi sastra Indonesia menurut beberapa tokoh, meliputi sastra periode 1970-an, 1980-an, dan 2000-an. Sastra periode 1970-an ditandai kemutakhiran dan kreativitas bahasa, sedangkan periode 1980-an ditandai tema romantisme dan munculnya sastra populer. Pada periode 2000-an, sastra ditandai kebebasan berekspresi setelah reformasi dengan pengaruh teknologi.
Recon2013 alex ionescu-i got 99 problems but a kernel pointer ain't oneArtem I. Baranov
This document provides an overview of kernel pointer leaks that can occur in the Windows kernel. It discusses several ways that kernel addresses can be disclosed through Windows APIs, including module base addresses from NtQuerySystemInformation, kernel object addresses from various tracing and debugging APIs, and physical memory information leaks from the SuperFetch subsystem. The document serves to motivate further hardening of kernel address space layout randomization defenses in Windows.
This document provides an acknowledgment of individuals who contributed to security improvements in Windows 8, CLR/Silverlight, Visual Studio, Internet Explorer, and Microsoft Research and Security Engineering Center. It then provides an overview of security features in Windows 8 including protections against rootkits and bootkits using UEFI and numerous other security features. The document frames exploit development as an economics problem and discusses how Windows 8 aims to increase the cost of developing reliable exploits through various mitigation techniques. It provides a history of exploit mitigations on Windows covering stack, heap, and code execution mitigations and the state of memory safety exploits.
The document discusses bypassing Data Execution Prevention (DEP) and Address Space Layout Randomization (ASLR) protections on Windows without using return-oriented programming (ROP) or just-in-time (JIT) spraying. It describes how the SharedUserData structure located at a fixed virtual address contains pointers that can be leveraged, such as the SystemCall pointer on x86 and the LdrHotPatchRoutine pointer on x64, to redirect execution without dependencies on randomization. Examples provided include exploiting vulnerabilities like MS08-078 and MS12-063.
The document summarizes a presentation given by Quarkslab researchers on iMessage privacy. It discusses the iMessage protocol, how it works, and potential vulnerabilities. Specifically, it notes that iMessage encryption keys are sent over SSL without certificate pinning, allowing man-in-the-middle attacks to obtain Apple IDs and decrypt traffic. The document outlines how iMessage IDs, keys, and contacts are organized and accessed through Apple servers.
The document summarizes the static analysis of an unknown malware sample. The analysis involved using various tools to gather information and disassemble the malware. Key findings include that the malware installs a driver named usbhc.sys, uses anti-debugging techniques, unpacks and installs its kernelmode payload by using the sc.exe tool to start, stop and delete services, and installs its payload as a Windows service named usbhc.
LinkedIn is a social networking site for professionals with over 400 million users. It generates revenue through talent solutions, marketing solutions, and premium subscriptions. Recently, LinkedIn has experienced strong revenue growth but also net losses. Its strategy focuses on international expansion, maintaining a closed platform, and preempting competitors. It aims to provide value to users and stay the leading professional networking platform.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views and Dell reducing external executive recruiting spend by $28.4 million using LinkedIn.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views using LinkedIn, and Dell reducing annual executive recruiting spend by $28.4 million using LinkedIn referrals.
This document summarizes a mobile analytics and marketing service for the hospitality industry. The service enables businesses to develop a mobile presence, receive feedback from guests, build loyalty, and increase sales. Businesses receive daily emailed surveys that provide insights and can customize thank you offers, view detailed surveys and analytics, and change their business information at any time through a private company page. The service aims to empower guests and help businesses improve through tangible guest feedback.
Ebg Qualifications Info And Case Studies 7 12 12valpeck
East Bay Group is a marketing and CRM consulting firm with over 20 years of experience. They focus on developing marketing and CRM strategies and ensuring execution through tactical implementation. Their approach involves assessing clients' organizations, creating customer journey maps, developing initiatives to close gaps, and generating requirements and managing bid processes for marketing technology solutions. They help clients improve processes, leverage data insights, and drive growth through optimized marketing and customer relationship programs.
The document provides an in-depth analysis of LinkedIn Corporation, including:
1) General information about LinkedIn's business model and revenue segments of Hiring Solutions, Marketing Solutions, and Premium Subscriptions.
2) A SWOT analysis of LinkedIn's strengths as the world's largest professional network, weaknesses in user engagement and data access, opportunities in lower unemployment and international expansion, and threats of increased competition and efficiency of internet advertising.
3) Discussion of LinkedIn's revenue drivers in Hiring Solutions, including competitively priced job postings and metrics of Corporate Solutions Customers and revenue per customer.
Makalah ini membahas periodisasi sastra Indonesia menurut beberapa tokoh, meliputi sastra periode 1970-an, 1980-an, dan 2000-an. Sastra periode 1970-an ditandai kemutakhiran dan kreativitas bahasa, sedangkan periode 1980-an ditandai tema romantisme dan munculnya sastra populer. Pada periode 2000-an, sastra ditandai kebebasan berekspresi setelah reformasi dengan pengaruh teknologi.
Recon2013 alex ionescu-i got 99 problems but a kernel pointer ain't oneArtem I. Baranov
This document provides an overview of kernel pointer leaks that can occur in the Windows kernel. It discusses several ways that kernel addresses can be disclosed through Windows APIs, including module base addresses from NtQuerySystemInformation, kernel object addresses from various tracing and debugging APIs, and physical memory information leaks from the SuperFetch subsystem. The document serves to motivate further hardening of kernel address space layout randomization defenses in Windows.
This document provides an acknowledgment of individuals who contributed to security improvements in Windows 8, CLR/Silverlight, Visual Studio, Internet Explorer, and Microsoft Research and Security Engineering Center. It then provides an overview of security features in Windows 8 including protections against rootkits and bootkits using UEFI and numerous other security features. The document frames exploit development as an economics problem and discusses how Windows 8 aims to increase the cost of developing reliable exploits through various mitigation techniques. It provides a history of exploit mitigations on Windows covering stack, heap, and code execution mitigations and the state of memory safety exploits.
The document discusses bypassing Data Execution Prevention (DEP) and Address Space Layout Randomization (ASLR) protections on Windows without using return-oriented programming (ROP) or just-in-time (JIT) spraying. It describes how the SharedUserData structure located at a fixed virtual address contains pointers that can be leveraged, such as the SystemCall pointer on x86 and the LdrHotPatchRoutine pointer on x64, to redirect execution without dependencies on randomization. Examples provided include exploiting vulnerabilities like MS08-078 and MS12-063.
The document summarizes a presentation given by Quarkslab researchers on iMessage privacy. It discusses the iMessage protocol, how it works, and potential vulnerabilities. Specifically, it notes that iMessage encryption keys are sent over SSL without certificate pinning, allowing man-in-the-middle attacks to obtain Apple IDs and decrypt traffic. The document outlines how iMessage IDs, keys, and contacts are organized and accessed through Apple servers.
The document summarizes the static analysis of an unknown malware sample. The analysis involved using various tools to gather information and disassemble the malware. Key findings include that the malware installs a driver named usbhc.sys, uses anti-debugging techniques, unpacks and installs its kernelmode payload by using the sc.exe tool to start, stop and delete services, and installs its payload as a Windows service named usbhc.
LinkedIn is a social networking site for professionals with over 400 million users. It generates revenue through talent solutions, marketing solutions, and premium subscriptions. Recently, LinkedIn has experienced strong revenue growth but also net losses. Its strategy focuses on international expansion, maintaining a closed platform, and preempting competitors. It aims to provide value to users and stay the leading professional networking platform.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views and Dell reducing external executive recruiting spend by $28.4 million using LinkedIn.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views using LinkedIn, and Dell reducing annual executive recruiting spend by $28.4 million using LinkedIn referrals.
LinkedIn allows companies to engage passive talent through targeted outreach on its professional network of over 225 million members. Companies can find and contact qualified candidates for jobs even if they are not actively searching. LinkedIn tools help companies source talent at scale, expand their reach beyond actively searching candidates who make up only 20% of the workforce, build talent brands to attract top professionals, and reduce costs associated with recruiting. Several examples are given of large companies that significantly improved their hiring outcomes and reduced recruiting costs through the use of LinkedIn's talent solutions.
Microsoft acquired LinkedIn for $26.2 billion in 2016. LinkedIn generates revenue primarily from its Talent Solutions division, which sells recruiting and talent management services to corporations. Talent Solutions accounted for over half of LinkedIn's revenue. Marketing Solutions and Premium Subscriptions each generated around 20% of revenue by selling ads and premium user features. The acquisition allows Microsoft to integrate LinkedIn's large professional network and user data with Microsoft Dynamics CRM and Office 365 software to provide more comprehensive services to businesses.
This document discusses how LinkedIn can help companies achieve their marketing objectives through various solutions like generating awareness, building communities, driving consideration and preference, generating traffic and leads, and driving advocacy. It provides statistics that show LinkedIn's dominance over other social media platforms in driving visits to corporate websites and engaging business elites and C-level executives. The document also demonstrates how LinkedIn can help B2B marketers target audiences accurately using people's profiles, connections and behaviors for customized targeting beyond demographics.
Social media recruitment with LinkedIn offers targeted and effective solutions to source candidates. It allows companies to reach "passive" job seekers who are open to new opportunities but not actively searching. LinkedIn analysis can provide insights into a company's network and identify potential candidates. Advertising is tailored to each viewer's profile, increasing applicant rates up to 400% with less time and cost spent on other channels.
Employer branding is critical for hiring success. Most companies agree that employer brand significantly impacts their ability to hire great talent. Industry leaders are increasingly spending more on employer branding to attract candidates and differentiate themselves. Strong employer brands have been shown to lower costs per hire and employee turnover. LinkedIn's Talent Brand Index can measure how well a company engages talent and compare it to peers to help improve employer branding over time.
LinkedIn started in 2002 and officially launched in 2003, growing to over 4,200 employees worldwide. It uses a freemium business model where basic services are free but premium subscriptions and advertising provide revenue. LinkedIn has become the leading professional social network through its focus on helping users build and maintain business relationships online.
10 Things LinkedIn Must Improve To Remain Relevant In B2B Social MarketingZINFI Technologies, Inc.
When it comes to business-to-business (B2B) social network, LinkedIn is the gorilla, and has certainly started to act like one. Why do I say that? Well, it’s based on a lack of innovation. The stock price is down, and the analysts are no longer sure – the future is not as clear as it used to be. Believe it or not, LinkedIn has been around for well over a decade now. It is older than YouTube. In the beginning, it was an incredible tool for upgrading your static Rolodex into a dynamic database of personal contacts, but then it morphed into an online resume, networking tool and much more.
This document provides an overview of LinkedIn and its Talent Solutions for corporate clients. It recommends using LinkedIn to source passive candidates at scale from its network of 175 million professionals. It also highlights tools for understanding a company's talent brand, building a talent pipeline through LinkedIn Recruiter, and engaging audiences through groups, updates and ads.
Sony Electronics faced challenges attracting top talent due to negative perceptions after moving jobs overseas. Its recruitment was ineffective. The company's talent acquisition manager, Peter Moore, used LinkedIn to transform Sony's employment brand and revitalize recruiting. He trained recruiters on LinkedIn tools and changed their messaging to focus on opportunities rather than just job descriptions. Sony's LinkedIn career page features recruiters and 25% of hires came from LinkedIn in just 5 months. Recruiters became strategic partners using LinkedIn instead of just order takers.
Social Media Recruiting with LinkedIn (english)Dana Fengler
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Its detailed member profiles and network data allow companies to directly reach passive candidates, who make up 80% of potential job changers but are not searchable on job boards. Viewer-dynamic content ensures the right candidates see job postings. This helps reduce costs and time spent on irrelevant applications and external recruiting channels.
This document discusses how non-profits can leverage LinkedIn to advance their missions. It provides tips for non-profits to build their brand on LinkedIn, find volunteers and board members through the site's advanced search and posting jobs, and gain knowledge through LinkedIn groups and content on the site. Specific recommendations include adding information to the Volunteer & Causes profile section, creating a company page to engage followers, and using groups and the Nonprofit section of LinkedIn Today. An example is given of a non-profit that was able to find 26 qualified applicants for its board in 30 days through posting on LinkedIn Jobs.
Learn How to Write a Truly Impressive Scholarship Essay!. Scholarship Essay Examples - 10+ in PDF | Examples. 17 Best Scholarship Essay Templates. Best Scholarship Essay Examples (Winning Tips). Scholarship Essays Example - 7+ Free Word, PDF Documents Download. Scholarship Essay Format | Template Business. 002 Scholarship Essay Format Example Examples Free Pdf Download How To .... FREE 7+ Sample Scholarship Essay Templates in PDF | MS Word. Scholarship Essay Writing Guide [+Examples] | Pro Essay Help. Sample Scholarship Essay | PDF. Scholarship Essay Sample. Sample Scholarship Essays | Template Business. College Essay: Essay for scholarship sample. 3+ Scholarship Essay Examples Free Download. Stunning Scholarship Essay Sample ~ Thatsnotus. 011 Why Do You Deserve This Scholarship Essay Example ~ Thatsnotus. Scholarship Essay Samples | Template Business. Scholarship Essay Examples Check more at https://cleverhippo.org .... Scholarship Essay - 20+ Examples, Format, Pdf | Examples. Free Essay - 26+ Examples, Format, Pdf | Examples.
10 Things LinkedIn Must Improve To Remain Relevant In B2B Social MarketingZINFI Technologies, Inc.
When it comes to business-to-business (B2B) social network, LinkedIn is the gorilla, and has certainly started to act like one. Why do I say that? Well, it’s based on a lack of innovation. The stock price is down, and the analysts are no longer sure – the future is not as clear as it used to be. Believe it or not, LinkedIn has been around for well over a decade now. It is older than YouTube. In the beginning, it was an incredible tool for upgrading your static Rolodex into a dynamic database of personal contacts, but then it morphed into an online resume, networking tool and much more.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
1.
The Missing Link:
An In‐Depth Analysis of LinkedIn Corporation
By: Dan Grossnickle
7/15/2012
2.
1) General Information
LinkedIn Corporation (LinkedIn), incorporated in March 2003 and first publicly traded in May 2011, is the world’s
largest professional network on the internet with more than 150 million members in over 200 countries and
territories around the world. Through LinkedIn’s platform, members are able to manage and share their professional
identity online, create and engage in professional networks, access shared knowledge and insights, and find career
opportunities. LinkedIn separates their company into three different revenue segments: Hiring Solutions, Marketing
Solutions, and Premium Subscriptions.
Hiring Solutions (HS) aim to be the most effective way for companies to efficiently identify and acquire the right
talent for their needs. There are a variety of tools which include advanced searches of user profiles that meet certain
qualifications, direct communication with a user through “InMail”, job postings, professional referrals, and
recruitment media.
Marketing Solutions (MS) enables marketers and advertisers to reach and engage with relevant users and
connect them with products and services. The platform enables advertisers to target their audience based on the
information in the user’s profiles. Advertisers can choose to purchase advertising by cost‐per‐impression or cost‐per‐
click budget plans.
Premium Subscriptions (PS) are for job seekers and job recruiters who pay a premium for a higher level of
service. For a job seeker, the premium includes viewing profile statistics, introduction to companies of interest, and
the user’s name will be moved to the top of the applicant list as a “featured applicant.” For a job recruiter, the extra
services include additional candidate contacts through “InMail”, alerts when new candidates match position criteria,
and viewing more candidates when using the search feature.
LinkedIn is listed in the Internet Media industry within the Technology sector. The extremely high growth rates
and lack of dividend payments would classify LinkedIn as a company in the growth stage of the life cycle. Yearly
revenue growth has increased over 95 percent per year in each of the last nine quarters. Yearly earnings per share
growth has followed a similar pattern and increased from $0.05 in 1Q2010 to $0.15 in 1Q2012. LinkedIn has
continuously surpassed company guidance estimates as well as consensus market estimates since going public in
May 2011.
2) SWOT Analysis
Strengths
World’s Largest Professional Network on the Internet
LinkedIn has become a trusted name when it comes to career advancement. Many people personally know someone who
has been hired through LinkedIn. The amount of registered users has grown by over 60 percent per year for the last three
years.
Wide Variety of Demographics
People of all demographics are members on LinkedIn. Elder generations are reluctant to join social internet networks but
are more inclined to join LinkedIn’s professional network and befriend their coworkers.
Diversified Revenue Segments
Many websites only generate revenue through advertising, but LinkedIn uses “InMail” communication, search tools, job
postings and premium accounts to generate additional revenue.
Weaknesses
Limited Access to User Data
Most users choose to make their information private. This blocks potential contact between users and corporations looking
to fill a position.
Advertising to the Mindset of the User
LinkedIn is used primarily as a website to find a job. The user is likely to spend less time “browsing” a professional network
as compared to a social network. Less time on the website will decrease profitability.
3. Low Level of User Engagement
Users spend significantly less time on LinkedIn as compared to social networking websites.
Opportunities
Lower Unemployment in the Future
As the unemployment rate begins to decrease, LinkedIn will be in prime position to match open positions with qualified
candidates.
Internet/Business Acquisitions
LinkedIn is always looking for new utilities and tools to branch further into the business place. Their cash is accumulating
and they are able to bid on innovative software.
International Expansion
International revenue increased over 150 percent in 2011.
Threats
Limited Operating History
Unproven market may not develop as expected.
Tracking of Performance Metrics are not Independently Verified
The metrics which primarily drive revenue may be falsely or inaccurately reported.
Illegally Using Private Personal User Information
Networking websites have been known to access or sell user information illegally. Actual or perceived breach of trust could
cause users to deactivate their membership.
Increasing Competition
Other internet networks, such as Facebook and Google+, have not efficiently expanded their job recruitment platform. The
barriers to enter the job recruiting industry are very low for popular social networks. Increased competition cut into
LinkedIn’s profitability.
Efficiency of Internet Advertising
Recent studies doubt the efficiency of internet advertising. “Ad‐Blockers” limit the number of advertisements seen on a
webpage.
Mobile Advertising
Advertising through mobile devices is less efficient than personal computers because the screen size is much smaller. There
is less room for ads in the user’s field of view. If mobile users continue to increase, advertising revenue will decrease.
4.
3) Revenue Drivers
Hiring Solutions
Hiring Solutions (HS) revenue is generated by companies purchasing LinkedIn’s job recruiting tools and becoming
Corporate Solutions Customers (CSC). A CSC is a company that has an active account for posting jobs on the
website. The initial cost starts with the price per job posting. As of July 2012, the price is $295.00. LinkedIn
encourages bulk purchases of job postings and offers discounted “Multi‐Job Packs.” These job packs are good for
30‐day job postings, and any unused job postings will expire in 365 days. Even larger discounts are offered to large
corporate accounts. The following table compares the price of job postings of LinkedIn and their biggest internet‐
based job posting competitor (Monster) in the Chicagoland area.
LinkedIn Monster
%
Job Postings Price Per Job Posting Job Postings Price Per Job Posting
Difference
1 $295 1 $365 23%
5 $230 5 $300 28%
10 $175 10 $230 26%
LinkedIn prices their job postings very competitively and has undercut Monster by over 20 percent in each package.
Monster is well‐known within the industry and is implementing a brand‐loyalty strategy, whereas LinkedIn is
attempting to gain market share with their cost‐leader strategy.
HS can be measured by two key metrics:
1. Corporate Solutions Customers (CSC)
Number of corporations that have an active contract.
2. HS Revenue per Average CSC
Measurement of HS revenue per average number of CSC. It is beneficial to see this number rising which translates into
LinkedIn generating more revenue per CSC.
Hiring Solutions FY2008 FY2009 FY2010 1Q2011 2Q2011 3Q2011 4Q2011 FY2011 1Q2012
HS Revenue 17.4 36.1 101.9 46.3 58.6 71.0 84.9 260.9 102.6
%Y/Y 132.4% 108.3% 181.9% 173.7% 169.8% 160.3% 136.2% 156.1% 121.4%
% of Revenue 22.0% 30.1% 41.9% 49.3% 48.4% 50.9% 50.6% 50.0% 54.4%
CSC ('000s) 900 1,585 3,865 4,774 6,072 7,366 9,236 9,236 10,403
%Y/Y 76.1% 143.8% 161.3% 163.3% 158.5% 139.0% 139.0% 117.9%
HS / Avg. CSC (Annualized) 29.1 37.4 42.9 43.2 42.3 40.9 39.8 41.8
%Y/Y 28.6% 8.1% 2.8% ‐0.1% ‐4.5% 6.5% ‐2.6%
As of 1Q2012, the Hiring Solutions (HS) revenue segment generated about 55 percent of LinkedIn’s total revenue.
HS has maintained over 100 percent annual growth in every quarter since 2009. It is the largest and fastest growing
revenue segment of LinkedIn. It is important to note that the yearly growth rate in 1Q2011 (173.7%) declined over
50 percent in 1Q2012 (121.4%). These growth rates display excellent performance, but this may signal the start of
future growth rate decline.
5. CSC yearly growth has increased by over 100 percent in each of the last five quarters. The extraordinary growth
implies that the attainability and availability of CSC is high. LinkedIn’s ability to capture market share remains
strong.
HS per Avg. CSC illustrates a cause for concern. The growth rate fell over 20 percent between 2010 and 2011. In the
third and fourth quarter of 2011, the metric decreased for the first time in LinkedIn’s history. In 1Q2012, the metric
increased over the period, but it was below its value from the previous year. Unemployment rates are still
extremely high, and a decrease in job availability leads to a decrease in corporations posting jobs. LinkedIn’s cost
leadership strategy may have forced prices down which led to a decrease in the metric. As long as the increase in
CSC is greater than the decrease in HS / Avg. CSC, HS should consistently increase revenue in the short‐term. The
ability of LinkedIn to maintain the CSC’s satisfaction is directly related to the longevity of growth in HS.
6.
Marketing Solutions
Marketing Solutions (MS) revenue is derived primarily from fees received from advertisers for display and text ads
on the website. MS also provides a service that allows marketers to directly create and place ads on specific pages.
Ads will be shown to the user based upon their location, user profile and keywords used in their search. Marketers
can choose from two different advertising methods: Cost per 1000 Impressions (CPM) and Cost per Click (CPC). CPM
is registered when the ad shows on the webpage, whereas CPC requires the user to click on the advertisement.
LinkedIn charges a premium to advertise on their website. Data from user’s profiles and search keywords allow
advertisers to efficiently reach their target market. The more data a user gives to LinkedIn, the more efficient the
advertising.
MS is measured by six key metrics:
1. Registered Members (RM)
Number of users who have created a member profile on LinkedIn.
2. MS Revenue per average number of RM
Measurement of MS revenue during the period per average amount of registered members.
3. Unique Visitors (UV)
Number of users who have visited the website at least once during the last month regardless if RM. This number is
presented as an average monthly number over the period presented.
4. MS Revenue per UV
Measurement of MS Revenue per UV.
5. Page Views
Number of page views over the period.
6. MS Revenue per page view
Measurement of MS revenue per page view.
Marketing Solutions FY2008 FY2009 FY2010 1Q2011 2Q2011 3Q2011 4Q2011 FY2011 1Q2012
MS Revenue 26.0 38.3 79.3 27.7 38.6 40.1 49.5 155.8 48.0
%Y/Y 233.8% 47.4% 107.2% 94.6% 110.7% 112.7% 77.3% 96.5% 73.2%
% of Revenue 33.0% 31.9% 32.6% 29.5% 31.9% 28.7% 29.5% 29.8% 25.4%
RM (Millions) 32.4 55.1 90.4 101.5 115.8 131.2 145.0 145.0 160.6
%Y/Y 93.8% 70.1% 64.1% 58.2% 61.2% 62.9% 60.3% 60.3% 58.2%
MS / Avg. RM (Annualized) 1.1 0.9 1.1 1.2 1.4 1.3 1.4 1.3 1.3
%Y/Y 67.2% ‐17.3% 24.6% 20.9% 31.8% 31.2% 9.7% 21.5% 8.8%
UV (Millions) 12.0 36.2 65.1 74.9 81.8 87.6 92.0 92.0 102.5
%Y/Y 201.0% 79.9% 64.2% 83.2% 64.4% 41.4% 41.4% 36.9%
MS / UV (Annualized) 2.2 1.6 1.7 1.5 1.9 1.8 2.2 2.2 1.9
%Y/Y ‐26.0% 7.4% 18.5% 15.0% 29.4% 25.4% 25.4% 26.5%
Page Views (In Billions) 6.1 11.5 18.0 7.1 7.0 7.6 7.7 29.3 9.4
%Y/Y 88.8% 57.0% 97.2% 79.5% 52.0% 38.9% 62.8% 32.4%
MS / 1000 Page Views 4.3 3.3 4.4 3.9 5.5 5.3 6.4 5.3 5.1
%Y/Y ‐21.9% 32.0% ‐1.3% 17.4% 40.0% 27.6% 20.7% 30.8%
7. In 1Q2012, the revenue generated by MS represented approximately 25 percent of the total. The same quarter
annual growth of 73.2 percent was less than the other two revenue segments (HS 121%, PS 91%).
RM remained consistent and increased over 58 percent from the previous year. This implies that LinkedIn continues
to attract large numbers of new users and gain market share. MS per Avg. RM increased over 8 percent from the
previous year, but the value fell almost 13 percent from the previous quarter. This rate is historically lower in 1Q,
but it shows that advertisers paid less for posting ads on the website. The user‐specific marketing data that is
provided to its advertisers allows LinkedIn to charge a premium, but if companies are unable to effectively reach
their target market, they will use a cheaper alternative.
UV is more explanatory than RM because it is the number of users actually using the website. There are LinkedIn
RM accounts that have not been used in over a year, but they still remain a portion of the total. UV is the users that
visited the website at least once during a month. For example, in 1Q2012, there was an average of 102.5 million
users per month who visited the website at least once. In 1Q2012, UV increased 36.9 percent over the previous
year. The increase in MS per UV of 26.5 percent demonstrates the willingness of advertisers to pay extra to post ads
on their website.
The number of page views increased over 32 percent over the previous year in 1Q2012. It is important to note that
the growth rate of page views is lower than the growth rate of UV. This implies that visitors are spending less time
on the website. This is very dangerous for LinkedIn because less time spent on the website translates into fewer
advertising opportunities. MS per page view increased by over 30 percent. This proves that LinkedIn is continuously
able to increase their marketing accuracy throughout their website.
8.
Premium Subscriptions
Premium Subscriptions (PS) revenue is primarily generated by online sales of LinkedIn’s premium memberships. The
premium memberships are split into four different categories: Job Seekers, Recruiters, Sales Professionals, and
Other. The “Other” category is a mixture of the packages and represents the largest number of premium
memberships. Under each of the four categories, there are three tiers of premium service a user can purchase.
LinkedIn offers discounted annual membership costs; therefore, most users sign up for an entire year. The following
table shows the four categories and the annual price for each tier within the category.
Job Seeker Recruiter Sales Prof. Other
Tier 1 $191 $479 $191 $239
Tier 2 $299 $899 $479 $479
Tier 3 $479 $4,799 $899 $899
The benefits of “Other” premium memberships:
Contact users through “InMail” (Varies from 3‐25 messages allowed per month)
See more profiles when using search feature
See expanded profiles of everyone on LinkedIn
View list of users who have seen profile
Introductions to companies of interest
Additional premium member benefits throughout the other three categories include alerts when a new candidate
meets the position criteria, move user’s name to top of list as featured applicant, and priority customer service.
LinkedIn is very reluctant to give out details about PS. They not only refuse to disclose the breakdown of users per
premium membership, but they also refuse to disclose the annual number of premium memberships. The lack of
this disclosure makes it difficult to accurately portray the difference between periods.
PS is measured by four key metrics:
1. Registered Members (RM)
Number of users who have created a member profile on LinkedIn.
2. PS Revenue per Average RM
Measurement of PS revenue during the period per average amount of registered members.
3. Unique Visitors (UV)
Number of users who have visited the website at least once during the last month regardless if they are a RM. This
number is presented as an average monthly number over the period presented.
4. PS Revenue per UV
Measurement of PS Revenue per UV.
Premium Subscriptions FY2008 FY2009 FY2010 1Q2011 2Q2011 3Q2011 4Q2011 FY2011 1Q2012
PS Revenue 35.45 45.71 61.91 19.92 23.85 28.41 33.28 105.46 37.95
%Y/Y 105.6% 29.0% 35.4% 46.9% 60.5% 81.2% 87.0% 70.3% 90.5%
% of Revenue 45.0% 38.1% 25.5% 21.2% 19.7% 20.4% 19.8% 20.2% 20.1%
PS / Avg. RM (Annualized) 1.44 1.04 0.85 0.83 0.88 0.92 0.96 0.90 0.99
%Y/Y 3.0% ‐27.6% ‐18.6% ‐8.7% 0.4% 11.8% 15.8% 5.3% 19.7%
PS / UV (Annualized) 2.95 1.38 1.09 1.06 1.17 1.30 1.45 1.45 1.48
%Y/Y ‐53.2% ‐20.8% ‐10.6% ‐12.4% 10.2% 32.3% 32.3% 39.2%
9. Overall, PS is looking strong for the future. The 1Q2012 growth rate almost doubled the rate from last year. PS as a
percentage of revenue has dropped over the years, but the segment as whole is still producing extremely high
growth rates.
The RM and UV metrics are displayed in the MS table. RM and UV increased 58.2 percent and 36.9 percent,
respectively. PS per Avg. RM attempts to show the change in premium memberships compared to change RM. In
2008 and 2009, the value was higher than it was today, but the value has significantly increased since 2010. This is
interpreted as premium memberships made up a higher percentage of RM in 2008 and 2009 as compared 2010 and
2011. PS per UV tells a similar story. In 1Q2012, PS per UV increased 39% annually. LinkedIn has enhanced their
premium memberships by consistently adding new features and creating tiered levels of service to attract all
segments of users. The success of PS is connected to the perceived value of the additional benefits of a premium
membership. If users fail to see additional benefits, PS growth rates will fall dramatically.
10.
4) Geographical Segments
LinkedIn’s headquarters is located in Palo Alto, California, and most of their revenue is generated domestically.
Currently, over 200 countries and territories around the world are using LinkedIn. Most of their future growth will
be determined by the success in foreign markets. There are many risks concerning foreign growth such as fierce
competition and governmental regulations. The following table displays the growth of the different geographical
segments. Please note “Total International” is a sum of Other Americas, EMEA, and APAC.
Geo. Segments FY2008 FY2009 FY2010 1Q2011 2Q2011 3Q2011 4Q2011 FY2011 1Q2012
United States 61.21 88.49 176.94 65.11 82.73 94.00 111.98 353.83 120.82
% of Revenue 77.71% 73.67% 72.8% 69.3% 68.3% 67.4% 66.8% 67.8% 64.1%
Other Americas 3.40 9.32 4.60 6.11 7.92 10.11 28.74 12.01
% of Revenue 2.83% 3.8% 4.9% 5.0% 5.7% 6.0% 5.5% 6.4%
EMEA 24.90 47.40 19.71 25.90 28.90 35.50 110.01 42.83
% of Revenue 20.73% 19.5% 21.0% 21.4% 20.7% 21.2% 21.1% 22.7%
Asia‐Pacific (APAC) 3.31 9.41 4.49 6.30 8.61 10.11 29.51 12.77
% of Revenue 2.75% 3.9% 4.8% 5.2% 6.2% 6.0% 5.7% 6.8%
Total International 17.56 31.63 66.15 28.82 38.31 45.47 55.76 168.36 67.63
% of Revenue 22.29% 26.33% 27.2% 30.7% 31.7% 32.6% 33.2% 32.2% 35.9%
11.
5) Financial Statement Analysis
The income statement, balance sheet, and statement of cash flows are presented as an appendix to this report.
LinkedIn is a young, healthy company within a new industry experiencing astronomically high growth. There are
very few key competitors. Without experienced, direct competition, little insight can be gained from analysis of the
financial statements, but there are still some areas of focus.
LinkedIn is a 100 percent equity company. The value of their company is completely determined by the current
value of their stock. In 1Q2012, stock‐based compensation (SBC) increased 228 percent over the previous year.
LinkedIn executive salaries are highly weighted with stock options. If management is too focused on the short‐term
stock price rather than the long‐term picture, a principal‐agent problem could occur. A loss of shareholder value
would surely follow.
Sales and marketing expense was 35 percent of revenue in 1Q2012. As the growth rate of CSC begins to decrease,
LinkedIn will be forced to allocate more funds to attract new customers. In 2011, the sales and marketing growth
rate was higher than the total revenue growth rate in every quarter. As additional companies look to fill job
openings, the competition for market share will increase in the future. It is vital for LinkedIn to discover cost
effective techniques to capture market share.
Product development is at the core of LinkedIn’s business model. They strive to deliver the newest and most
innovative services to their users and customers. If they fall behind on innovation, the company will get left behind.
Product development expense increased over 90 percent annually in 1Q2012 and over 100 percent in each quarter
in 2011. The two most recent developments for LinkedIn are the implementation of their mobile application and
the acquisition of SlideShare. Advertising on mobile applications is not as effective as on personal computers. It was
necessary for LinkedIn to meet the consumer demand and create a mobile application, but it will eventually lead to
a loss in marketing revenue as more users shift from personal computers to mobile devices. SlideShare’s primary
service is the ability to easily embed PowerPoint (Slideshow) presentations on a website. This could help LinkedIn
enter new markets within the business world, but an acquisition price of over 118 million dollars is difficult to justify.
Large increases in product development cost and few new value‐creating products may lead to a decrease in
LinkedIn’s value and shareholder confidence.
In addition to product development, capital expenditures need to be monitored. LinkedIn’s future goals revolve
primarily around foreign expansion. Each new area requires a staff, offices, and computing equipment. Despite
LinkedIn being a primarily online company, most of their sales are derived from field sales as compared to online
sales. These foreign projects need to be separately monitored for profit or loss.
In 1Q2012, the cash balance increased by over 200 percent. Most of the increase is attributed to the launch of
LinkedIn’s IPO. LinkedIn does not plan to pay a dividend in the near future, so their cash balance will be used for
foreign expansion and acquisitions. LinkedIn needs to properly weigh the benefits of costly acquisitions versus
paying a dividend to their stockholders. Investors will typically stray away from companies that are not spending
their cash effectively.
12.
6) Revenue Valuation
LinkedIn’s estimated revenue build, income statement, balance sheet, cash flow statement, and discounted cash
flow projections from 2012 to 2016 are presented as an appendix to this report. Their success is driven by
innovation and ability to generate consistent, increasing revenue. Total revenue is a sum of segments, and each
segment is a sum of key parts. Each key part should be separately analyzed to predict the future profitability of
LinkedIn.
Hiring Solutions
HS is separated into two metrics: Corporation Solutions Customers (CSC) and HS revenue per CSC. CSC represents
the amount of total customers, whereas HS revenue per CSC represents the total revenue per customer.
The growth of CSC will continue to drive revenue for LinkedIn in the future. Even in the midst of a recession,
LinkedIn has continually increased CSC by over 100 percent annually. They have undercut the price of their
competitors and will be in prime position when the economy turns around. More jobs available in the workplace
will lead to more job postings. The CSC compound annual growth rate (CAGR) for 2012‐2016 is estimated at 44
percent.
HS per Avg. CSC tells a completely different story. This figure experienced high growth in earlier years, but from
2010‐2012, the CAGR was only 2 percent. This is a direct reaction to their low price strategy. Competition will
intensify and LinkedIn will be forced to lower the price of their services. Facebook and Google+ will eventually
increase their job recruitment segment. Users of both social media and LinkedIn may prefer a one‐stop shop for
their social and professional networking and could result in a decrease of UV for LinkedIn. The CAGR for 2012‐2016
is estimated at 0.2 percent.
HS is projected to remain the leading revenue generator. In 2016, HS will generate over 70 percent of LinkedIn’s
total revenue. LinkedIn’s primary niche is bringing together job recruiters with job seekers, and HS directly reflects
that part of their business. HS revenue CAGR for 2012‐2016 is estimated at 48.7 percent.
Marketing Solutions
MS is the advertising segment of LinkedIn. Most of their revenue is derived from Cost‐Per‐Click (CPC) advertising
contracts. For example, an advertiser sets up a $100 account at LinkedIn. Whenever a user becomes engaged with
an ad and clicks it, the advertisers account is charged a fee. Fees vary depending on the demand for each target
market. If ten insurance companies all want their ad to appear when a user searches for “insurance”, the CPC will
be high because there is high demand.
There is quiet, skeptical view on the efficiency of internet marketing. It is wishful to think the intended target
market is always clicking the ad, but privacy settings can hide this information from marketers. Quite frequently,
marketers have no idea who is clicking their advertisement. The term coined for illegal ad clicking is “click fraud”.
Click fraud refers to companies maliciously clicking their competitor’s advertisements to drain their daily marketing
account balance. Internet advertising leader, Google, claims that click fraud accounts for less than 2 percent of total
clicks, but other sources claim as high as 19 percent (Forbes). Google was sued in July 2006 for lack of click fraud
detection and they settled for $30 million (Google Settlement). In addition to the settlement, the court ordered an
independent review of Google’s click fraud detection system. Professor Alexander Tuzhilin of NYU determined that
Google’s detection efforts were reasonable, but he gave no indication that their efforts worked well. This report
gives Google immunity against future lawsuits of poor detection systems. Google is currently the leader in click
fraud detection and prevention.
13. Google’s revenue is primarily driven by CPC advertising, so they are directly profiting from illegal clicking. Highly
demanded ad locations can be priced over $100 per click. The profit potential of fraudulent clicking is limitless. The
facts are simple: click fraud is nearly impossible to enforce, the leader of monitoring and prevention has a monetary
conflict of interest, and click fraud has potential to be highly profitable. History shows when poor enforcement,
biased prevention, and profitability merge together, something just isn’t “clicking”.
MS is separated into three different metrics: Registered Members, Unique Visitors and Page Views. The growth
rates of each metric are estimated as well as the growth rate in MS per metric. Each metric is a component of total
MS revenue and is weighted for significance. Page views offer the highest insight, followed by UV, and lastly RM.
These metrics are only as useful as their ability to track usage and the public’s knowledge of the website. Total MS
revenue is weighted between calculations of Page Views, UV, and RM at 50 percent, 35 percent, and 15 percent,
respectively.
RM will continue to increase at a decreasing rate. LinkedIn’s growth in foreign markets should offset the decreasing
growth of new members in the US. Users enduring a job search are easily influenced to sign up for a free
membership to view job postings, so growth is expected to remain high. RM will grow at an average of 30 percent
per year from 2012‐2016.
The growth rate of UV has decreased dramatically in each of the last three years. In 2009, 2010, and 2011 the
growth rates were 201 percent, 80 percent, and 41 percent, respectively. In LinkedIn’s defense, the unemployment
rate is high, and without open jobs in the market, the website is expected to lose visitors. Based on the expectation
of slow economic growth, the CAGR of UV per year will be 15 percent over the next five years.
Page views is the best indicator of website usage. Each page visit presents a possible advertising opportunity, so
higher usage translates into greater MS revenue. Page views increased annually by 32 percent in 1Q2012. The
annual number of page views will continue to increase around 15‐30 percent for a five year CAGR of 19 percent.
The change in MS per Avg. RM displays the change in the price that advertisers are willing to spend per ad.
Historically, this figure is higher in the fourth quarter because companies have extra marketing funds to spend. Also,
there are typically more jobs available during the fourth quarter, so more users are on the website. MS per Avg. RM
increased 21.5 percent in 2011. In 1Q2012, LinkedIn started strong with an increase of 8.8 percent, but this growth
will not continue in the future. Increasing competition from other social and professional networks will force the
growth of MS per Avg. RM to zero and will eventually begin to decrease. The CAGR for 2012‐2016 is negative 3
percent.
MS per UV displays the amount of MS revenue each UV is generating for LinkedIn. Typically, this metric is higher
towards the end of the year. Advertisements are more effective if the user has made an account, so MS per UV
offers insight on the amount of UV that are also RM. Increased competition and a slow decrease in unemployment
will slow growth and generate a 2012‐2016 CAGR of 3 percent.
As additional users sign up for memberships, the advertising per page will increase. When a user signs up for a
membership on LinkedIn, they display very useful marketing data about themselves. MS per page view is derived
from LinkedIn’s ability to accurately advertise to the user on each and every webpage. In 1Q2012, LinkedIn’s MS
revenue per page view increased by almost 31 percent. Growth will continue, but not at their current rate. The
five‐year CAGR will be around 5 percent.
Overall, MS is looking very positive in the future. MS revenue increased over 73 percent in 1Q2012. MS currently
generates about 25 percent of total revenue. The 2012‐2016 CAGR is 26.6 percent. The success of MS all depends
on the willingness of advertisers to pay a premium for placing ads on their website. It is vital for LinkedIn to manage
their user’s data to create valuable marketing segments.
14.
Premium Subscriptions
PS consists of users paying an extra cost for additional services. The million‐dollar question: Are the benefits of a
premium membership worth the price? There are only a few circumstances when purchasing a premium
membership is justifiable. The following is an analysis of LinkedIn’s primary premium benefits:
Contact users directly through “InMail”
Users can “Google search” the person’s name and locate their contact information for free. InMail is useful when
personally contacting the job poster, but most Human Resource representatives post their contact information freely on
the web.
Observe more profiles when using search feature
LinkedIn freely gives a huge amount of search results and offers free advanced search tools used to find specific users.
View expanded profiles of everyone on LinkedIn
Users can already see expanded profiles of other users in their network. If a user simply asks to “connect” with another
user, they can view their extended profile.
Display a list of users that have viewed user profile
“Who is spying on me?” This is an excellent feature for the egotistical user.
Introductions to companies of interest
The introduction is just a message with the user’s picture and some data from their profile. Most job recruiters would
not be impressed by a computer‐generated message. A personal message sent by the user is more effective.
LinkedIn actively advertises to every user a “free month” of their premium membership. After the “free month” is
over, the membership converts into an annual contract. LinkedIn’s premium membership price structure is very
persuasive to choose an annual contract, especially for a user desperately looking for a job. Premium memberships
are meant to help users who are unemployed. After a user finds a suitable job, their job hunting on LinkedIn usually
stops, and their premium membership is rendered useless. Except for rare circumstances, the entire PS revenue
segment does not pass a simple “benefit and cost” test. PS revenue is split up between PS per RM and PS per UV.
PS per RM and PS per UV increased 20 percent and 40 percent, respectively. These numbers are skewed due to
user’s free trials switching into long‐term memberships. LinkedIn is still relatively new and exciting, so some users
are able to justify spending extra for a premium membership. This trend will not continue in the future. The 2012‐
2016 CAGR for PS per RM and PS per UV are negative 3 percent and 0 percent, respectively.
Even with the decrease in percentage of premium memberships, PS will remain highly profitable due to the increase
of users in foreign markets. PS increased over 90 percent in 1Q2012 and revenue growth will remain strong for
2013 and 2014. There will be a huge drop off in later years, but the 2012‐2016 CAGR is 26.4 percent.
15.
7) Analysis and Recommendation
The present value of 2012‐2016 unlevered free cash flow (FCF) is used to value the share price of LinkedIn. All cash
flows were discounted back to end of year 2012. The discount rate is calculated using the WACC method. LinkedIn’s
beta is estimated at 1.75 due to high positive correlation to economic health. The risk free rate of 3.5 percent and a
market risk premium of 4.5 percent calculated a discount rate of 11.4 percent.
Terminal value in 2016 is calculated using a two‐stage FCF growth model (H‐Model). The 2016 FCF growth rate is 34
percent. In 2017, the high growth rate period will start at 25 percent and gradually decline over 8 years to the long‐
term growth rate of 7 percent. The net present value of future cash flows and terminal value, plus cash on hand, is
equal to $9.26 billion. There will be roughly 116 million common shares outstanding at the end of 2012. The FCF
per share at the end of 2012 is equal to $79.57.
At close on July 16, 2012, the value of LNKD stock was $103.21. Comparing the current stock price with FCF
valuation, LNKD is currently 23 percent overvalued.
The value of LinkedIn will continue to increase in the short‐run. Around 1Q2014, consensus revenue forecasts will
dramatically decrease. The inadequacy of LinkedIn’s premium memberships, increased competition from social
networks, and inefficiency of internet marketing has yet to be understood by technology industry analysts.
Premium memberships will continue to grow for the next 3‐6 months, and annual agreements will expire at the end
of 2013. It is recommended to remain neutral with LinkedIn and undertake a short position shortly after the 2Q2013
earnings release.
16. Date: 7/16/2012
Update: Model Creation
LinkedIn, Inc.
(LNKD)
US: Internet Media
Dan Grossnickle
dan@grossnickle.com
815‐236‐5309