This document provides a general background for understanding social network websites and the study of online matchmaking websites and business network websites
This study is only the first step. Distributed under creative commons license, it should be completed and improved through the contribution of external experts, firms and web users as major moves in the industry are expected to occur in the coming months
In this session we'll look at aspects affecting your account management before and after AWS Organizations, how AWS Organizations can programmatically create and manage your AWS accounts and apply organisational controls with familiar policies across these accounts to meet your business needs. We'll also cover best practices and troubleshooting tips to get you started.
An overview of the Amazon ElastiCache managed service, with examples of how it can be used to increase performance, lower costs and augment other database services and databases to make things faster, easier and less expensive.
by Isaiah Weiner, Sr. Manager of Solutions Architecture, AWS
Companies are using AWS to create and deploy efficient, fast, and cost-effective backup and restore capabilities to protect critical IT systems without incurring the infrastructure expense of a second physical site. In this session, we will talk about cloud-based services AWS provides to enable robust backup and rapid recovery of your IT infrastructure and data.
Disaster Recovery using AWS -Architecture blueprintsHarish Ganesan
This presentation explores various ways of architecting Disaster Recovery using Amazon Web services (AWS) Cloud The sample architecture element contains Managed DNS servers , Load Balancers and Data replicators , Amazon EC2 , MySQL M-M , AWS EBS ,AWS Elastic Load Balancing, AWS Auto Scaling , AWS CloudWatch and AWS S3
In this session we'll look at aspects affecting your account management before and after AWS Organizations, how AWS Organizations can programmatically create and manage your AWS accounts and apply organisational controls with familiar policies across these accounts to meet your business needs. We'll also cover best practices and troubleshooting tips to get you started.
An overview of the Amazon ElastiCache managed service, with examples of how it can be used to increase performance, lower costs and augment other database services and databases to make things faster, easier and less expensive.
by Isaiah Weiner, Sr. Manager of Solutions Architecture, AWS
Companies are using AWS to create and deploy efficient, fast, and cost-effective backup and restore capabilities to protect critical IT systems without incurring the infrastructure expense of a second physical site. In this session, we will talk about cloud-based services AWS provides to enable robust backup and rapid recovery of your IT infrastructure and data.
Disaster Recovery using AWS -Architecture blueprintsHarish Ganesan
This presentation explores various ways of architecting Disaster Recovery using Amazon Web services (AWS) Cloud The sample architecture element contains Managed DNS servers , Load Balancers and Data replicators , Amazon EC2 , MySQL M-M , AWS EBS ,AWS Elastic Load Balancing, AWS Auto Scaling , AWS CloudWatch and AWS S3
Amazon Aurora is a MySQL and PostgreSQL compatible relational database built for the cloud, that combines the performance and availability of high-end commercial databases with the simplicity and cost-effectiveness of open source databases. AWS Database Migration Service helps you migrate databases to AWS quickly and securely. The source database remains fully operational during the migration, minimizing downtime to applications that rely on the database. In this session, we explore features of Amazon Aurora and demonstrate database migration using the AWS Database Migration Service.
Amazon RDS enables you to launch an optimally configured, secure, and highly available relational database with just a few clicks. It provides cost-efficient and resizable capacity while managing time consuming administration tasks, freeing you to focus on your applications and business. In this session, we take a closer look at how Amazon RDS works, and we review best practices to achieve performance, flexibility, and cost savings for your MySQL, PostgreSQL, MariaDB, Oracle, and SQL Server databases on Amazon RDS. We also discuss AWS Database Migration Service, a quick and secure means for migrating your existing relational database management system investments to Amazon RDS.
Azure Arc offers simplified management, faster app development, and consistent Azure services. Easily organize, govern, and secure Windows, Linux, SQL Server, and Kubernetes clusters across data centers, the edge, and multicloud environments right from Azure. Architect, design, and build cloud-native apps anywhere without sacrificing central visibility and control. Get Azure innovation and cloud benefits by deploying consistent Azure data, application, and machine learning services on any infrastructure.
Gain central visibility, operations, and compliance
Centrally manage a wide range of resources including Windows and Linux servers, SQL server, Kubernetes clusters, and Azure services.
Establish central visibility in the Azure portal and enable multi-environment search with Azure Resource Graph.
Meet governance and compliance standards for apps, infrastructure, and data with Azure Policy.
Delegate access and manage security policies for resources using role-based access control (RBAC) and Azure Lighthouse.
Organize and inventory assets through a variety of Azure scopes, such as management groups, subscriptions, resource groups, and tags.
Learn more about hybrid and multicloud management in the Microsoft Cloud Adoption Framework for Azure.
AWS Step Functions is a new, fully-managed service that makes it easy to coordinate the components of distributed applications and microservices using visual workflows. Step Functions is a reliable way to connect and step through a series of AWS Lambda functions so that you can build and run multi-step applications in a matter of minutes. This session shows how to use AWS Step Functions to create, run, and debug cloud state machines to execute parallel, sequential, and branching steps of your application, with automatic catch and retry conditions.
Redis + Structured Streaming—A Perfect Combination to Scale-Out Your Continuo...Databricks
"Continuous applications" supported by Apache Spark's Structured Streaming API enable real-time decision making in the areas such as IoT, AI, fraud mitigation, personalized experience, etc. All continuous applications have one thing in common: they collect data from various sources (devices in IoT, for example), process them in real-time (example: ETL), and deliver them to machine learning serving layer for decision making. Continuous applications face many challenges as they grow to production. Often, due to the rapid increase in the number devices or end-users or other data sources, the size of their data set grows exponentially. This results in a backlog of data to be processed. The data will no longer be processed in near-real-time. Redis, the open-source, in-memory database offers many options to handle this situation in a cost-effective manner. First and foremost, you could insert Redis into an existing continuous application without disrupting its architecture, and with minimal code changes. Redis, being in-memory, allows over a million writes per second with sub-millisecond latency. The Redis Stream data structure enables you to collect both binary and text data in the time series format. The consumer groups of Redis Stream help you match the data processing rate of your continuous application with the rate of data arrival from various sources. In this session, I will perform a live demonstration of how to integrate a continuous application using Apache Spark's Structured Streaming API with open source Redis. I will also walk through the code, and run a live IoT continuous application.
Speaker: Roshan Kumar
This session covers how to work with PySpark interface to develop Spark applications. From loading, ingesting, and applying transformation on the data. The session covers how to work with different data sources of data, apply transformation, python best practices in developing Spark Apps. The demo covers integrating Apache Spark apps, In memory processing capabilities, working with notebooks, and integrating analytics tools into Spark Applications.
Amazon DynamoDB Deep Dive Advanced Design Patterns for DynamoDB (DAT401) - AW...Amazon Web Services
This session is for those who already have some familiarity with DynamoDB. The patterns and data models discussed in this session summarize a collection of implementations and best practices leveraged by Amazon.com to deliver highly scalable solutions for a wide variety of business problems. The session also covers strategies for global secondary index sharding and index overloading, scalable graph processing with materialized queries, relational modeling with composite keys, and executing transactional workflows on DynamoDB.
Amazon Elastic Container Service for Kubernetes (Amazon EKS) is an upcoming managed service for running Kubernetes on AWS. This session will provide an overview of Amazon EKS, why we built it, and how it works.
Amazon Aurora is a MySQL-compatible relational database engine that combines the speed and availability of high-end commercial databases with the simplicity and cost-effectiveness of open source databases. Amazon Aurora is disruptive technology in the database space, bringing a new architectural model and distributed systems techniques to provide far higher performance, availability and durability than previously available using conventional monolithic database techniques. In this session, we will do a deep-dive into some of the key innovations behind Amazon Aurora, discuss best practices and configurations, and share early customer experience from the field.
Websites are meant to help you meet your business goals. This presentation walks through 5-steps every website should take when building their website.
Snap: 10 facts about the human brain to help you create a better websiteSnap
Understanding the human brain and your consumers' wants and needs could help you create and manage a more effective website.
Discover the mindsets of your consumers with these 10 facts.
Amazon Aurora is a MySQL and PostgreSQL compatible relational database built for the cloud, that combines the performance and availability of high-end commercial databases with the simplicity and cost-effectiveness of open source databases. AWS Database Migration Service helps you migrate databases to AWS quickly and securely. The source database remains fully operational during the migration, minimizing downtime to applications that rely on the database. In this session, we explore features of Amazon Aurora and demonstrate database migration using the AWS Database Migration Service.
Amazon RDS enables you to launch an optimally configured, secure, and highly available relational database with just a few clicks. It provides cost-efficient and resizable capacity while managing time consuming administration tasks, freeing you to focus on your applications and business. In this session, we take a closer look at how Amazon RDS works, and we review best practices to achieve performance, flexibility, and cost savings for your MySQL, PostgreSQL, MariaDB, Oracle, and SQL Server databases on Amazon RDS. We also discuss AWS Database Migration Service, a quick and secure means for migrating your existing relational database management system investments to Amazon RDS.
Azure Arc offers simplified management, faster app development, and consistent Azure services. Easily organize, govern, and secure Windows, Linux, SQL Server, and Kubernetes clusters across data centers, the edge, and multicloud environments right from Azure. Architect, design, and build cloud-native apps anywhere without sacrificing central visibility and control. Get Azure innovation and cloud benefits by deploying consistent Azure data, application, and machine learning services on any infrastructure.
Gain central visibility, operations, and compliance
Centrally manage a wide range of resources including Windows and Linux servers, SQL server, Kubernetes clusters, and Azure services.
Establish central visibility in the Azure portal and enable multi-environment search with Azure Resource Graph.
Meet governance and compliance standards for apps, infrastructure, and data with Azure Policy.
Delegate access and manage security policies for resources using role-based access control (RBAC) and Azure Lighthouse.
Organize and inventory assets through a variety of Azure scopes, such as management groups, subscriptions, resource groups, and tags.
Learn more about hybrid and multicloud management in the Microsoft Cloud Adoption Framework for Azure.
AWS Step Functions is a new, fully-managed service that makes it easy to coordinate the components of distributed applications and microservices using visual workflows. Step Functions is a reliable way to connect and step through a series of AWS Lambda functions so that you can build and run multi-step applications in a matter of minutes. This session shows how to use AWS Step Functions to create, run, and debug cloud state machines to execute parallel, sequential, and branching steps of your application, with automatic catch and retry conditions.
Redis + Structured Streaming—A Perfect Combination to Scale-Out Your Continuo...Databricks
"Continuous applications" supported by Apache Spark's Structured Streaming API enable real-time decision making in the areas such as IoT, AI, fraud mitigation, personalized experience, etc. All continuous applications have one thing in common: they collect data from various sources (devices in IoT, for example), process them in real-time (example: ETL), and deliver them to machine learning serving layer for decision making. Continuous applications face many challenges as they grow to production. Often, due to the rapid increase in the number devices or end-users or other data sources, the size of their data set grows exponentially. This results in a backlog of data to be processed. The data will no longer be processed in near-real-time. Redis, the open-source, in-memory database offers many options to handle this situation in a cost-effective manner. First and foremost, you could insert Redis into an existing continuous application without disrupting its architecture, and with minimal code changes. Redis, being in-memory, allows over a million writes per second with sub-millisecond latency. The Redis Stream data structure enables you to collect both binary and text data in the time series format. The consumer groups of Redis Stream help you match the data processing rate of your continuous application with the rate of data arrival from various sources. In this session, I will perform a live demonstration of how to integrate a continuous application using Apache Spark's Structured Streaming API with open source Redis. I will also walk through the code, and run a live IoT continuous application.
Speaker: Roshan Kumar
This session covers how to work with PySpark interface to develop Spark applications. From loading, ingesting, and applying transformation on the data. The session covers how to work with different data sources of data, apply transformation, python best practices in developing Spark Apps. The demo covers integrating Apache Spark apps, In memory processing capabilities, working with notebooks, and integrating analytics tools into Spark Applications.
Amazon DynamoDB Deep Dive Advanced Design Patterns for DynamoDB (DAT401) - AW...Amazon Web Services
This session is for those who already have some familiarity with DynamoDB. The patterns and data models discussed in this session summarize a collection of implementations and best practices leveraged by Amazon.com to deliver highly scalable solutions for a wide variety of business problems. The session also covers strategies for global secondary index sharding and index overloading, scalable graph processing with materialized queries, relational modeling with composite keys, and executing transactional workflows on DynamoDB.
Amazon Elastic Container Service for Kubernetes (Amazon EKS) is an upcoming managed service for running Kubernetes on AWS. This session will provide an overview of Amazon EKS, why we built it, and how it works.
Amazon Aurora is a MySQL-compatible relational database engine that combines the speed and availability of high-end commercial databases with the simplicity and cost-effectiveness of open source databases. Amazon Aurora is disruptive technology in the database space, bringing a new architectural model and distributed systems techniques to provide far higher performance, availability and durability than previously available using conventional monolithic database techniques. In this session, we will do a deep-dive into some of the key innovations behind Amazon Aurora, discuss best practices and configurations, and share early customer experience from the field.
Websites are meant to help you meet your business goals. This presentation walks through 5-steps every website should take when building their website.
Snap: 10 facts about the human brain to help you create a better websiteSnap
Understanding the human brain and your consumers' wants and needs could help you create and manage a more effective website.
Discover the mindsets of your consumers with these 10 facts.
Startup Recruiting Trends identifies where startups go wrong in recruiting and makes recommendations on how startups should approach hiring.
What's Included:
-Insights into recruiting best practices, diversity, and people programs.
-Recommendations on allocating resources.
-Benchmarking data on important hiring metrics: Recruiting team makeup, Hiring Goals, Reporting Structure and Pipeline Metrics.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
Oorjit ‘The Perfect Platform to Engage Customers & Merchants’. We provide total solution for all kinds of e-commerce businesses. If your business idea is still nascent, we help you develop it and convert it into a successful business in the right sense.
Linkedin global recruiting trends report 2017Pierre Bernard
Why read this ?
In order to plan for the future, you need to understand where
you stand compared to your peers. The goal of this report
is exactly that -- to help talent leaders like you benchmark
against teams across the globe when it comes to the most
important recruiting metrics and trends.
About this survey
This report is based on the survey responses of nearly 4,000
corporate talent acquisition leaders across 35 countries. All
respondents are at the manager level or higher.
20 Ideas for your Website Homepage ContentBarry Feldman
Perplexed about what to put on your website home? Every company deals with this tough challenge. The 20 ideas in this presentation should give you a strong starting point.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Presentation of the strategy I had to apply for 2016 about Meetic & Match mobile plateforme, following user reseach and business needs.
This is only my research work as an attempt to develop the Meetic mobile plateform and do not represent the final strategy applied for Meetic in 2016.
A group of 4 Marketing/MBA students and I worked on a live project for a local business looking to determine a way to increase sales to students at UTD. This marketing research project utilized data gathering techniques, analytics tools, and critical thinking in order to make conclusions based on our primary data.
Presentasi Tekkim, Bioproses, Tekfis, SITH, dan PertanianBuka Mata 2017
Buka Mata 2017 adalah sebuah kegiatan yang diadakan oleh alumni SMAN 28 Jakarta Angkatan 2016 bekerja sama dengan MPK/PO Parivarta untuk membuka mata dan menambah wawasan siswa-siswi SMAN 28 Jakarta tentang seluk-beluk dunia perkuliahan.
BUKA MATA 2017
“Open your eyes and discover the skies”
#bukamata2017
Deriving Business Value from Social NetworksInfosys
How do some people sway public opinion where others fail? What's the secret behind personal influence? How important are connections? These have become all-important questions in our age of social networking. Social networks have expanded the influence of connections to unimaginable proportions. Clearly, there is business value to be derived from networks. It's no wonder then that the science of social networks has kindled interest among industry think tanks and corporate executives.Read more: http://bit.ly/Njs9MX
Presented to Southern California Software Process Improvement Network, July 2011
As 'the cloud' becomes the mainstream platform for IT innovation, platform architects will combine smart devices, global networks, and application models inspired by Twitter and Facebook to let people do what they do best: to recognize what’s not normal, and either address the problem or pursue the opportunity.
The first decade of cloud computing decisively demonstrated that massively sharable/scalable systems can shrink operating costs and slash development delays, but the era of the Social Enterprise goes farther to turn the cloud model from a perceived challenge into a compelling avenue for IT innovations that need not compromise security or governance.
What is the role of cloud computing, web 2.0, and web 3.0 semantic technologi...Mills Davis
The US has a new administration that values transparency, citizen participation, collaboration, information sharing, and internet technology. This presentation maps the role of information and communication technologies (specifically, cloud computing, Web 2.0, and Web 3.0 semantic technologies) in the evolution of government information systems from e-gov (silos with web front ends) to connected governance (e.g. distributed social computing environments for collaborative work, information sharing, knowledge management, and participatory decision-making.)
Enabling Innovators for the Era of the Social Enterprise: presented to Triple Helix 9 conference at Stanford University to address the opportunities for expanding the Silicon Valley model to emerging economies
How Social Networks are Delivering on the Failed Promise of Knowledge ManagementPaul Gillin
Organizations are inherently social, and when they enable people to reach out and find each other, connections are formed and discoveries are made that transcend org charts. But Intranet 2.0 isn't a zero-sum game. Open communication challenges traditional lines of authority and may be seen as a threat to those who are invested in existing structures. In fact, the biggest barriers to internal social network adoption are political, not technical. In an economy that demands innovation, resourcefulness and knowledge efficiency, do we really have any choice but to change? This presentation looks at how social networks are transforming the way businesses operate and at the bitter medicine some companies must swallow in order to realize their potential.
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?Fabernovel
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnablesFabernovel
La crise que le monde traverse atteint individus et acteurs économiques avec une puissance inédite et nécessite de repenser en profondeur nos modèles de développement, sur la base de solutions véritablement actionnables.
Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant à faire redémarrer l’économie selon un modèle plus durable, plus juste et plus résilient. Voici la présentation donnée lors de lancement de cette plateforme pour échanger sur une mutation appelée de toutes parts, et redémarrer en mettant en œuvre la transformation vers les "nouveaux raisonnables".
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
Fabernovel analyse les tendances publicitaires du super bowl de 2020Fabernovel
Aux États-Unis le Super Bowl est le plus grand événement sportif de l’année, suivi par près d'un américain sur trois. La compétition n'y est pas seulement sportive, elle est également publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas à la dépense et font de leur campagne de véritables spectacles. Si bien que pour 23% des américains, les publicités sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54ème édition n'a pas dérogé à la règle !
Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ?
Et quelles sont les tendances 2020 ?
À découvrir dans notre analyse.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A.
SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge.
For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy.
Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
Retail Apocalypse. Voilà comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et à raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas épargnée - en témoignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet été, pour n'en citer que quelques unes.
Dans le même temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogènes - envahissent les rues. Littéralement : sur les 84 DNVB à fort potentiel identifiées en 2016 par Andy Dunn dans son article phare, 44 comptent désormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly.
Pour passer à l'échelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les Américains pour décrire ce phénomène qui consiste à ouvrir une boutique physique pour considérablement augmenter les ventes online. Mais alors...
Entre apocalypse et terre promise, à quoi ressemble vraiment le retail de demain ?
Quel modèle, quels KPIs et quelles conditions pour émerger ?
Présentée lors du MobileOne 2019 par Benoît AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.
Fabernovel is pleased to share this playbook reviewing various offerings of
WeChat advertising and the possibilities for brands to reach and engage the tech
savvy consumers.
Since the inception of WeChat, Tencent has been very cautious about introducing
promotional messages on its platform. The Super APP is envisioned more as a
productive toolkit for the users' daily life than a source of media revenue stream itself.
On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes
sure its users exposed to maximum 2 ads per day.
That being said, WeChat advertising offerings have become so comprehensive and
impactful to capture the attention of Chinese consumers from both home and
abroad. To build successful WeChat strategies, it is now crucial for business to master
these various ad formats, ad touch points, ad features, bidding tactics and audience
targeting possibilities.
Let’s discover more with this playbook!
[Extract] Study The We Company: is real estate a disruptable industry?Fabernovel
A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market.
Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chine...Fabernovel
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate?Fabernovel
Foreword:
2020 is tomorrow. Once a synonym for “future”,
this key date is a symbol for new dawn where
the issue of long term value can not be but linked
to digital sobriety and technological responsibility.
At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible.
I am convinced that this approach can be applied
to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling,
we need to act upstream by rethinking the way we design services and technology.
Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact.
Let’s build this inclusive future together.
Stéphane Distinguin, CEO & Co-founder at Fabernovel
Services urbains : faut il vraiment penser utilisateur ?Fabernovel
Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains.
A quoi doit ressembler une ville à l'ère du numérique ?
Peut-on vraiment "penser utilisateur" dans un contexte urbain ?
Comment réconcilier besoins individuels et communautaires ?
Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux.
Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI.
Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Gafanomics - The Quarterly - Episode 2 (Q2FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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Social network websites: best practices from leading services
1. Research paper 2007
Social Network websites:
best practices from leading services
faberNovel Consulting 2007
28.11.2007 – Research paper Public document
2. This work is licensed under the Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported license. To view a copy of this
license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a
letter to Creative Commons, 171 2nd Street, Suite 300, San Francisco,
California, 94105, USA.
2
28. 11. 2007 – Research paper
3. About the study
Amid the growing number of online “social” feature offers, many companies, from major
actors to start-ups, may ask themselves:
How online social features can impact their customer relationship policy
Which social features and practices bring value to their activities
What the best candidate for an acquisitions is
This study aims at answering part or the totality of these questions by:
Providing a social networking website typology and understanding the specificities of these
different categories
Identifying social networking website best practices and trends and proposing specific
analyses for each site
Assessing the profitability for firms to be involved in online social networking activities,
under which conditions and regarding what type of investments
This document provides a general background for understanding social network websites
and the study of online matchmaking websites and business network websites
This study is only the first step. Distributed under creative commons license, it should be
completed and improved through the contribution of external experts, firms and web users
as major moves in the industry are expected to occur in the coming months
3
28. 11. 2007 – Research paper
4. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
4
28. 11. 2007 – Research paper
5. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
5
28. 11. 2007 – Research paper
6. Social networking websites are
extensively used worldwide
Source : Ipsos 2007
6
28. 11. 2007 – Research paper
7. An introduction to social networking website analysis
requires the presentation of a set of five principles
Network
organization
Basic
Virtual
economic
Identity
effects
Social
networking
websites
Typology of
Relevant
social
metrics
network
7
28. 11. 2007 – Research paper
8. Social network business generally Basic economic effects
generates economies of scale
Economies of scale imply that the
operating costs of the website are
less than proportional to the number
of users on the platform, e.g the more
users the website has the less it has
to spend per user
This effect depends mainly on: Example of economies of scale
The centralization and the independence of the website users: if the community functioning is
strongly decentralized and relies on peer to peer relations, the CRM costs and monitoring costs will
increase less than proportionally with the number of users. By contrast, if there is a strong need for
monitoring and managing users’ interactions (e.g: moderation), the costs will tend to be strictly
proportional
The existence of viral marketing: if viral marketing is strong in the segment of the market where
the social networking website operates, the acquisition cost of new subscribers will be lower since
users are going to ensure the advertising instead of the website
Strong
Decentralisation
economies
Viral marketing
of user relations
of scale
8
28. 11. 2007 – Research paper
9. Networks are characterised by « network Basic economic effects
externalities » and congestion point
Networks display two effects:
Network externalities: the interest in being a member of a network increases
more than proportionally with the number of users
Congestion point: an increase occurs up to the point where the network cannot
support the number of users which depletes the service provided
The challenge for managers of networks is to reach the « critical mass » where
there are enough users to produce this network effect, which implies to:
Ask a low price when the network begins to grow
Make users pay for the use of the services provided by the network, not the
access to it
Congestion point
Price/
Price/
revenues
revenues If price is too high If price is low
Offer Offer
« Sponsor the access,
Critical mass
Demand
charge the use »
Demand
(Principle to manage a network)
Size Size
If the price is too high, the network does not reach If the price is low enough, the network reaches its
its critical mass since the demand is too low critical mass and grows up to its congestion point
9
28. 11. 2007 – Research paper
10. Information plays a fundamental role in Basic economic effects
managing social networks
Managing social networking websites also requires alleviation of the mistrust of
potential users :
Evaluating the interest of a network before joining it
1)
Q: How can you be sure that
is very diffcult
registered members in online
Knowing if the services will meet users’ matchmatchmaking websites
are not all ugly ?
expectations is hard, even if they can estimate the A: Allow free registration and free
profile base checking
value of the services promoted 2)
Managers have different tools to tackle these issues. For instance in online
matchmaking they can:
Offer free registration that allows users to look at the profiles (or some of the
profiles) of other registered users
Broadly communicate about their balanced user base between men and women
1) Internet services are what economists call « experiment goods »: goods that you cannot valuate until you have used it
2) This is known as « asymetric information ». Potential users know little about the network whereas managers know a lot
10
28. 11. 2007 – Research paper
11. Network organization
Social networks have a specific structure
Many online social networks are « scale free networks »
They are organized around some central nodes
They grow through the principle of « preferencial attachment »: the more a node
has connexions, the more chance it has to add new connections
Example of random network Example of scale free network
11
28. 11. 2007 – Research paper
12. Social website growth depends on the Network organization
network’s structure
Two classic levers of growth for scale free networks
Backing a viral adoption of the network, relying on its« scale free network »
structure: every new user of a network is potentially a new « node » of the
social network structure, websites have to induce them to bring all their
« real » connections into the virtual community
Supporting the animation of the network: since a « connexion-node » (e.g
a user that has brought a lot of people to the site) may not be an animator
Animation on the website is essential to keep the network growing
Websites have to provide multiple and intuitive tools to interact with other users
Sources: Facebook, faberNovel analyses
12
28. 11. 2007 – Research paper
13. Social networking platforms change the Virtual identity
concept of identity
Identity: “sameness of essential or generic character in different instances”
(Merriam-Webster). Identity in the real world is how one is described either by self-
assertions or by the assertions of another
Digital identity is a set of characteristics asserted “by one digital subject about itself
or by another digital subject, in a digital realm.” (Microsoft). This identity is
comprised of multiple pieces of formal and informal data, real or fantasized
Digital identity has three particularities:
Fragmentation: the identity is broken up
between several networks and websites and
these different pieces of identity might not be
coherent
Fantasy: digital identity can be easily fantasized
Temporality: identity might not evolve over time
( a comment or an old profile is not automatically
removed)
Sources: Cavazza website, faberNovel analyses
13
28. 11. 2007 – Research paper
14. The applications managers have to develop Virtual identity
depend on the type of network proposed
Real identity
Example: according to its position,
what kind of applications should be
developed by my site ?
•Network expansion tools
•Self-promotion
•Recommandations and profile certification
Qualitative
Public contacts
•Privacy/intimacy protection
exposition
•“Relationship certificates”
•Improvement of user’s
public profile
•Enhancement of the
image displayed to the
rest of the community
Fantasized identity
14
28. 11. 2007 – Research paper
15. Virtual identity
The way users manage their identity and the
functionalities available on the site are closely linked
MySpace vs. Facebook
MySpace
Presentation of a desired identity
Meeting of new friends based on center of interests
« Monolog » space: additional applications are limited
to personal space
Facebook
Presentation of a real identity
Extension of real friendships
« Dialog » space: additional applications are
developed to interact with other users
15
28. 11. 2007 – Research paper
16. Social networks have all their Typology of social networks
specificities: four criteria can be identified
Degree of • How far are interactions between users and profiles
monitored and how “open” is the platform ? (for
decentralisation of
instance can users develop their own applications ?)
the network
Number of different • Is the network dedicated to a unique type of service
types of (such as online matchmaking) or does it allow many
more kinds of services ?
interactions allowed
• Is the identity developed on the network close to the
Type of identity real identity of the user or is it a fantasized identity ?
Potential size of the • What part of the Internet population might join the
network ? Niche vs mainstream network
network
16
28. 11. 2007 – Research paper
17. Typology of social networks
Four types of networks can be identified
Goal: socializing Goal: career and Goal: soulmate Goal: getting back in
business opportunities touch
Online communities Business networks Online matchmaking Alumni networks
Facebook is currently moving from an « alumni network » to an« online community »
17
28. 11. 2007 – Research paper
18. Example of a representation of social Typology of social networks
networking websites
Potential size of the network
Number of
Distance
different types
from real
of interactions
identity
allowed
Facebook
Meetic
Match.com
LinkedIn
Myspace Degree of decentralization of the network
18
28. 11. 2007 – Research paper
19. Classic metrics are not always relevant for analyzing Relevant metrics
the success of a social networking website
The emergence of social networks highlights the need for new metrics
Traditional metrics are limited Differentiating the metrics is necessary
For business networks (Xing, LinkedIn):
Traditional metrics still applied:
Irrelevant but used metrics (examples):
Number of unique users
Number of pages
Number of pages viewed
Time spent by users
Average time spent
Relevant metrics (examples):
Number of registered / active users
Number of requests transmitted or
Number of profiles created
accepted
As well as geo-socio-demographic metrics :
Number of useful active users
Gender
For online matchmaking websites (Meetic,
Age
Match.com):
Household revenue
Irrelevant but used metrics (examples):
Geographical data
Number of profiles
But they are not relevant for every social networking
Number of pages viewed
website
Relevant metrics (examples):
Number of subscribers
Number of active users
Churn rate and its components
19
Sources: faberNovel analyses 28. 11. 2007 – Research paper
20. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
20
28. 11. 2007 – Research paper
21. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
21
28. 11. 2007 – Research paper
23. Brief presentation of the company
Meetic was founded by Marc Simoncini, the current CEO, in November 2001
Meetic has been profitable since 2003 and in five years, it has become the
leader in online dating in Europe
Meetic realized an IPO in October 2005, its market capitalization was 508,491
million euros November 16th 2007
Meetic is active in 16 countries after a large campaign of acquisitions in 2006
and 2007
In 2007 Meetic launched its new version Meetic 2.0
23
28. 11. 2007 – Research paper
24. Meetic is the leading company in online
matchmaking in Europe
Language Website translated into 12 languages
Number of profiles [M] 2006 28,5
Number of subscribers 2006 426 000
Audience share1) of online
matchmaking websites in Europe 19,49 % (number one in Europe)
(November 2006)
2)
Turnover [M$] 2006 107
2)
Operating income [M$] 2006 18,65
Number of employees 200
18,83
2)
ARFU [$/subscriber] 2006
2)
ARPU [$/subscriber] 2006 20,93
1): Audience share is calculated as follows: (number of unique visitors to the site x time spent on the site) / (number of unique
visitors under the category “dating” x time spent on this subcategory) x 100
2) : Converted at 0,734 € per $
Sources: Meetic, NielsenNet Rating faberNovel analyses
24
28. 11. 2007 – Research paper
25. Meetic offers several subscription
formulas
Pass
Pass Pass Pass
Select +
Free offer Meetic Premium Select
Premium
Same fees as
Three subscription Three subscription Three subscription
No subscription
fee Pass Premium
offers: offers: offers:
Enables Monthly subscription: Monthly subscription: Monthly subscription:
The pass has all
€29,99/month €44,89/month €54,79/month
members to
Pass Meetic
($40,86/month) ($54,35/month) ($67,83/month)
access the limited
functionalities and
Trimester subscription : Trimester subscription : Trimester subscription:
profiles of the
€19,95/month €44,75/month
subscribers can
#34,85/month
other members ($27,18/month) ($40,64/month) ($53,16/month)
check profiles
Semester subscription : Semester subscription : Semester subscription:
without triggering
€16,95/month €29,85/month €39,75/month
an alert and
($20,37/month) ($33,86/month) ($47,34/month
define authorized
The pass enables The pass has all The functionalities
contacts
them to contact Pass Meetic are those of Pass
members and use functionalities and select and
meetic phone all registered users Premium
can contact
premium members
Subscription fees are highly progressive to induce members to subscribe for the longest
period possible
1) All the offers are converted at 0,734 € per $
25
28. 11. 2007 – Research paper
Sources : Meetic, faberNovel analyses
26. Meetic offers multiple additional services
Improvement of meetic messenger
based on MSN Messenger, with a visio
chat with secured mode
Photograph album
“Meetic test”: allows the subscribers to
create their own questions
Meetic search engine with multiple
criteria selection
“Meetic live”: events for meetic
subscribers (Live oenology, salsa, …)
“Meetic phone”: allows a user to call a
subscriber without disclosing his
phone number with an “available /
unavailable” presence function
26
28. 11. 2007 – Research paper
27. Meetic provides its customers with
multiple tools to manage their identities
Contracts offered:
« Pass Meetic »: contact by email, visio, meetic phone and see video and photograph album
« Pass Premium »: Pass Meetic functionalities plus allows registered users to contact premium
members
« Pass Select »: Pass Meetic functionalities plus checking profiles without sending an alert and
defining authorized contacts
Identity management tools:
Nickname commonly used
Multiple identities possible, although uncommon and closely watched by Meetic employees
Common information, physical and psychological description. Between 10 to 80 criteria available
Five photos per profile
Personal video advertisement
Profile availability
Information available to others:
Full profile available to other subscribers and very
Subscriber
limited profile available to registered users
Registered
Profiles of “Pass premium” subscribers can be
accessed by all registered users Public
No public profile (e.g. available through search Limited Profil Full Profil
engine)
27
28. 11. 2007 – Research paper
Sources : Meetic, faberNovel analyses
28. Meetic business model depends on three
central mecanisms
Monetized its user
base (turning users
into subscribers)
Business
model
Providing an
Recruiting new
efficient service to
clients to replace
its clients (finding
those who find their
his soulmate) while
soulmate and stop
capping the churn
using Meetic
rate of its
service
subscribers.
28
28. 11. 2007 – Research paper
29. Meetic’s strong conversion rate is
achieved through four levers
Charging for every service, except now to contact premium members
Payment systems adapted to each country’s culture or custom (for instance
credit card for French clients, direct debit for German)
A contract menu with four different subscriptions (“pass Meetic”, “pass
premium”, “pass select”, “pass premium + select”) to meet all the clients’
needs
A low churn rate due to an important CRM strategy (37% of Meetic employees
are devoted to customer relationship management)
29
Sources : Meetic, faberNovel analyses 28. 11. 2007 – Research paper
30. Meetic business development strategy is
based on three pillars
Service extensions:
Mobile version that represents 7% of the traffic
Thematic website for young people (Superlov), people over 35 years old in search of a long-term
relationship (Ulteem) and gay (Cleargay)
External growth:
In 2006 Meetic acquired Yeeyoo (China, 10 million registered users) for around 31 million dollars*, Lexa
(the Netherlands, 30.000 subscribers) for 15,67 million dollars* and Perperfeito (Brazil, 8 million profiles
created) for 29,42 million dollars*
In 2007 Meetic acquired DatingDirect (4,5 million members) for £ 27,3M and Cleargay (undisclosed
amount)
Partnerships:
Meetic has developed around 120 internet
distribution partnerships on internet portals such
as Alice, AOL, Orange, Lycos, Yahoo!, Lastminute
and around 20 mobile partnerships (notably
Orange, Bouygues, SFR, Vodafone)
Partnerships accounted for 37% of Meetic’s new
profiles and for 25% of sales in 2006
*: Converted at 0,734 € per $
30
Sources : Meetic, faberNovel analyses
28. 11. 2007 – Research paper
31. Some best practices can be drawn from
Meetic functioning
BEST PRACTICES
Providing a secure Focusing on keeping a Understanding the specificities
environment balanced user base between of its market(s)
men and women
Meetic has a churn rate twice as Free registration and free Absence of viral marketing:
low as its competitors because: consultation of limited profiles Meetic invests heavily in
employees devoted to CRM and allow potential users to try Meetic advertising campaigns
moderation of the website are the and check the number of
Diversity of users’ needs:
two biggest contributors to interesting profiles
Meetic draws a clear
headcount
Subscription for women was free segmentation of the market with
Moderators make human controls before 2007 and at a lower price four websites (Superlove, Meetic,
for each new profile created from 2007, ensuring women Ulteem, Cleargay) to guarantee
(notice and photos) and semi account for around 50% of client their clients they will find exactly
automatic controls based on key base the profiles for which they are
words for writing communications searching
Meetic constantly communicates
The counterpart is the absence of this statistic which reassures Diversity of local markets:
economies of scale in Meetic women about the reliability of the Meetic proposes different versions
business model since it has to service of its website and acquires online
keep its number of employees matchmaking firms that are
proportional to its number of users already well implemented in the
countries within which the firm
Meetic does not give public profile
wants to develop
to respect user privacy
31
28. 11. 2007 – Research paper
32. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
32
28. 11. 2007 – Research paper
34. Presentation of Match.com
Launched on the Web on April 21, 1995, Match.com was a pioneer in online
dating and is considered as having taken this service mainstream
Match.com is an operating business of IAC/InterActiveCorp quoted on Nasdaq
Match.com is today the world’s number one dating and relationship site
34
28. 11. 2007 – Research paper
35. Match.com is operating worldwide
Language 30 localized international dating sites in 18 languages
Number of profiles [M] 2007 Over 20 million
Number of subscribers [M] June
1,313
2007
Number of Unique Visitors in the
3970000 (number three in the US)
US* (Dec. 2006)
Turnover [M$] 2006 311,2
Operating income [M$] 2006 58,4
Number of employees 2006 275
ARFU [$/user] 2006 18,37
ARPU [$/user] 2006 20,42
* : Excludes traffic from sites powered by Match.com, such as Love@AOL (1.0
million unique visitors) and MSN Personals (635,000 unique visitors)
Sources : Match.com, Comscore, faberNovel analyses
35
28. 11. 2007 – Research paper
36. Match.com has one simple offer for its main
product but numerous additional services
Match.com has a single two contract offer:
Free offer enables members to access the profiles of the other members
(Monthly subscription: € 29.95/month ($34,99/month), Trimester subscription : €19,95/month
Premium offer
($19,99/month), Semester subscription : €16,50/month ($16,99/month)) enables members to contact other members ,block
profiles, check members who have looked at their profile
Premium offer + MindFindBind (for English, American and Canadian
subscribers): subscribers can benefit from Dr. Phil’s advice (through the
MindFindBind program) about how to determine good action plans, dating
insights and related strategies and so forth. This service charges $9,99
Match.com proposes numerous additional services:
Matchmobile: a free service allows members to consult their alerts. A premium offer ($4,99 per month) allows members
to use mobile phones for anonymous and secure wireless matching and online dating services (write and answer
emails)
MatchPlatinium: a custom tailored online matchmaking site
Matchtravel.com: a travel agency for singletons
MatchLive.com: a subscription-based service offering a variety of social events and parties for single adults
Match.com Advisors: a network of trained dating, relationship and marriage experts accessible through the Match.com
site
Happen Magazine™: a dating advice and information magazine
Profile Assistance: a service providing a network of writers skilled in creating and tailoring online profiles for members.
Sources : Match.com, faberNovel analyses
36
28. 11. 2007 – Research paper
37. Match.com provides its customers with
multiple tools to manage their identities
Contracts offered:
« Members »: search others profiles, download photos and send/receive « winks »
« Subscribers »: contact by email, block profiles, check members who have looked at their
profile
Identity management tools:
Nickname commonly used
Mutliple identities possible, although uncommon
Common information (Height, bodytype, astrological sign, daily diet, income, …)
Twenty five photos possible
« Catcher » available but no video presentation
Description of the ideal partner
Profile availability
Information available to others:
Subscriber
Full profile available to other subscribers and
registered users, which is a big difference in Registered
comparison with Meetic
Public
No public profile (e.g. not available through
Limited Profil Full Profil
search engine)
37
Sources : Match.com, faberNovel analyses 28. 11. 2007 – Research paper
38. Match.com has developed both generic and
specific search tools
Match.com search engine offers roughly the same
functionalities as those provided by Meetic search
The firm has developed two alternative and original tools:
The « matchWords »: every profile can list a number of key words.
Then registered members can browse through these key words
The « double compatibility » tool: for each profile visited by,
members can see this mutliple criteria spreadsheet, gibing the
compatibility details for the different criteria of the two profiles
38
Sources : Match.com, faberNovel analyses 28. 11. 2007 – Research paper
39. Match.com succeeds in monetizing its
user base thanks to four levers
Home Page Match.com (China) Home Page Match.com (India)
A strong differentiation of its local websites,
which allows Match.com to perfectly match
the specificities of the countries where it
operates
Permanent help at every different step during the use of Match.com services (when users want
to fill their profile, make a search, …)
The creation of Dr. Phil (which provides advice about
how to get ready to have a good relationship, how to
bind its couple, …):
Provide an original service
Reassure potential users who might be reluctant to
use online matchmaking
Different strategies to « tease » the users and convince them to subscribe to Match.com’s offer:
Match.com sends compatible profiles by email on a daily/weekly basis even to those who have not
subscribed
Match.com provides access to the full profile but charges if users want to contact by email or by
« phone » (the MatchMobile)
Match.com enables users to send « wink » for free. Thus if a user is winked at he will have a greater
incentive to subscribe so that he can develop his contacts
39
Sources : Match.com, faberNovel analyses
28. 11. 2007 – Research paper
40. Match business development strategy is
based on 4 axes
International development through acquisitions Diversification of its revenues
of local well established actors
In February 2007, Match.com acquires leading online In 2005 Match.com signed an agreement with Deal
dating and relationship companies in France and Group Media to put advertising on its website for the
China: first time
Netclub in France (number 3 dating and relationship In the summer of 2007 Match.com launched its mobile
platform in the US, the UK and Canada. It would be
site, 4 million members)
expanded to 9 other countries at the end of 2007. This
eDodo in China (more than 180.000 subscribers) service is charged at $4,99 per month
Match.com
Match.com
business
business
development
development
Recruitment of new paying
strategy
strategy Intensive marketing campaigns
members through a very efficient
partnership policy
Match.com powers MSN dating services on all Advertising campaigns account for a large part of
continents (which accounts for more than 30 million Match.com costs
visitors per month) and AOL for its Love@AOL
This firm often uses grand marketing campaigns:
service (1 million unique visitors in Dec. 2006), BET
In 2005, Match.com spent more than £3 million in the UK
Interactive, Tiscali (France, Spain, Italy) and so
forth In 2006 Match.com was third in terms of spending on online advertising
for dating services in the US (16% of the total between January and
In 2006 Match.com struck a partnership with
November)
Yahoo! to provide its dating services in England
and Germany Match.com strategy is clear: concentrate its marketing
expenditures early in the year to drive subscriber
growth
40
28. 11. 2007 – Research paper
41. Some best practices can be drawn from
Match.com functioning
BEST PRACTICES
Adopting an efficient “teasing
Providing a secure and simple Understanding the specificities
strategy”
environment of its market(s)
Monitoring the profiles of its users: Match.com allows full access to its Absence of viral marketing:
texts, photos and “ambiguous” users’ profiles: potential subscribers
Match.com strongly invests in
profiles. Moderators provide human can be sure of the service
controls (not only automatic ones) Match.com provides advertising campaigns
Every user can receive a “wink” but
This guarantee results in:
must subscribe if they want to
User base is 50% women communicate
Diversity of local markets:
Different simple and explicit
60% of new subscribers are
“compatibility tools” (the double Match.com proposes different
women, even if they have had to
compatibility spreadsheet or the versions of its websites
pay since 2006 matchWords) underline the
usefulness of the service Match.com acquires online
The counterpart is the absence of
matchmaking firms that are
economies of scale in Match.com Match.com sends compatible
business model: employees are to already well implemented in the
profiles regularly
be kept proportional to the number
countries within which the firm
of users If all the most compatible profiles
wants to develop its activities
Match.com also provides services have already been sent, the firm
to ease the use of Match.com
sends the same again in a
website and to give confidence to
non usual users (especially with Dr. different order
Phil’s advice)
This gives the illusion that new
interesting profiles register all the
time
41
28. 11. 2007 – Research paper
42. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
42
28. 11. 2007 – Research paper
43. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
43
28. 11. 2007 – Research paper
45. Brief presentation of the company
XING AG was founded in August 2003 as a German limited liability company
by Lars Hinrichs. It was first called Open Business Club AG
The platform was officially launched on November 1st, 2003
In 2005, Open Business Club launched a multilingual platform in 16 languages
and became one of the leaders of online professional networks
In December 2006, Open Business Club AG was the first Web 2.0 company
to go public, floating in the Prime Standard segment of the Frankfurt Stock
Exchange. It changed its name and became Xing for the IPO
Its market capitalization on November 23th 2007 was 290 million dollars
45
28. 11. 2007 – Research paper
46. Xing is one of the leading company in
business networks in Europe
Language Website translated in 16 languages
Number of profiles [M] September 4 (1)
2007
Number of subscribers March 2007 258 000
Number of unique visitors (December 1,186,000 (number two) (2)
2006, worldwide)
Turnover [M$] 2006 3) 8,4
Operating income [M$] 2006 3) - 1,26
Number of employees 20063) 73
ARFU [$/user] 20063) 52,88
ARPU [$/user] 20063) 48,65
1) Including members from Neurona (over 1 million) and eConozco (360,000)
2) Includung unique visitors from Neurona (240,000)
3) Converted at 0,734 € per $
Sources: Xing, NielsenNet Rating faberNovel analyses
46
28. 11. 2007 – Research paper
47. Xing has been experiencing strong
growth
CAGR: 182%
CAGR: 304%
* : converted at 0,734 € per $
Sources: Xing, faberNovel analyses
47
28. 11. 2007 – Research paper
48. Xing has a simple contract offer
Xing has a single two contract offer:
Free offer enables members to access limited profiles of the other
members, invite other users to join their network (which allows them
to send a message), make basic searches, receive private messages,
join groups, organize one meeting per month, research job offers
Premium offer (€5,95 ($8,12*) per month) enables members to
receive and send private messages, make advanced searches, post
job offers, organize unlimited meeting and conferences, check
members who have looked at their profiles and have access to the
« premium world » (discounts ofr airline tickets, hotels, etc.)
Subscription offer gives premium members access to all the
functionalities provided by Xing, which makes Xing offer one of the
simplest and most readable offer of social networking websites
* : converted at 0,734 € per $
Sources: Xing, faberNovel analyses
48
28. 11. 2007 – Research paper
49. Xing offers several additional services
Xing mobile allows members to view messages or manage and
search for contacts on their mobile phones, Blackberry or PDA
Xing paying members can benefit from the exclusive offers
available in the PremiumWorld (Avis, Radisson,…)
Xing allows members to communicate about events they organize
Xing members can join different types of groups:
Alumni networks (ENAss alumni club, Coastal Carolina University)
Professional (English job offer and demand, Worldwide legal practitioners)
Thematic (Green electricity, patrimony and taxation)
The Marketplace allows members
to access job offers and premium
members to post three job offers
at the same time
Sources: Xing, faberNovel analyses
49
28. 11. 2007 – Research paper
50. Xing provides its customers with multiple
tools to manage their identities
Contracts offered:
« Free members »: access to limited or full profiles of other members, search other profiles,
receive private messages
« Premium members »: access to full or limited profiles of other members, send and receive
private messages, check members who have looked at their profile
Identity management tools:
Real name used
Mutliple identities possible, although extremely uncommon
Common information (Surname, name, skype, company, previous company, study,…) and photo
Interests and group/association participations
Information available to others:
The users can choose to make public their profile Profile availability
(available on search engines) or not
Subscriber or
Only premium members can decide whether their
or
Registered
full profiles are available to other members or only
to their contacts (except for the contact list, all the Public or
users can choose to make it available or not to
Limited Profile Full Profile
others)
50
28. 11. 2007 – Research paper
Sources: Xing, faberNovel analyses
51. Xing business model relies on three
mechanisms
Leveraging
economies of
scale
Attracting
new
members
Monetizing its
user base
51
28. 11. 2007 – Research paper
52. The increase in Xing monetization rate is
achieved thanks to five levers
Adaptation to
local
specificities
Specific offers
A readable
for premium
offer
members
Monetization
of user base
Discrete but
A high quality
efficient
of services
advertising
52
28. 11. 2007 – Research paper
53. Xing offer is readable and well adapted
A clear and extremely readable offer (the
subscription covers all the functionnalities proposed
by the website) which encourages users to
subscribe:
They are not afraid of being « over charged »
They can use premium functionalities any time they
want and see a clear difference between these ones
and the simple functionalities
Xing in Chinese
It encourages Xing users to use the website
extensively
The adaptation of Xing website to
local specificities:
The website is available in 16
languages
Premium subscription tariffs
evolve depending on the country
to reflect the differences in
purchasing power
Sources: Xing, faberNovel analyses
53
28. 11. 2007 – Research paper
54. Xing smartly advertises its offer
Xing provides permanent, changing and discrete advertising for the different
services offered by its premium contract on the user home page
This window changes any time
Xing regularly offers subscription to the premium contract
the user refreshes its webpage
54
28. 11. 2007 – Research paper
55. Xing offers a high quality service
Xing has been experiencing a very
low churn rate thanks to a high
quality of services: the “member
relation team” accounts for two thirds
of Xing employees
Premium members benefit from multiple special advantages with appropriate
services (Financial Times, Radisson Hotels, …):
It contributes to creating a specific environment around them
It pampers them and proves how special and important they are for Xing
Sources: Xing, faberNovel analyses
55
28. 11. 2007 – Research paper
56. Xing has a very efficient strategy for
recruiting new users
Marketing expenses*/paying members recruited
during the period [$/paying members] (2004-2006
Xing succeeds in
experiencing strong growth
of its premium members
while spending few in
marketing
It greatly encourages its existing members to recruit new users:
The website offers a very powerful tool to easily import its address book
Members win one month subscription for free for each person they invite and who
subscribes to the premium contract
Xing proposes « premium groups » for institutions and companies:
They ease the identification and the coordination of the members of these institutions ; each
member has the logo of the institution he belongs to on his home page
Institutions will benefit for free from these groups if they agree to promote Xing among their
members (otherwise they have to pay to create their group)
They can obtain a commission if they recruit a certan number of members
Members can benefit from a discount if enough members subscribe at the same time
In September 2006, Xing counted that 26 Premium groups (Accenture, the University of
* : converted at 0,734 €
Hamburg) accounted for 72,000 members
per $
56
Sources: Xing, faberNovel analyses 28. 11. 2007 – Research paper
57. Xing viral marketing strategy enables the
firm to benefit from economies of scale
Avereage revenues*/Average marketing expenses
[$/paying members] (2004-2006)
While Xing spends little in
marketing for each new premium
member, it enjoys an increasing
average revenue per paying
member
Share of operating costs [000€] (2004-2006)
It strongly contributes to the 105%
important economies of scale in
Xing business model
120%
248%
* : converted at 0,734 € per $
57
Sources: Xing, faberNovel analyses 28. 11. 2007 – Research paper
58. Xing business development strategy is
based on four pillars
International development through acquisitions Diversification of its offer
of local well implanted actors
In 2005, acquisition of the Swiss company First Xing wants to increase its number of paying members
Tuesday AG by offering more services
In 2007, Xing acquires leading business network Additional services are numerous:
companies in Spain and Latin America: Development of PDA versions
eConozco: 150,000 members in March
Additional criteria to manage user profiles and to add
Neurona: 835,000 members in June links to other profiles on Flickr, Twitter, eBay or Digg
Xing has joined Open Social Plateform
Match.com
Xing business
business
development
development
strategy
Recruitment of new paying
strategy Promotion of viral marketing
members through a very efficient
partnership policy
Non-employee Premium Members who serve as Numerous tools encourage existing members to
country representatives in different countries. They easily add their contacts
are well-connected individuals who voluntarily use
Incitation to add new members through the offering of
their local and regional contacts to add new
the subscription fees during a few months (depending
members
on the number of new users bring on Xing)
Huge institutions such as Universities or
multinational firms which promote the Xing website
58
28. 11. 2007 – Research paper
59. Best practices can be drawn from the
Xing case
BEST PRACTICES
Promoting viral marketing Creating a pleasant Understanding the specificities
environment of the markets it operates
Xing’s offer is extremely readable Xing website is translated into 16
The premium groups encourage
and subscribers do not have to pay languages
Xing members to invite
attention to how much they use
connections who work in the same Price policy reflects the diversity of
Xing
organization but who are not using purchasing power among countries
Xing services yet The subscription covers all the
The firm acquired business
Xing makes alliances to incite big services provided networks that were already well
institutions to promote their implemented in the countries within
Xing members are more prone to
services to their employes which the firm wanted to develop
subscribe and to intensively use
Xing endeavours to ally with
the services
persons who are able to be
efficient relays for their product.
Xing subscribers can feel they are
Their multiple connections and “special” for the company:
central positions enable them to
Premium advantages pamper
“prime the pump” of viral
marketing them
Xing has developed tools to ease Xing ensures a high quality service
the importations of all user
in allocating more than the
contacts
majority of its employes to
Xing incites their members to be
member relations
promoters of the website by
offering subscription fee for those
who attract new members
59
28. 11. 2007 – Research paper
60. Summary
Some broad principles for understanding social networking websites
Case study: online matchmaking websites
Meetic
Match.com
Case study: business network websites
Xing
LinkedIn
60
28. 11. 2007 – Research paper
62. Brief presentation of the company
LinkedIn was founded in May 2003 by Reid Hoffman, former CEO and now
Chairman and President
LinkedIn has become profitable since March 2006, and has $30 million in
backing from venture firms such as Sequoia Capital ($4,7 million in November
2003), Greylock ($10 million in October 2004), Bessemer Venture Partners
and European Founders ($12,8 million in January 2007), valuing the company
at $250 million
LinkedIn is the largest online professional network worldwide, with more than
16 million users
The website is only available in English, but has raised funds in prevision of
an international expansion in the near future
62
28. 11. 2007 – Research paper
63. LinkedIn is the world’s leading company
in business network
Language Website only available in English
Number of profiles [M] November 16
2007
Number of Unique Visitors [M] 1,5
(Dec.2006)
Turnover [M$] 2006 6,5 (1)
Operating income [M$] 2006 1
Number of employees 2006 70
ARFU [$/user] 2006 0,62 (1)
ARPU [$/user] 2006 20,63 (1)
1) : Estimates
Sources: NielsenNet Ratings, Thomson Financial, LinkedIn
63
28. 11. 2007 – Research paper
64. LinkedIn boasts an impressive growth
More than 16 million users as of November 2007
Around 9 million members at the start of the year
All members are professionnals, meaning the site’s target audience is restricted
LinkedIn was the fastest growing social networking website in the US in 2007:
up 189% between October 2006 and October 2007
Top 10 Social Networking Websites for October 2007
(US, Home and Work)
Unique Audience (000)
Social Networking Site
Oct-06 Oct-07 % Change
Myspace 49,516 58,843 19%
Facebook 8,682 19,519 125%
Classmates Online 13,564 13,278 -2%
7,795 10,261 32%
Windows Live Spaces
9,298 7,923 -15%
AOL Hometown (TWX)
LinkedIn 1,705 4,919 189%
5,849 4,084 -30%
AOL People Connection
4,723 4,082 -14%
Reunion.com
1,512 3,880 157%
Club Penguin
1,104 2,397 117%
Buzznet.com
Sources: LinkedIn, Nielsen Online
64
28. 11. 2007 – Research paper
65. LinkedIn gives users a high level of control over
their digital identity and their personal information
LinkedIn users that know someone to the third
degree can see his/her profile in full
Information displayed in a profile includes:
Full name and picture
Current and past positions
Education
Connections
Recommendations
E-mail adress (only for direct connections)
Other users will only see a limited profile
This profile can be customized to display only
Profile availability
what one wishes to make publicly available
Subscriber up to
This profile can be found using search
Registered
engines (a feature that can be turned off)
Public
The ‟Invitation Block” feature lets users block
invitations from people they do not know well Limited Profile Full Profile
65
Sources: LinkedIn 28. 11. 2007 – Research paper
66. LinkedIn’s business model is based on
three mechanisms
Gain adhesion
from LinkedIn
users by providing
additional
services
Providing
free services
Attracting
intensive
users
Offering a
Attract users
willing to pay for valuable service
specialized
Offer services that
features that let
tap into the user
them extend their
base’s knowledge
connections
and connections
66
28. 11. 2007 – Research paper
67. LinkedIn provides users with multiple free
services
Free offer: allows users to manage their network, send request introductions (but not
inmails), see the profiles of their network members and check out job offers
LinkedIn Service Recommandations: LinkedIn users can search service providers of all
types (Financial & Legal Services, Health & Medical, Consulting, …), who are ranked by
number of recommandations (even if they are not LinkedIn members) and look up service
providers recommanded specifically by their network. Each user can ask members of
his/her network to recommand them.
LinkedIn Groups: any
user can create a
group, which makes
relations between
members of a same
organization easier to
manage. More than
1000 such groups
currently exist on
LinkedIn.
67
Sources: LinkedIn 28. 11. 2007 – Research paper
68. LinkedIn provides an array of free tools to better integrate the
information available in the users’ everyday life and uses
Linkedn Outlook Toolbar
Manages contacts and
Helps the user build Integrates LinkedIn
communications in
his/her network services
Outlook
• Create an Outlook contact from • Direct access to LinkedIn
• See which people you e-mail
text with the Grab feature features
often, and invite them to your
• Update Outlook contacts with • Search LinkedIn by keyword,
LinkedIn network
LinkedIn information name, title or company
• Fast one-click invites
• Manage contacts and • button displays profile
•Upload your Outlook contacts in
communications with the LinkedIn information for every e-mail
LinkedIn
Dashboard received
Linkedn Browser Toolbar*
Provides extensive Integrates LinkedIn Features the LinkedIn
search features services JobsInsider
• Direct access to LinkedIn • See what people in your
• Search LinkedIn by keyword,
features connections can help you with job
name, title or company
• Save profiles of interest as offers displayed on job sites
• Highlight any text and right click
bookmarks for future references (Craigslist, Monster, etc.)
to search LinkedIn
• • Request an introduction, additional
button displays profile
• Save search results as
information for every webmail information or help to get hired from
bookmarks for future references
received these people
*For FireFox / Internet Explorer
68
28. 11. 2007 – Research paper
Sources: LinkedIn, faberNovel analyses