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11/30/13
Recruiters. LinkedIn Recruiter is their flagship hiring solution to find, contact, and hire candidates. Self-service postings help recruiters to post and manage job opportunities. LinkedIn Referral engine helps organizations leverage their employees network to find qualified candidates. LinkedIn provides job recommendations to its members over Job You May Be Interested In (JYMBII) section of a member home page. LinkedIn offers Talent Basic, Talent Finder, and Talent Pro as subscription products to recruiters and hiring managers. LinkedIn offers Job Seeker family of products Job Seeker Basic, Job Seeker, and Job Seeker Plus to its members to stand out to recruiters and hiring managers. LinkedIn marketing solutions enable marketers and advertisers to reach their target audience. LinkedIn Ads is their self-service product to target advertisements to specific members based on their profile information. Advertisers can setup and manage multiple campaigns and continuously monitor clicks, impressions, click-through rates, and average cost-per-click. LinkedIn Ads for Enterprise product targets larger advertisers that receive dedicated account management and get access to additional marketing solutions such as Display Ads, Custom Groups, Sponsorships, Whitepapers, and Recommendation Ads. LinkedIn provides a set of open APIs and embeddable Widgets to the developer community. These APIs and Widgets provide access to the content in the LinkedIn database and help the developers build third-party applications leveraging LinkedIn data. LinkedIn revenues come from 3 key revenue streams: Hiring Solutions, Marketing Solutions, and Premium Subscriptions. For CY 2011, these 3 streams represented 50%, 30%, and 20% of total revenues of $522 Million. LinkedIn sells Hiring and Marketing solutions through field sales organization and through their website. The Premium subscriptions are primarily sold online. Field Sales organization comprises of direct sales force, agencies, and resellers. While online channel is characterized by lower average selling prices, the offline channel is characterized by longer sales cycle, higher average selling prices, and longer contract terms. During CY 2011, Field sales contributed 55% of the total sales, whereas online channel contributed 45% of the total sales. LinkedIn business model can be represented over the business model canvas as follows. Click the image to see it on Full Screen.
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As discussed earlier, LinkedIn drives almost half of its revenues from Hiring solutions. Here, LinkedIn competes with established online recruiting companies such as Monster+HotJobs, Careerbuilder, and Indeed.com, talent management companies such as Taleo, and traditional recruiting firms. Then, there are companies new to the recruiting industry such as BranchOut, which offers a Facebook application for finding jobs and recruiting employees. In a span of less than 2 years since its launch in July 2010, BranchOut has grown into largest professional networking application on Facebook with over 25 million registered users and 400 million professional profiles. With over 3 million jobs, it operates the largest job board on Facebook. How big, you think, is the threat of BranchOut to LinkedIn? In case Facebook decides to acquire BranchOut, then how big the threat can become? On 3 May 2012, LinkedIn announced acquisition of Slideshare, a leading professional content sharing community, for $118 Million. How acquisition of Slideshare is going to help LinkedIn boost its revenue growth and overcome the threat from companies such as BranchOut?
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Facebook offers a unique combination of reach, relevance, social context, and engagement to the advertisers. Advertisers can engage with users based upon the information shared by users such as Age, Gender, Location, Education, Work history or specific Interests. Facebook offers advertisers an ability to include social context in their Ads. Social context highlights a users connections with a brand or business. Businesses can also create Facebook Pages to engage with interested customers and simulate an ongoing dialog with them. Facebook offers development tools and APIs that enables developers to easily integrate with Facebook. Developers can use Facebook platform to build apps and websites that are more personalized, social, and engaging. Facebook offers developers Open Graph API and Social Plugins that developers can use build different user experiences, including Apps on Facebook, Desktop Apps, Mobile Apps, and Platform-integrated websites. At the end of 2011, more than 7 million apps and websites had been integrated with Facebook. Facebook offers developers an online payment infrastructure that enables developers to receive payments from the users in an easy-touse and secure environment. While advertisements remain a key source of revenue for Facebook, the contribution from payments is increasing consistently. Payment revenues increased from nearly 2% in 2009 to 15% in 2011. Ad revenues contributed 85% to the total revenues in 2011.
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Facebook is investing heavily into Facebook-owned data centers. This is to support user growth, increased user engagement, and delivery of new products. Facebook data centers currently store more than 100 petabytes (100 quadrillion bytes) of photos and videos. This is going to increase further in the future as users engage more on Facebook. To support these massive storage and computing needs, Facebook custom designed and built their software, servers, and data centers from the ground up. To increase the user engagement even further, Facebook has partnered with companies such as Netflix, Hulu, Spotify, Washington Post providing online movies, TV shows, music, and news. Their apps help users share what they are watching, listening, or reading with their friends and family. Facebook business model can be represented over the Canvas as follows. Click the image to see it on Full Screen.
Yesterday, on 9th April 2012, Facebook announced a decision to buy Instagram for $1 Billion. Instagram is a photo sharing application that allows its users to apply digital filters to the photos and then share them on different social networking services. The acquisition news is generating lot
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of buzz because Instagram had no revenues and only 13 employees. However, following statistics of Instagram are impressive: 30 million+ Registered Users; 1 billion+ Photos Uploaded; 5 million+ Photos Per Day; 575 Likes Per Second (~50 Million Likes per Day); 81 Comments Per Second (~7 Million Comments per Day). In your opinion, how Instagram complements Facebook Business Model? Facebook spent about a quarter of cash they had at the end of 2011 on the acquisition. Was it worth it? Does the Canvas representation of Facebook business model helps you in assessing the acquisition fit?
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different industries. Google multi-product sales force sells campaigns that include Search, Display, and Mobile advertising. Google helps most of its customers with a self-serve approach and tries to bring automation where possible. Google has built a global support team to help advertisers and Google Network members to get the maximum value out of its offerings. Google sales team focus on building relationships with largest advertisers and leading Internet companies. Google business has 4 key costs elements: R&D, Data center operations, Traffic Acquisition, and Sales & Marketing. Google invests heavily into R&D to create new products and improve existing products. Google is estimated to have over 1 million servers in data centers around the world that process nearly 1 billion search requests every day. Google has invested heavily in these data centers and managing their operations continue to be a key cost element. Traffic acquisition costs comprises of money paid to the Google Network websites under the Adsense program and to the distribution partners who distribute Google Toolbar and other products or drive traffic to the Google websites. Google Sales & Marketing costs include the cost of managing global sales and support teams as well as advertising and promotional expenditures. Google generates over 96% of its revenues from advertising and this has remained true for last several years. Though Google has evolved its Search offering, got into Mobile space, trying to get into Operating systems, and has build offerings for the Enterprises, any of them has not yet resulted into major revenue streams. Apple, on the other hand, earned 70% of the revenues from products (iPhone and iPad) that didnt existed 5 years ago. Can Google do that? Can Google innovate its Business Model so that 50% of revenues in 2017 will not come from advertising, but from Google new value propositions in next 5 years? In your opinion, what can be the new revenue streams for Google? Google Business Model is represented over the Canvas as follows. Please click the image to see it on full screen.
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to offer more convenience to their customers. In order to reduce their channel costs, banks increasingly look forward to automation. However, they appoint relationship managers to enhance their relationships with their wealthy customers. The operations of a bank are highly IT intensive. To fulfill their IT needs, banks partner with technology vendors. The technology vendors provide IT solutions in areas of customer experience management, multi-channel integration, business process improvement, loans origination and processing, Risk Management, Business Intelligence, Predictive Analytics etc. Banking industry is highly regulated by the government. It is very important for regulatory agencies to maintain control over the banks because they are the lifelines of an economy. The control is also needed to protect the depositors against any fraud. One example of a regulatory requirement is the Reserve requirement. It sets the minimum reserves that each bank must hold. Banks have two key revenue streams. First is the interest income from lenders. Second is the fee that they charge for different kinds of operations. Banks also make money through Credit cards business. We learnt that in the VISA business model case study. Channel costs are the key component of the cost structure of a bank. The interest paid by the bank to the depositors is also one of the important cost structure components. There exist several different types of banks such as commercial banks, community banks, private banks, state-owned banks, credit unions etc. Some operate within a countrys boundaries, whereas some operate globally. Some focus just on banking, whereas some get into insurance and investment banking businesses as well. Whatever be the case, the basics remain the same. The basic business model of a bank can be represented over the Canvas as follows. Does the Canvas help you quickly understand how does a bank works? In your opinion, what are the differentiation strategies that banks can use to differentiate their business models?
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When a cardholder presents a card for payment to a merchant, the payment request is forwarded to the acquirer. The acquirer contacts the issuer through the VISA network. The issuer shares the information on whether sufficient balance is available to carry out the transaction. The information is then routed to the merchant. In case sufficient balance is available, the payment is accepted. Else, it is rejected. The issuer bills the cardholder on a monthly basis. The cardholder pays those bills then. This is a very simplified explanation of what happens behind-the-scenes. The actual process involves separate loops for Authorization and Clearing & Settlement. VISA also offers several value-added services such as risk management, debit issuer processing, loyalty services, dispute management and value-added information services. What the above diagram does not tell is how VISA and banks make money in the process. They make money from the transaction fees charged to merchants. To understand how it works, imagine a $100 payment from a cardholder to merchant. In case the merchant fee is 2.4%, the merchant would get $97.60 from the transaction. $2.40 would get unevenly split between issuer and acquirer, depending upon the interchange fee. In case of an interchange rate of 1.8%, the issuer will keep $1.80 and acquirer will keep $0.60. Issuer gets to keep more of the merchant fee
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because of a higher risk of payment default from the cardholder. VISA makes money on payment volumes, transaction processing, and value-added services. VISA creates value for all its stakeholders during the process. Cardholders benefit because of convenience, security, and rewards associated with card payments. Merchants benefit from improved sales by offering payment method options to the customers. Banks get new revenue streams through card fees, late payment interests, and transaction fee cuts. VISA captures value through the following revenue streams: Service revenues from banks for their participation in card programs; Data processing revenues for authorization, clearing, settlement, and transaction processing services; International revenues from transactions where the cardholder issuer country is different from the merchants country. In order to create the value, VISA has built a global processing infrastructure consisting of multiple synchronized processing centers. These centers are inter-linked and are engineered for redundancy. Managing these payment networks is a core part of VISA operations to ensure a safe, efficient, and consistent service to the banks, cardholders, and merchants. VISA is a great example of a Multi-sided Platform business model pattern. The platform induces cross-side network effects. More the cardholders use VISA, more the merchants will accept it and vice-versa. Since merchants are on the money side of the platform, VISA focuses its marketing efforts on the cardholders who are the subsidy side of the platform. VISA sponsored FIFA world cup in 2010 and will be Olympic sponsor through 2020. This marketing focus helps VISA in building a strong brand and attracting more consumers. All the aforementioned discussion is captured on the business model canvas below. Does the Canvas help you quickly understand the big picture of VISA business? Who do you think can threaten the strong business model of VISA?
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While Twitter started as a service to enable an individual share short updates to a small group, it is now being used for a variety of purposes by different set of users. Some users use it as broadcasting medium to broadcast their own thoughts or the content they want to share. Some users simply sign-in to listen to experts or celebrities or brands, whom they like and admire. Some use it to discover what other people are saying about their topics of interests; while some use it to follow content publishers to stay informed on the latest.
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Businesses are also using Twitter in several ways. Content and Media companies are using Twitter to drive traffic to their websites. It is being used by e-commerce and local businesses for deal promotions. Some businesses are using it as a customer service channel; while some are using it increase their brand awareness and monitor their brand perception. Some non-profits are using Twitter as a fund-raising channel as well. Twitter started as a service in 2006. It gained immense popularity in 2009-10. As on 8 Sep 2011, as per Twitter official blog, Twitter had 100 Million active users. More than half of them logged in each day. As on 26 Jan 2012, as per Twitter official blog, 1 Billion tweets were send every four days, which means 250 Million tweets were shared every day. With so many users connected to the platform and using it on a regular basis, it is becoming an attractive destination for the advertisers. Unlike other SNS websites, Twitter hasnt yet started offering the option of Display Ads to the advertisers. Instead, it has provided them with the following innovative ways to reach the users: 1. Promoted Accounts Businesses can scale up their follower-base through Promoted Accounts product. The promoted account appears in search results and within the Who to Follow section (powered by Twitters account recommendation engine). Promoted Accounts are offered through Cost-Per-Follow (CPF) auction, where a business is charged when a user converts into a follower. 2. Promoted Tweets Businesses can promote key messages through Search Results to the non-followers of their account. Promoted Tweets can also be targeted at followers of a business or at the users having similar profile to that of a follower. Promoted Tweets are offered through Cost-Per-Engagement (CPE) auction, where engagement is defined as click, favorite, retweet, or reply of a promoted tweet. 3. Promoted Trends Businesses can leverage Promoted Trends product to scale conversations and build mass awareness. Trends reflect hottest topics of discussion during a moment. They appear next to a users timeline. Promoted Trends appear at the top in the Trends section.
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Twitter is an example of a multi-sided platform. Twitter has built an App ecosystem. Twitter offers APIs that help developers build third party apps. Twitter for Websites (TfW) allows easy integration of twitter into websites with Tweet and Follow buttons. Search API Pow ered by WordPress.com allows a user to query Twitter content and find tweets meeting a search criterion. REST API
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allows access to core Twitter objects such as timelines, status updates, and user information. Streaming API provides real-time access to Twitter firehose. It helps developers with dataintensive needs. As per Twitter official blog on 11 July 2011, Application developers play a fundamental role in helping people get the best out of Twitter. As an ecosystem, weve just crossed one million registered applications, built by more than 750,000 developers around the world. This is up from 150,000 apps just a year ago. A new app is registered every 1.5 seconds, fueling a spike in ecosystem growth in the areas of analytics, curation and publisher tools. Twitter business goal is simple: Increase the number of users using the service. This will help attract more advertisers. While third-party apps help increase website traffic and content usage, Twitter has entered into different kinds of partnerships to increase awareness and drive more users to the service. Here are 4 kinds of Partnerships that Twitter has entered into: 1. Search Vendors Twitter licenses full feed of public tweets to search engine vendors such as Microsoft (Bing Social), Google (Google Realtime), and Yahoo. This helps in enabling realtime search and discovery. 2. Device Vendors Twitter partnered with Apple to enable deep integration of Twitter in iOS5 mobile operating system for iPad, iPhone, and iPod touch. This means users can tweet directly from Apple apps such as Camera, Photos, and Safari, along with third-party apps such as Flipboard, Livingsocial, and Instagram. 3. Media Twitter has entered into partnerships with companies such as Mass Relevance and Crimson Hexagon to help media companies and brands deliver compelling Twitter integration to their users more easily. This can help media companies capture real-time reactions to the important news. Though these partnerships are not major source of revenue, they help in expanding user base. Additional visibility drives further growth for Twitter. 4. Mobile operators Twitter has partnered with Telecom operators across the globe to enable users to send and receive tweets from mobile phones using SMS. All the aforementioned discussion is captured on the Business Model Canvas below. Though we have attempted to capture all important aspects of Twitter Business Model, we might have failed to capture some. What do you think we have missed? Does the Canvas help you quickly understand the big picture of Twitter business?
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