LinkedIn uses axes to occupy a niche in social networks, creating the ultimate platform for human resources

Yun Yidin/Wen???? If there is a formula for success, it is excellent product, excellent business model and excellent corporate culture. Based on the collar of the workplace white-collar workers, it is by virtue of this axes in the social network occupies an important place, and aspire to lofty, to create the ultimate platform for human resources.

At the end of 2014, the world's largest white-collar social networking site LINKEDIN,LNKD. NYSE) buys nearly 200 million dollars to buy business-to-business marketing leader Bizo. The latter helps customers pinpoint and market business users through high levels of data analysis. The move marks a move towards the UK's marketing services. At the same time, it also launched a series of high-end products, such as Sales navigation (Sale Navigator), and so on to further provide existing customers with value-added services. In recent years, the positive innovation of the leading British performance, 2014 income as high as 2 billion U.S. dollars, stock prices from the listing of 45 U.S. dollars/shares rose to the current 224 U.S. dollars/shares.

Similar to other famous Silicon Valley legends, Rhide Hoffman was founded in his apartment by Stanford University graduate, Reid Hoffman, and several colleagues. Hoffman was an executive at PayPal, the online payment magnate, who left after PayPal was bought by ebay. When he co-founded the UK with his colleagues in 2003, he was only trying to help entrepreneurs like them expand their business contacts, with more than 4,000 members joining in the first month of the launch, and then more rapid development, with 10 million users in just 3 years, and making a profit in the same year. In the 2008, the UK became the world's largest online social platform for white-collar workers, with a membership of 170 industries. 2010, it was ranked the world's most valuable new venture in the top hundred tenth, and listed in 2011. 2012, received the industry unanimously recognized, Yong won the prestigious Best Venture Company Award (ENCORE Award).

Today, there are 300 million users in 20 languages, spanning over 200 countries and regions worldwide. Not only are nearly all the top executives of Fortune 500 companies, but also business leaders such as Branson, founder and president of the world's leading entrepreneurs such as Virgin Group. Unlike many other social networking sites, the majority of users in the UK are active, with a 65 million per cent monthly visit in the United States and a whopping 170 million people worldwide. At present, the company has more than 5,000 employees worldwide, with a market value of about 22 billion U.S. dollars, ranking 1700 in Forbes Global top 2000 companies. Its success has even led to a specialized business term: the Linkedineffect effect. In the highly competitive industry of online social networking, it is not easy for the BR to succeed.

Excellent product performance

Any enterprise to achieve brilliant success is based on excellent products, leading the British is no exception. Unlike other social networks, it has provided tangible and significant value to thousands of its users from the very beginning of its birth. Its business mission is to connect global white-collar workers through the Internet, through networking and resource sharing to help them succeed in their careers. Over the years, the UK has been following this commitment, constantly introducing truly valuable new products and services, making every effort to provide them with the resources and opportunities for career development, such as LinkedIn for Groups, to help members of different groups or organizations interact; LinkedIn Services, Members can search for service providers, such as lawyers, accountants, etc. within a four-layer isolation, and personal Plus, which allows members to use InMail, an internal e-mail system with a personal credit rating and any other member contact. In addition, it has launched numerous communication wall (discussion board) for different industries, encouraging members to interact frequently to promote their career development.

In addition to individual users, the other core user group is the enterprise. They are also seen as the best place to recruit new employees, not only through the establishment of their own staff exchanges and interaction platform. In order to provide these users with excellent value, the introduction of Linkedin jobs, allowing recruiters to post employment ads, also allows both the supply and demand to see more of their relevant information, such as peer evaluation and recommendations, greatly improve the transparency of communication and the probability of success. The recruitment services offered by the UK are even more valuable to corporate users. It not only allows recruiters to search for accurate candidates, but also by finding "invisible candidates" that occupy up to 60% of the employee market, i.e. those who are not currently looking for jobs but are considered for the right opportunity. Similarly, the talent pipeline (Talent Pipeline) service allows recruiters to track candidates who meet the requirements but are not ready to AU.

Through the provision of these diversified services, the collar has long been not only the workplace white-collar development business contacts, but they and corporate recruitment of the best platform. Because of both the personal and enterprise users are very valuable, the emergence and growth of the British $27 billion worth of traditional headhunting industry has a huge impact. In the past 5 years, shares of famous headhunting firms such as Heidesche (Heidrick & Struggles) and monster CSM have fallen by 67% and 81% respectively, almost to the rout. It is obvious that the continuous provision of outstanding products to help users succeed is the most important reason for BR achievement.

Efficient business model

Enterprises, especially High-tech enterprises to achieve lasting success, relying on excellent products is not enough, but also need a reasonable and efficient business model. The integration of quality products and good business models is the way to win, and so is the leading English. Its premium-free mix (freemium) business model is quite different from most Internet companies. Basic service free, high-end service charge mode can not only through the network effect to ensure the rapid growth of user groups, but also to achieve profitability. More importantly, the business model of the UK is driven by data, and its main profit channel is to cash in the user's data rather than rely on their eyeballs.

Facebook and Google are all ad-driven, with users clicking on ads for profit. Such as Facebook's advertising revenue accounted for 85% of the total, and only when users online to make money. The collar is different, it uses the user data to profit, not the user time. Facebook's President Mark Zuckerberg has boasted that its users have an average of 6.4 hours a month, compared with 18 minutes for their subscribers. But Facebook users ' ad clicks are only 1/2000. If you compare the value of a single user online for one hour, the collar is 1.3 dollars, Facebook is 6.2 cents, and the gap is huge. It is clear that the business model and profitability approach of the UK are more sustainable and space-expanding.

Specifically, there are three major sources of income, one is talent solutions, enterprise recruiters, accounting for 60% of total income. The service is low-cost, high speed, not only accurate but also able to position stealth candidates, with traditional headhunting unmatched advantages. So for almost all Fortune 500 companies, a recruiting account is as essential as the Bloomberg data terminal that financial traders must have. The second is a marketing solution that allows advertisers to carry out accurate advertising, accounting for 20% of total revenue. The quality of their ads is even higher than the Wall Street Journal (blogs, microblogs), Forbes and Businessweek. The third is for individual users of high-end member services. Paid users can use efficient search tools and value-added services to more effectively find jobs, build business contacts, and access to all types of workplace resources, this revenue accounted for 20% of the total. It is hard for other internet companies to reach such a reasonably stable income structure.

Moreover, the business model of the UK makes it a very clear and high-quality user base, with the exception of C-word executives and blue-collar workers, it covers all white-collar jobs. In contrast to Facebook and Twitter, the members of the UK have higher income, education and ability to work. Its typical user average age is 41 years old, annual income is 110,000 dollars, personal assets at least 250,000 dollars. The high content of the user group makes other network enterprises envy. What makes them incomparable is that they also have extremely good business users, covering almost all types of businesses, especially Fortune 500 companies. Moreover, the maintenance cost of its users is very low, the renewal rate is as high as 95%.

Another unique advantage of the business model is that it has a natural mobile platform fit. Internet mobility is a general trend, but sending ads to small, lightweight mobile platforms is more difficult, which has been the biggest worry for Facebook and Google, which rely on advertising revenue. But for the British, the user uses the mobile end of the Internet, only to make its data richer. In addition, leading the British to follow the open ecosystem model, as early as 2007, launched the Intelligent Application platform (Intelligent creator Platform), allowing Third-party software developers to develop applications, to help lead the UK and its business partners to embed links to their respective web pages. At present, more than 70,000 software developers have created various application software and services for the UK. The location of the collar and the UK is clear, the income is balanced and stable, and the mobile platform is naturally fit and open, and the business model is almost unassailable.

Excellent corporate culture

Although the enterprise culture is intangible, it is the key factor for the enterprise to achieve continuous success. The so-called character decides the destiny, the enterprise culture decides is the success or failure of an enterprise. Compared with quality products and efficient business models, corporate culture is at a more strategic level and can strategically solve the macroscopic problems of the future development of enterprises. The sustainable and healthy development of an enterprise depends on whether it has a healthy and positive corporate culture.

When asked about the core secrets of the success, Jeff Winnar, the current CEO of Weiner, did not hesitate to point out that it was a corporate culture and outlined its core spirit: to make a positive contribution to the world as the goal, and generals to build the world's best enterprises as the direction of the struggle, advocating integrity and honest style Create a collaborative and enlightened working atmosphere, make happy and excellent work as the focus of business management, and make every employee feel the profound significance of their work while fully enjoy the work of happiness. At the same time, leading the British culture to encourage employees to take risks, and always maintain a new entrepreneurial mentality, determined to innovate, pioneers.

In order to put the enterprise culture into practice, leading the British through regular organization activities to continuously strengthen the spirit of enterprise. One of the most popular activities in the UK is the full party of two times a month. President Winnar, executive team and staff gathered to talk about the company's latest developments and visions, then welcome new employees and ask them to perform. The atmosphere of the whole activity is joyful and positive, it is vital to the establishment of enterprise culture. In addition, in order to encourage the staff's collaboration and Co-Prosperity, the company has set up a monthly flagship project "Hacker Day" (Hackdays), which allows employees to resolve their innovative issues of interest within three days from the group's 5-person team, and to conduct a selection within the organization. The winning team will not only receive spiritual recognition, but also get the money to make these ideas into reality. Some successful products such as CV Self Builder (Resume Builder) are the product of this activity.

The company also invests a lot of resources in staff training, such as a four-week engineer training camp, a manager's program and a monthly investment day, and allow employees to freely choose the content of their personal development, such as attending courses, professional meetings, coaching or mentoring, charitable volunteering, learning new technologies, etc. The purpose of this activity is to allow employees time to break away from busy day-to-day work, to relax and to think, to become a balanced individual, rather than workaholic. Through the establishment of various measures of corporate culture, leading the UK will be a clear and strong corporate mission and positive energy into the hearts of each employee, not only to help them grow, while constantly improving the enterprise, thus changing the world.

The glorious future of leading Britain

Although the leading British has achieved impressive results, but it is determined to lofty, to look at more ambitious goals. The final plan for the UK is to bring 3.3 billion of the world's professionals into its network. Moreover, with the increasing wealth of human resources, the aim is to connect the skills, backgrounds and qualifications of each professional person with the human needs of each company, namely, to build a global manpower market supply and demand chart. Once completed, this work will have a direct and far-reaching impact on the global human resource market and the economy. Because this huge supply and demand chart minimizes the dislocation of staff and jobs, it makes the global labour market work more effectively and solves the problem of employment and unemployment to a large extent.

Of course, leading the UK will face serious challenges in opening up a new area of great potential. Internet social giants Facebook, Microsoft, Google, Twitter and Salesforce.com are all strong rivals. In the same field of French enterprises Viadeo and Germany Xing also can not be belittled. In particular, Viadeo, in recent years, actively expand the Chinese market, and acquired the Horizon Network, sitting 60 million users, to lead the supremacy of Britain eyeing. But the future of the leading British will be brilliant. If there is a formula for success, it is an excellent product, excellent business model and excellent corporate culture. The United Kingdom and the three have both, rare in the world. In particular, its corporate culture is lofty, giving people a positive and enterprising strength and inspiration, called the Enterprise model.

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