Linked In... To What?
via current.com
Another good one from the same animation crew that did the excellent Twitter parodies.
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Facebook à l'assaut de Linkedin et Viadeo ?
Alors que les rumeurs d'une prochaine entrée en bourse de Facebook se font de plus en plus précises, je souhaitais vous faire partager mon opinion sur un pan encore inexploité du réseau social. Je vous parlais récemment de Linkedin et Viadeo dans la bataille qui les oppose sur le marché des réseaux sociaux professionnels. Il est cependant fort probable qu'ils aient à faire face à l'arrivée de Facebook sur ce créneau dans un avenir proche.
Pourquoi Facebook a-t-il intérêt à ajouter une couche professionnelle ? Marc Zuckerberg l'a déjà dit à de nombreuses reprises : Facebook veut devenir la plateforme ultime, le point d'accès unique à une multitude de services (annuaire, jeux, applications diverses). La vie professionnelle représentant une partie non négligeable de notre vie (doux euphémisme), il paraitrait logique de répondre à ce besoin.
Comment cela pourrait se passer concrètement ?
- Constat : les utilisateurs de Facebook détestent l'intrusion des entreprises dans leur sphère privée. Le dernier épisode en date, celui de la Québecquoise "démasquée" par sa mutuelle, a ravivé les craintes d'un flicage des profils par des sociétés peu scrupuleuses.
- Il faudrait donc décorréler Facebook "loisirs" de Facebook "pro", afin d'éviter un dangereux mélange des genres. J'aimerais en effet que mon employeur ou mon réseau professionnel ait une vision de moi qui corresponde à leurs attentes. Il serait inopportun de montrer mes photos de vacances ou mes dernières opinions sur tel ou tel sujet. Un profil à la Linkedin suffirait.
- Je pense donc que l'idéal serait de créer un réseau social annexe, avec un transfert de données en deux ou trois clics, accessible à une adresse de type http://pro.facebook.com, et avec la possibilité de switcher de l'un à l'autre en quelques secondes. On pourrait aussi imaginer une application native, au même titre que "Photos" ou "Profil", mais l'ergonomie risquerait d'être difficile à gérer.
Pour quelles synergies ?
- Facebook cherche à vendre aux entreprises des services de promotion, via Fan pages et autres bannières de pub. On voit d'ailleurs aujourd'hui des pubs corporate fleurir sur chaque page. Quoi de plus normal de leur vendre à terme un dépôt d'offres d'emploi et une CVthèque ?
- Facebook dispose de la plus grande base d'utilisateurs (or QQ en Chine), qui représente environ 7 fois celle de Linkedin. Un nombre incroyable de CV potentiels. Si Facebook se lance sur ce créneau, les recruteurs ne pourront pas passer à côté.
Pour quels risques ?
- L'erreur serait bien sûr de donner accès à des informations du profil privé pour effectuer des recherches sur le profil pro. Cela ouvrirait la voie à des discriminations majeures.
- Toujours le problème du core business : Facebook ne fait pas de l'emploi ni du réseau social pro, sauront-ils le faire correctement ? Le recrutement est un métier compliqué... L'idée d'un partenariat avec un acteur de l'emploi est peut-être plus raisonnable. C'est d'ailleurs le cas aujourd'hui, puisque Facebook a choisi Careerbuilder (n°1 de l'emploi aux US) comme "Premium Reseller".
Voilà. Quelques idées jetées rapidement ici pour vous faire réagir. Complètement délirant ? Un minimum logique ?
Big day for LinkedIn
Today there were several announcements concerning LinkedIn:
- The company is opening up its API in order to let developers tap into the LinkedIn's social network
- TweetDeck announced that its users will be able to add a LinkedIn column to TweetDeck in the next updated version
- Posterous added LinkedIn as an autopost site and will show status updates in the profiles
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6 + 1 Steps for How to Increase Blog Traffic
Having access to the right tips and hints for how to increase blog traffic can really come in handy. The more tips and tools that you have in your arsenal for learning how to increase blog traffic; the better off you will be when it comes to building up a...news-> websites-> articles-> posts-> content-> tips
The Commercial Real Estate Blog Sphere - News and Articles #4 Greetings from the metropolis of Cedar Crest, NM! I think most of today's list of articles and news topics on commercial real estate wear the "Thank you Captain Obvious" label. Everything I read had the same message...but the perspective is interesting....from commercial leases....to the Fannies! Also...take a read of Mish's...
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Strategic Business Planning, E-mail Marketing Just as an experiment, a friend of mine subscribe to ten different opt-in e-mail marketing lists to see which ones are effective. Many websites and online businesses have resorted to sending promotional materials to people who have subscribed to them in an effort to boost their sales or traffic. Opt-in...
The Commercial Real Estate Blog Sphere - News And Articles #8 Greetings from the metropolis from Cedar Crest, NM. There is snow on the ground....but only enough to make one crave for more. Anyway...I read a really cool article about a real estate agent named Ben Edelstein who took a lot of time off (over seven years) to sail around the...
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What's Your Global Social Marketing Strategy?
The Economist piece below is interesting for several reasons, but for now I'll focus on one thing, a question actually. Are you thinking seriously about a global social networking strategy? Probably not, because it's tough enough getting off the ground in the U.S. But, as the Economist piece points out, there's more to think about than Facebook and LinkedIn. Sure, these brands are no slouches internationally, but can you hang your hat on them? Are there better alternatives or complements? How would you decide anyway? This article is just a friendly reminder that there's a curve out there, and here's your opportunity to decide how far ahead or behind it you'd like your brand to be.
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BusinessA spat among professional networksClass war
Nov 19th 2009 | PARIS
From The Economist print editionDoes local beat global in the professional-networking business?
Getty ImagesUntold billions, five contactsIN THE three-way fight between the biggest online professional networks—America’s LinkedIn, France’s Viadeo and Germany’s Xing—this week the French contender scored a victory. Last year LinkedIn had struck a deal with Apec, France’s best-known professional-recruitment service, to offer search functions to its huge customer base of over 30,000 companies and 500,000 executives. But on November 17th Apec made a new deal with Viadeo, having noted that although LinkedIn could reach executives at France’s biggest international companies, it failed to connect enough people in the country’s thousands of smaller firms.
In professional networking, argues Dan Serfaty, Viadeo’s founder, having local depth is better than signing up a narrow slice of the highest-powered people around the world. A typical LinkedIn member would be an investment banker at Société Générale, a French bank, he says, “too proud to invite his friends to join or to pay for it”. In contrast, Mr Serfaty claims, Viadeo signs up branch managers for Société Générale, who use the site often and are happy to spend €5 ($7.50) a month on a subscription. Local entrepreneurs and provincial civil servants may be less impressive as members than Bill Gates, Microsoft’s co-founder, Mr Serfaty continues, but they are more engaged. (Mr Gates has been on LinkedIn since last year, and so far has made only five connections to other members.) At Xing, too, a hyper-local network which went public in 2006, the typical member is not a senior executive but a middle manager, says Stefan Gross-Selbeck, its boss.
“We have the most elite, international and aspiring people,” says Kevin Eyres, head of LinkedIn in Europe. The firm’s global approach, he says, has brought rapid growth in members at a low cost relative to its competitors. Having a large American membership is a particular advantage. In Mexico, for instance, Viadeo started from scratch and had to visit dozens of local alumni associations to recruit members, whereas LinkedIn could offer Mexicans the chance to connect to American business people right from the start.
In Italy and Japan, LinkedIn is number one even though it has not translated its site into the local language in either place. In China, however, LinkedIn has to compete against the Chinese-language website of Tianji, the country’s biggest professional network, which is owned by Viadeo.
Which is the most attractive model? All three networks have benefited from the crisis, as executives fearful of losing their jobs have rushed to burnish their contacts. But it is estimated that fewer than 1% of LinkedIn’s 50m members worldwide actually pay for the service, compared with around 10% of Viadeo’s members in Europe and 18% of Xing’s German-speaking members. LinkedIn, therefore, relies on firms’ human-resources departments and advertisers for most of its revenues, which reached $100m last year. The firm has been profitable for two years. Revenues at Xing and Viadeo come mostly from subscribers. In the first three quarters of 2009, Xing, with 8m members, brought in revenues of €33m, 33% higher than the previous year, and operating profits of €9m.
LinkedIn is concentrating on growing quickly around the world, not on extracting profits in each market, says Mr Eyres, and is only starting to localise. It could soon launch an initial public offering of its shares. In October Viadeo bought Unyk, a Canadian-based networking service with members in several countries including America and Brazil. That put the French firm in second place behind LinkedIn measured by number of members: it now has 25m in total. It too is contemplating a share offering. That may advance the day when all three firms are obliged to focus on profits, making the relative value of humble local managers versus masters of the universe clearer.
via economist.com
What's Happening - Twitter the News Organization
Twitter no longer cares "What are you doing?" Twitter wants to know "What's happening?" Moving beyond personal status updates, Twitter is positioning itself as the news source that it is.
I always thought "What are you doing?" was a big misnomer for the power of Twitter. It was the reason people were confused about its value. As someone who helps people with Twitter strategy, it is the first roadblock I have to eradicate with people learning the tool. I remember sitting at Y-Pulse in San Francisco with a 20-something staffer as I was updating info from the conference on Twitter. Her response, "What are you doing? (sic) I just don't get Twitter?" I quickly explained that Twitter was a forum to exchange what you are you doing with other people like you with similar interests. I further explained that you have "spheres of interests" and build your followers around those interests. I asked her about a hobby she had and would she like to meet other people who shared her interest. "Oh I get it!"
So, an ultimate frisbee loving, jazz aficionado, who happens to be a start-up entrepreneur in web design, would follow people who play ultimate frisbee, like jazz, are start-up entrepreneurs and web designers. By exchanging "What's happening?" in your areas of interest, you engage in conversations with like-minded folks.
The beauty and continued success of Twitter, as explained in this Twitter post about the "What's happening?" change, is that it is an open forum; you do not have to confirm relationships. This is key and why it doesn't work the same way in Facebook and will not work the same way in LinkedIn.
"What are you doing?" isn't the right question anymore--never was.
LinkedIn Opens Australasian Office
LinkedIn, the successful and growing business network, has opened it's doors on a new office in Australia. The location, which will represent LinkedIn's interests in the Australasia region, will be headed up by Clifford Rosenburg, former Managing Director of Yahoo! Australia & NZ.
LinkedIn has been on a renewed growth wave with the current economic climate seeing many users turn to the service to build their professional network and career prospects. Unlike many of its counterparts in the social networking arena, LinkedIn was able to capitalise on early successes and first became profitable in 2006. The website generates revenue from advertising and subscription based services.
