Stayed at Country Inn for a few days so Mosaic was the obvious breakfast and dinner choice. Above average food; buffet spread is fairly decent and quite predictable, which in a way is a plus sign.
Exceptional service from the staff; food might not be the 5-star level you might come to expect at other places but it’s a more than decent job.
Just read up about Tinder now experimenting with a feature that allows users to ‘socialize’ with like-minded people. After swiping right, you can expand your network to connect to a couple of others like you, and together, you can plan an evening (or night, as Tinder put it), go to a concert, watch a movie, or ‘Netflix and chill’ (yeah, that’s mine, but you were thinking about it too…)
It’s interesting to see Tinder evolving itself beyond ‘instant gratification’ (don’t judge me!) to a broader scope. As it has expanded its international operations, Tinder has also contextualised itself, with its #SanskariTinder handle that went viral a while ago.
I admire the way Tinder has pivoted to new horizons while consistently maintaining the core of its app experience, functionality, and likeability. In India, it has even gone to the extent of listing out people’s qualifications and credentials to give it authenticity in the minds of its users (albeit to be fair, Vee, another app based out of India, did it first).
Secondly, I feel Tinder is relying on the concept of ‘social graph’ made popular by Facebook. Though the underlying algorithm will certainly be different, the inherent concept of connecting like-minded people that form nodes in an interconnected network is fascinating. Should be interesting to see how it works.
Finally, let’s talk about Indian users of Tinder. India has not received this update yet, but if and when it does, we all know where that is headed. It will not take long for desperation to reach whole new levels altogether. People wanting to ‘be fraaands’ with you might just bombard your Tinder. Good luck with that!
Good going Tinder!
Microsoft bought LinkedIn for US$26.2 billion. The basic question everyone is asking: Why?
One possible answer: to spruce up enterprise social services. After its Yammer acquisition, LinkedIn adds to its enterprise social services ecosystem.
One more thought: acqui-hiring? LinkedIn has data; Microsoft has the software capability to mine it. LinkedIn was not getting anywhere with its wobbling model and volatile market valuation. Microsoft has the capability to give it the impetus it needs to stabilise and scale.
But that high an amount? Isn’t it too high, even for 400million professional users? But then, the tech environment has always been plagued by seemingly bizarre acquisitions that don’t make any sense right off the bat. Cases in point: Facebook bought Whatsapp for US$19 billion when the latter wasn’t even making any money; Dell bought (ongoing) EMC for US$67 billion to form a monopoly in the hardware and infrastructure market.
Coming back to the point, Microsoft’s acquisition of LinkedIn justified? To me, the price is way too steep. What does LinkedIn stand to gain?
- Microsoft’s deep pockets
- Infrastructure and resources
- Ecosystem of cloud platforms
- Ready-to-use plug-and-play software solutions
- Sales teams with proven expertise
But what about Microsoft? What do they have to gain?
- 400million user base
- Established revenue model in the recruitment function
- Integration with existing enterprise social and professional networks
- Bundled solutioning with Dynamics CRM and Azure cloud
Nothing major though. Any glaring whitespace filled? Not really.
All in all, Microsoft just seems to be creating the foundational ecosystem required to compete in a hyper-c0mpetitive enterprise landscape. Apple (with SAP, Twitter, and IBM) is getting somewhere, Facebook has its own platform, and Google & Amazon have captured a large share of the enterprise cloud market. Microsoft had to do something. Is LinkedIn the solution? Seems unlikely, given Microsoft’s history with Nokia…
Even Weiner and Hoffman must be silently thinking – Please don’t do a Nokia with us.
Been a while since I’ve been here. You know it’s been a while when there’s a learning curve to WordPress!
Welcoming myself after a not-so-brief hiatus. Good to be back.
What’s new? Nothing much. What’s changed? My writing style, probably. Haven’t got the time to write detailed, creative posts. Trying to pivot to telegram-style writing. Brief. Concise. Straightforward. To the point. *Enough full stops.*
Have updated the “Who writes all this?” page. Do have a look. Drop me a line if you’ve got anything to add.
Also being realistic here. Not sure how long I’ll be able to sustain this creative urge. Would love to collaborate with less occupied minds. Let’s see how long this stint can sustain…
Keep in touch…
Our train journey to Bangalore a couple of years ago was filled with random photography sessions at random halts the train seemed to take. At one of the stations, however, the journey completely changed.
The constant chug-chug of the train had gotten into our system and melancholy was kicking in. To avoid that, you have to do something to keep your mind off it. And as is usual on such long train journeys, the focus shifts on everything else, including but not limited to, other passengers, passers-by, people boarding and alighting, random discussions, etc.
Train journeys in India are amusing at some level. If you are not especially used to travelling by train, the idea of a train travel is a little appealing. Perhaps it is the experience of the train or the novelty of something long forgotten that lures you in. Or perhaps it is just the feeling of experiencing something new or different that engulfs you. Whatever the driver is, it certainly arouses a sense of curiosity and anxiety within you.
Oh, and by the way, I’m not talking about local train travel in Mumbai, which only arouses a feeling of fear, dread and realisation of war-like hell. I’m referring to the long-distance trains run by Indian Railways, which have a unique pull towards them, be it through the hustle-bustle of prominent stations that sell cheap ‘masala’ Indian-authored books or the fast-paced activity at these stations that induces an adrenaline rush even in a calm sober person.
Having seen how LinkedIn serves as a marketplace for labour, connecting both the supply and demand of labour, we now look at how the data that LinkedIn contains can ignite different areas of research and decision-making. In this final post on the series on LinkedIn, which began here, we cover the applications of LinkedIn’s data to its fulfilment of economic ambitions. The Economist, in its article, Workers of the world, log in, has presented a host of such opportunities.
Such opportunities arise because of the abundance of data that LinkedIn will eventually acquire as more users sign up. However, it will become essential to “mine” this data for patterns and insights. The practice of data mining, as it is known in the technological world, will become a focus of LinkedIn’s insights team to derive patterns from information that resides with LinkedIn. Data analysis and mining will open up not only new avenues for LinkedIn, but also present opportunities for research and exploration for better understanding of the labour market.
Inspired by how LinkedIn has grown from a start-up in a one-bedroom apartment to a multi-billion dollar company about to change the game (so to speak) in the recruitment industry, we saw how its Talent Solutions business, its primary revenue stream, is responsible for most of the recruitment carried out across several global organisations and how it falters in some areas where it has not yet become mainstream.
In this post, we look at what purpose Talent Solutions aims to serve from an economic standpoint of labour. We consider what LinkedIn aims to do with the data that it already possesses and the one that it will acquire as more users sign up.
To increase the operational efficiency of global economies, one of the aspirations of Jeff Weiner, CEO of LinkedIn, he will have to make the utmost and optimised use of data. Having already emphasised the hunt of internet-based companies for consumer data, we will move on with that as an underlying assumption for LinkedIn as well. After all, LinkedIn relies, survives and thrives on consumer data.
Talent Solutions, LinkedIn’s primary revenue stream, is the perfect solution for recruiters. It offers them a much wider applicant pool, which they can source, classify and accumulate themselves using in-house HR teams. It also makes LinkedIn profiles available for use by recruiters wanting to fill an internal posting and is beneficial to analyse the competition in terms of demand and popularity.
But it has its flip side too. This post covers the other side of Talent Solutions, where it has not yet caught on mainstream, or has resulted in a little too much.
The previous part of the series covered LinkedIn’s offerings and the way they have shaped up its finances. Premium Subscriptions and Marketing Solutions make up 20 percent each of LinkedIn’s finances. Its most significant contribution comes from its Talent Solutions business, which is used primarily by recruiters to manage the entire gamut of services including sourcing, classification and recruitment.
With 60 percent of its revenue coming from this line, it is unlikely to take a back seat. Contrarily, LinkedIn might pursue other initiatives while ensuring the continued pace of growth for its flagship solution with such a wide user base and proponents of its benefits.