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To: stockman_scott who wrote (117)3/5/2012 5:24:19 PM
From: Glenn Petersen
1 Recommendation   of 272
Monster puts itself on the block:

Monster soars as CEO mulls "strategic alternatives"

By Scott Malone
Thu Mar 1, 2012 3:33pm EST

<SPAN class="articleLocation">(Reuters) - Monster Worldwide Inc Chief Executive Sal Iannuzzi told investors on Thursday that the operator of the job-search website was considering all "strategic alternatives," sending the company's shares up more than 17 percent.

"Our shareholders deserve a better return," Iannuzzi told an investor conference. "The board and the management is also focused on pursuing all strategic alternatives to increase shareholder value."

Iannuzzi did not specify what alternatives the company was considering. However, investors typically interpret discussions of "strategic alternatives" as an indication a company is considering selling all or part of itself.

A Monster spokeswoman declined to elaborate on Iannuzzi's statements.

Prior to Thursday's rally Monster shares had tumbled about 61 percent over the past year, a far steeper slide than the 21 percent fall of the Thomson Reuters United States Employment Services Index.

One analyst cautioned that there were no signs that a deal for Monster was imminent.

"We know of no buyer poised to scoop up MWW," James Janesky of Avondale Partners wrote in a note to clients. He said that the company could sell for $10 to $13 per share, but held steady his "market perform" rating and $8 target price on the stock.

"Given that the company is engaged in layoffs of 7 percent of its work force and other restructuring, any kind of deal might be a ways off," Janesky wrote.


Slow hiring as a result of the weak U.S. economy and rising competition from the social media sites including Facebook and LinkedIn Corp have taken a toll on Monster's traditional business model -- job ads on its website.

When the company reported financial results in January, it warned investors that it expected first-quarter profit to be lower than analysts expected and that it planned to cut its staff by about 7 percent, or 400 jobs.

Iannuzzi said his company regards itself as sharply undervalued compared with its peers, which also include Dice Holdings Inc, Manpower Group and, partly owned by Microsoft Corp.

"The stock price is not where it should be," Iannuzzi said at a R.W. Baird conference. "If you compare us to our competition, any company in our space, our multiple is severely below them."

Shares of LinkedIn have nearly doubled since the company's May initial public offering.

He said Monster has no interest in pursuing takeovers of its own.

"We have no acquisitions in mind," Iannuzzi said. "So if anyone's concerned about where our money is going to go, we don't have acquisitions. Any excess cash will be returned to the shareholders via stock purchase."

The New York-based company has $250.3 million in cash and equivalents on its balance sheet and a market value of $828.4 million, according to Thomson Reuters Data.

Options traders piled on Monster in the wake of the news, with volume surging 32 times higher than a typical day, according to options analytics firm Trade Alert.

"The positive comments spurred a rush into Monster Worldwide options," said Interactive Brokers Group options analyst Caitlin Duffy.

Shares of Monster were up $1.21, or 17.4 percent, at $8.15 in late trading on the New York Stock Exchange.

(Reporting By Scott Malone in Boston, additional reporting by Doris Frankel in Chicago; editing by Andre Grenon and Mark Porter)

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To: stockman_scott who wrote (62)3/17/2012 5:54:23 PM
From: Glenn Petersen
1 Recommendation   of 272
Reid Hoffman, Mr LinkedIn

By Richard Waters
Financial Times Magazine
March 17, 2012 1:42 am

Reid Hoffman, the co-founder of LinkedIn, on why the future belongs to the networkers

Reid Hoffman hates cocktail parties. Coming from the man whom The New York Times recently dubbed Silicon Valley’s King of Connections, this might come as a surprise. After all, Hoffman has built a brand – and a fortune worth $1.8bn – on his role as a leading exponent of the art of social networking. But that doesn’t mean he has to fit the image of the arch schmoozer.

“I’m a little unusual: I’m a six-person-or-less extrovert,” he says, using a characteristically precise, slightly tortuous formulation. Then, slipping into the language of the Silicon Valley technocrat, he adds: “I strongly optimise for less than six people, preferably one-on-one.”

It is a recent morning at LinkedIn, the online professional networking site that he founded and took public last year, and Hoffman is working to his relentless schedule. The day is carved up for meetings that run from 8am till 9pm. From 15-minute to two-hour blocks, he and his assistant carefully subdivide his attention.

The shorter interludes are there to grease the wheels of Hoffman’s personal network. He is connected to 2,600 people on LinkedIn, which he founded in 2002. He remains chairman, though he doubles up as a partner at venture capital firm Greylock and sits on three other boards. He has also become a guide and adviser to a new generation of 20-somethings in the internet world.

How to refer to all his online connections is not easy. They are not “friends”, though that is one word he tries out. In the end, he settles on “alliances” – people who might do something for him, or who he is prepared to help out.
“Referential information is hugely beneficial,” he says. “I almost never take a meeting without a reference, even a phone call.” Then, slipping back into technocrat-speak: “The reference gives me good signal-to-noise ratio” – a way to filter out the significant from the time-wasting. He boasts about how he has just given a reference for a former colleague he hasn’t even spoken to in 10 years.

Such gestures are the currency of the world Hoffman inhabits. In Silicon Valley, where investors and entrepreneurs come together in loose alliances around the latest hot start-up ideas, being connected is everything. Hoffman himself is part of a group widely known as the PayPal Mafia, for the fact that its members all held senior positions at the online payment company before spinning off into an array of new internet concerns.

Close contacts like these are supplemented by an array of looser ties, distant connections to all sorts of acquaintances who fit into the wide orbit of Hoffman’s professional world. Passing on contacts, giving references, offering crumbs of advice and information are all part of the currency of the world he inhabits.

0LinkedIn in numbers 2 per second: The rate at which the site is gaining new members (as of December 31 011)

LinkedIn has more than 150 million members

8 million-plus members in the UK

More than 2 million companies have Company Pages on the site

LinkedIn is ranked by Alexa as the 12th most popular site on the internet

LinkedIn is ranked by Google as the 29th most visited site on the web

LinkedIn’s 2011 revenues totalled $522m, a 115 per cent increase from 2010

“We bi-directionally help each other, even if only to a light degree,” he says. Soon, he argues, this will be the world that all professionals will have to master. Only the truly connected will survive.
. . .

Hoffman, at 44, does not fit the usual image of the fast-talking young techno-nerd familiar from The Social Network – the film about Facebook’s Mark Zuckerberg. By comparison, the LinkedIn founder seems bulky and mild. Even by the loose dress code of Northern California, his dark trousers, maroon shirt and blue and yellow sneakers look carelessly off-hand. His deliberative, careful formulations are not the sort of expansive utterances you normally hear from internet visionaries out to change the world – people such as Peter Thiel, a close friend from college days and an early backer of Facebook.

“Entrepreneurs are like visionaries,” Hoffman says, talking about the breed as though he was not one of them. “One of the ways they run forward is by viewing the thing they’re doing as something that’s going to be the whole world.”

Right now, Silicon Valley is in the grip of social media mania. Thanks to the impending stock market listing of Facebook, widely expected to value the company at as much as $100bn, all new start-ups are built to thrive on a socially connected internet. Zuckerberg, suggests Hoffman, is a classic of the visionary entrepreneurial breed.

“‘Everything’s social,’” he says, parodying the Facebook founder and the many entrepreneurs who now live in his shadow. “‘Going to the restroom is social.’ No, I don’t think so.” There is much more to come from the Facebook generation, he says, though he adds that to claim that “‘everything’s going to be social’ is simply a little silly”.

Get Hoffman on to his own favourite topic, though, and he can hold forth with the best of them. As traditional jobs become less secure, he says, everyone’s working life will increasingly revolve around the sort of alliances of interest that underpin the tech industry in Northern California.

“The way that we operate here in Silicon Valley is the way the trend needs to go broadly: all industries, all locations,” he says, as though none of the traditional institutions of business life will survive. Talking about the open business networks that thrive in the region, he adds: “Silicon Valley is a mindset, not a location. That’s part of what modern work for all industries is going to be like.”

In this new business world, the people who operate the most effective personal networks will be the ones who come out on top. Hoffman holds his own networks up as a model. In The Start-up of You, a book he has co-written that dwells heavily on the art of networking, he relates personal stories of how his alliances have contributed to the huge wealth being amassed by Silicon Valley’s elite: how, for instance, he introduced Thiel to Zuckerberg when the Facebook founder was first looking for backing, leading his friend to take a stake in Facebook that is expected to be worth more than $2bn when the company goes public.

Don’t anecdotes like this suggest that the networks of the powerful benefit a privileged few, and that only those smart or lucky enough to be an insider can reap the big rewards? Hoffman counters that this is the wrong conclusion to draw. All personal networks can be beneficial on their own terms, he says, even if they can’t draw on the sort of resources that are at his fingertips.

Hoffman once dreamed of being a public intellectual – someone who could influence the direction of humanity by thinking deep thoughts and joining the public battle of ideas. That ambition took him to Oxford university, as a Marshall scholar, in the 1990s to study philosophy. However, the narrowness of academic life eventually put paid to those thoughts.

In their place, the online world has become a giant Petri dish for his sociological interests. In the internet and software businesses, new ideas and ways of behaving take shape with remarkable alacrity. The internet acts like a lever, turning social experiments into vast online communities.

Hoffman’s academic leanings are apparent as he conjures up an intellectual framework for the sort of networking that underpins companies such as LinkedIn and Facebook. He lassoes the work of a series of social scientists to explain and magnify the influence he claims for these new forums.

One is Mark Granovetter, a sociologist who demonstrated the importance of “weak ties” – loose connections with people on the fringes of daily working and personal life. By giving access to new networks beyond the familiar, these contacts open up many new opportunities that otherwise would never be encountered. Most professionals looking for new jobs, according to Granovetter’s research, find them through weak ties such as these.

Robin Dunbar, an evolutionary psychologist, has also been drawn into Hoffman’s cosmology. His contribution was to estimate the maximum number of relationships that people are capable of maintaining at any one time, given the size of the human neocortex. The result, known as Dunbar’s Number: 150.

While Hoffman says he thinks that is a fair estimate of the number of active relationships, he also believes that it underestimates the much bigger circle of looser connections that the well-organised, internet-connected person can now sustain. He once limited his own online network to people he had worked with directly, but these days he includes anyone for whom he would be willing to provide a personal introduction.

The third strand that Hoffman weaves into his intellectual web is based on the “six degrees of separation” – the idea that all of humanity is connected in a giant personal network. This is based on the work of Stanley Milgram and, subsequently, Duncan Watts, who both uncovered surprisingly close, indirect connections between people from completely different backgrounds and parts of the world.

Pursue the logic of the “friends of friends” networks far enough, and who knows what useful contacts you might uncover.

In the professional world, argues Hoffman, it is three degrees of separation that really count: who is in your direct network, who those people know, and who those people, in turn, are connected to. By asking for personal references, it is possible to draw on these wider circles and know that all of the intermediaries will always know at least one of the people at the end of the chain. The mistake many professionals make, he says, is to fail to ask often enough for personal introductions like this, but to rely instead on cold calls. LinkedIn was founded on the belief that plumbing the networks for connections is the best way to find a new job, make contact with people who could further your ambitions, or disseminate useful business intelligence.

But in practice, it has come to be known mainly as a place for job-hunters and recruiters. The site makes half its money from recruiters, who pay to research and contact potential hires, with the rest coming from advertising and members who pay for premium services. Equally, the most frequent experience many of its 150 million members have of the network comes from the unsolicited invitations they get from people looking to connect, usually to further their own business interests. It can feel very much like the sort of cold-calling behaviour that Hoffman disparages so much.

“Some people use it that way,” he reluctantly admits. He says he has capped his company’s growth rather than let the contact-spamming run amok, for instance by requiring users to know other members’ email addresses before sending them invitations to connect. Yet there are loopholes: it is easy, for instance, to send out invitations simply by claiming to have done business with another member before. Like all online networks, LinkedIn relies on the willingness of members to follow its chosen social norms in order to thrive.

. . .

Despite his claim to being an extrovert on a small scale, Hoffman confesses to symptoms that, by his own admission, are the signs of a classic introvert. “I get energy from one-on-one conversations most often, and I lose energy from group conversations most often,” he says.

As a child, he dipped into different social cliques for his friendships, preferring close relationships with a handful of people to the sort of group behaviour that normally characterises school life. “It wasn’t that I was a loner,” he insists.

The group-hopping made him adept at adjusting his behaviour to the person at hand. That strong personal empathy remains his most obvious trait, and may account for the likeability on which people who know him often comment – a rare commodity in an industry where towering egos often prevail.

Considerateness is also one of the keys to the type of personal networking that Hoffman believes will change working life. Like friendships, these relationships are based on mutual generosity. He contrasts that with the sort of image normally conjured up by the phrase “business networking” – what he calls the “sleazy” pursuit of self-interest. Explaining why many people shy away from trying to nurture a personal network of their own, he says: “Thinking about it makes it feel like they are treating people as objects.”

Ultimately, fired by mutual respect and self-interest, Hoffman dreams of an interplay of ideas that will sustain a new type of working life. “I want to have this semantically important sharing,” he says, contrasting it with the deluge of personal minutiae unleashed on Facebook and Twitter.

It may all sound like the sort of idealism that internet billionaires regularly spout. But if LinkedIn does eventually succeed in bringing more meaning to its members’ working lives, Hoffman will have the satisfaction of knowing that his ideas have prevailed.

‘The Start-up of You’, by Reid Hoffman and Ben Casnocha, is published by Random House, £12.99. Richard Waters is the FT’s West Coast managing editor.

Copyright The Financial Times Limited 2012

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To: stockman_scott who wrote (117)4/12/2012 8:50:42 AM
From: Glenn Petersen
1 Recommendation   of 272
LinkedIn challenger Viadeo raises $32M to take over China

Jennifer Van Grove
April 11, 2012 10:00 PM

Proving that second place doesn’t always equate to being the first loser, the world’s number two social network for professionals, Viadeo, (LinkedIn is number one), is getting $32 million in fresh financing.

The $32 million round, Viadeo’s fourth institutional round, was pooled from the French Sovereign Wealth Fund, the Fonds Stratégique d’Investissement, existing shareholders, and a crop of new investors. The Paris-based company will use this stockpile to push deeper into China as well expand its presence in Russia, India, and Africa.

“We are a really local player with huge momentum and traction,” chief strategy and development officer Olivier Fecherolle told VentureBeat. “We think now is the moment to invest in China.”

Founded in 2004, Viadeo targets non-English-speaking businesspeople and has swelled to 45 million members across the globe, with an especially dominant presence in Europe, Latin America, and China. Viadeo is profitable and currently adds about 1 million new members to its service each month, the company said.

In China, Viadeo operates Tianji, the top professional network of that country (fun fact: CEO Dan Serfaty moved to Beijing in September). The localized Viadeo offshoot has 10 million members and is adding 500,000 new members each month, said Fecherolle. “In China, it’s our market to lose.”

LinkedIn, for comparison, has more than 150 million members, albeit with a small presence in China. The company went public nearly a year ago in a successful initial offering and is now valued at $10 billion.

Just as LinkedIn was making its public debut, Viadeo shelved its own plans for an offering. At the time, Serfaty told Reuters that, despite frothy levels of interest from investors and bankers, the company wanted to focus on growing the business.

Nearly 12 months later, Viadeo’s plans to go public remain on the distant horizon. Fecherolle referred to the $32 million round as pre-IPO financing and said that a public offering is still a target, just likely one that is several months out. Profitable since September 2009, the company makes or 50 percent of its revenue from premium accounts, earns 30 percent from hiring and recruiting tools, and brings in 20 percent from targeted advertising.

Viadeo, which employees 400 people across offices in Europe, China, India, Africa, Mexico, China, and Russia, has raised more than $52 million in funding to date.

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To: Glenn Petersen who wrote (129)4/29/2012 1:32:15 PM
From: Sr K
   of 272
LNKD reports after the close on Thursday.

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From: Lahcim Leinad5/1/2012 4:05:49 PM
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To: Sr K who wrote (130)5/2/2012 12:27:27 PM
From: Glenn Petersen
   of 272
A preview:

Update: LinkedIn: Q1 Profit Seen Up 50%, Revenue 90%

Posted 12:10 PM ET

LinkedIn ( LNKD) should report strong first-quarter profit and sales growth late Thursday, flexing social networking strength as Facebook's ( FB) IPO looms later this month.

The largest social networking site for professionals should post earnings of 9 cents a share, up 50% from a year ago, according to consensus estimates of analysts polled by Thomson Reuters. Revenue should climb 90% to $178.6 million. Both, though, would be slowdowns from triple-digit gains in the prior quarter.

LinkedIn was the first U.S.-based social networking firm to come public, almost one year ago, opening at $45 a share and finishing the day up 109%. It led the way for other Internet new issues, such as Yelp ( YELP), TripAdvisor ( TRIP) and Splunk ( SPLK). The biggest of them all, Facebook, is expected to debut later in May.

(TripAdvisor, spun off from Expedia ( EXPE) in December, reported better-than-expected earnings and revenue late Tuesday. Yelp is expected to post a Q1 loss late Wednesday.)

When LinkedIn reported fourth-quarter results three months ago it beat views by a wide margin and raised forecasts, causing its stock to rise 26% the following day. Update: LinkedIn fell 1.5% intraday Wednesday along with other staffing/recruitment stocks following the weaker-than-expected ADP employment report.

The company was founded in 2003 and has more than 150 million members worldwide. The site is free to users though premium members pay extra for additional tools to leverage the network's assets. Premium subscribers include recruiters that want to reach potential job candidates and advertisers.

At year's end, more than 9,200 corporate customers paid for LinkedIn's premium service, up from 3,900 a year earlier, as IBD reported.

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From: Glenn Petersen5/3/2012 4:21:36 PM
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LinkedIn to Acquire SlideShare

Press Release: LinkedIn

MOUNTAIN VIEW, Calif., May 3, 2012 (GLOBE NEWSWIRE) -- LinkedIn ( LNKD - News), the world's largest professional network on the Internet with 161 million members worldwide, today announced it agreed to acquire SlideShare, a leading professional content sharing community.

The transaction is valued at approximately $118.75 million, subject to adjustment, in a combination of approximately 45 percent cash and approximately 55 percent stock. Subject to the completion of customary conditions, the acquisition is expected to close during the second quarter of 2012.

Founded in October 2006, SlideShare helps professionals discover people through content, and content through people. SlideShare users have uploaded more than nine million presentations, and according to comScore, in March SlideShare had nearly 29 million unique visitors, ranking it among the most heavily trafficked sites for professional content.

SlideShare is also enabling the sharing of presentations across the Web; nearly 7.4 million presentations hosted by SlideShare are embedded across more than 1.4 million unique domains

"Presentations are one of the main ways in which professionals capture and share their experiences and knowledge, which in turn helps shape their professional identity," said LinkedIn CEO Jeff Weiner. "These presentations also enable professionals to discover new connections and gain the insights they need to become more productive and successful in their careers, aligning perfectly with LinkedIn's mission and helping us deliver even more value for our members. We're very excited to welcome the SlideShare team to LinkedIn."

Rashmi Sinha, CEO of SlideShare, commented, "We built SlideShare to help professionals share presentations and connect people through content. What we can build with LinkedIn, the largest professional network on the Internet, is the most natural extension of this vision. I am excited about what we can build together."

Deep Nishar, LinkedIn's Senior Vice President of Product and User Experience, blogged about the acquisition at, and a SlideShare presentation outlining the deal can be found on LinkedIn's SlideShare page at: and on the investor relations section of the LinkedIn website at:


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From: Glenn Petersen5/3/2012 5:19:31 PM
   of 272
LNKD in is up sharply in AH trading:

UPDATE 1-LinkedIn revises upward outlook, beats on profit

Thu May 3, 2012 4:46pm EDT * Q1 adj EPS 15 cents vs Street view 9 cents

* Total revenue jumps 101 pct, beats expectations

* Revises 2012 revenue outlook upward

* Shares rise 9 pct in after-hours trading

May 3 (Reuters) - LinkedIn Corp reported better-than-expected revenue and profit after it racked up strong growth from its services that help companies find and hire employees and it revised upward its 2012 outlook.

The professional networking site also announced on Thursday that it acquired content sharing company SlideShare for $118.75 million in a mix of cash and stock.

First quarter revenue at LinkedIn rose 101 percent to $188.5 million, besting analysts' average forecast of $178.58 million, according to Thomson Reuters I/B/E/S.

Shares of LinkedIn were up 9 percent in after-hours trading to $120.50 from their $109.41 close in regular trading.

The Mountain View, California-based company was one of the first prominent U.S. social networking sites to make its debut in an initial public offering a year ago, whetting the appetites of those eagerly awaiting Facebook's impending IPO.

The company revised its 2012 outlook, expecting revenue in the range of $880 million to $900 million from a prior range of $840 million to $860 million.

Excluding special items, its first-quarter earnings per share of 15 cents was well above analysts' expectations of 9 cents per share.

Net income rose to $5 million from $2.1 million in the same quarter a year ago.

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From: Glenn Petersen5/11/2012 2:07:48 PM
1 Recommendation   of 272
LinkedIn, others weigh Monster deal: sources

By Nadia Damouni and Soyoung Kim

NEW YORK | Fri May 11, 2012 1:52pm EDT

NEW YORK (Reuters) - LinkedIn Corp ( LNKD.N) and private equity firm Silver Lake Partners are among a number of parties that have expressed interest in a potential deal for Monster Worldwide Inc ( MWW.N), according to people familiar with the matter, as the Internet jobs-search company is preparing data for potential buyers.

Monster, which runs and Websites, said in March it has retained Stone Key Partners and Bank of America Merrill Lynch ( BAC.N) to review strategic alternatives, including selling all or part of the company.

New York-based Monster has since received expressions of interest from a broad range of strategic and financial buyers, including Internet powerhouse LinkedIn and technology-focused buyout firm Silver Lake, the sources said.

The company plans to send out financial information to the interested parties by the end of next week, they said.
Shares of Monster surged 19 percent to $9.33 in afternoon trading on the New York Stock Exchange, giving it a market valuation of more than $1.1 billion.

Monster's 2012 share of online recruitment is estimated at 23 percent, below's 32 percent but ahead of LinkedIn's 16 percent. The online recruitment market is estimated at more than $5 billion.

Representatives for Monster and LinkedIn declined to comment. Silver Lake, Stone Key Partners and Bank of America had no immediate comment.

Analysts have identified several possible avenues for Monster: an outright sale; the sale of a stake or some of its territories, such as its Chinese or South Korean assets; or a leveraged buyout.

The company's model of job ads is facing new competition from social media such as Facebook and LinkedIn, and the company said in January it would cut 7 percent of its staff, or 400 jobs.

Its technology initiatives include Power Resume Search, which makes it possible to identify workers with specific skills, and BeKnown, a way for employers to reach candidates via Facebook. That "app" could make it easier to find so-called passive job candidates who are currently employed.

Monster, which bought rival in 2010, also competes with operators of specialized job sites, such as Dice Holdings Inc ( DHX.N), which focuses on financial, IT and other sectors, and with hundreds of small operators.

Aggregators of listings, such as and, have also emerged as rivals.

Although it's an Internet company, Monster is susceptible to the same economic forces as traditional staffing companies like ManpowerGroup ( MAN.N) and Robert Half International ( RHI.N). The industry has seen a recovery in U.S. demand for workers, but softer staffing markets in Europe.

But SunTrust Robinson Humphrey analyst Tobey Sommer said recent U.S. job trends make the company more attractive. The types of jobs being created in the current U.S. labor recovery play to Monster's strength in mid-level job categories, Sommer said.

(Reporting by Nadia Damouni, Soyoung Kim and Greg Roumeliotis in New York; Additional reporting by Nick Zieminski; Editing by Tim Dobbyn)

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To: stockman_scott who wrote (117)5/30/2012 5:31:37 PM
From: Glenn Petersen
1 Recommendation   of 272
So Why Is LinkedIn An IPO Standout?

Alexia Tsotsis
May 30, 2012

Earlier this morning at D10 KPCB analyst Mary Meeker showed a pretty definitive slide about the current state of the public markets with regards to tech companies. “The private market is in a bubble,” Meeker said, “We have a $1 billion fund, and didn’t invest once in Q1 because the valuations too crazy.”

The problem with these valuations is that public market investors are more skeptical, Meeker asserted bringing up the above slide comparing the IPOs of Facebook, Zynga, Groupon, Pandora and LinkedIn. Because of this skepticism their valuations are suppressed, almost all were trading at 20% lower than their initial IPO pricing, all except LinkedIn that is. The public market has taken kindly to the career focused social network, which is currently trading at $100 a share, 137% above its strike price of $32.

Kara Swisher had the opportunity to ask LinkedIn founder Reid Hoffman and CEO Jeff Weiner why they thought the company was doing so well later today, dubbing it the “Little LinkedIn That Could” Their answer?

Hoffman said part of the company’s success was only focusing on the long-term, “I only look at the stock price once a month, it’s doesn’t really affect what are we building towards. Weiner said that companies were often to focused on IPO events with companies being criticized for talking too much or too little, etc.

“People remember what the weather was like on their wedding day, but it has little impact on the long-term health of their marriage,” he went on, referring to the IPO as a stepping stone.

Reid added, “The difference from everybody else is that we focus on our business, which why we’ve been able to execute. We have a sense of purpose and extremely amazing talent. “

Okay, so this is what everyone says (Zuckerberg also has said that he doesn’t pay attention to the market) so what’s the real reason? Perhaps because, as Matthew Prince brings up on Twitter, LinkedIn is as viral/sticky as Facebook but with 1) ads that monetize well; 2) a vibrant subscription business; and 3) proven management.

So while it’s more boring, people often forget that the “Facebook for professionals” indeed came before Facebook. And (currently) seems like it has a more solid road ahead.

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