...9-709-426 REV: AUGUST 25, 2009 DAVID B. YOFFIE MICHAEL SLIND NITZAN ACHSAF LinkedIn Corp., 2008 Late in June 2008, a year and a half after becoming CEO of the online professional networking service LinkedIn, Dan Nye announced that a new funding round had given the company a $1 billion valuation. Investors, led by the private equity firm Bain Capital Ventures, had purchased a 5% stake in LinkedIn for $53 million. As a result, Nye now had ample resources to put toward accelerating his company’s already phenomenal growth. LinkedIn, based in Mountain View, California, had signed up more than 23 million users for its service, and that figure was increasing at a rate of 1.2 million new users per month.1 (See Exhibit 1 for information on LinkedIn’s membership growth.) Among members of the service were top executives at every company on the Fortune 500 list.2 “LinkedIn is now so prevalent and so valuable that you have to join it,” said Nye, a Harvard Business School graduate (Class of 1994) and a former executive at Advent Software and Intuit.3 Nye understood that LinkedIn, like the ambitious professionals whom it served, could not stand still. He had arrived at the company in February 2007, and since then LinkedIn had launched a European-based operation, opened up its platform to third-party software developers, and increased its head count from 60 to 310.4 A mere half-decade after its founding, the company had already turned profitable, and it was on track to bring in revenues...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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