Business Model Job – The Business Model Canvas is a strategic management template used to design new business models and document existing ones.
It presents a visual chart with elements that describe the company’s proposition or products, infrastructure, customers and finances,
Business Model Job
The nine “blocks” of the business model design model known as the Business Model Canvas were first proposed by Alexander Osterwalder in 2005,
Glassdoor Business Model
The official description of the company becomes the basis of its work. There are many different business conceptualizations; Osterwalder’s thesis 2004
Presents a single reference model based on similarity to business model concepts. With the business model planning module, the terprise can easily define its business model.
Osterwalder’s canvas has nine boxes: customer segmentation, value proposition, channels, customer relationships, revue streams, key resources, key initiatives, key partnerships and cost structure.
The Business Model Canvas can be printed on a large scale so that a group of people can start together and discuss business model elements with post-it notes or board markers. It is a hands-on tool that aims to promote understanding, discussion, creativity and analysis. It is distributed under a Creative Commons license
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From Strategyzer AG and may be used without restriction by manufacturing companies. It is also available as a web-based software.
The Business Model Canvas is classified as static because it does not account for changes in strategy or model development.
Some limitations of the model are the focus on the organization and the isolation of the subject from its environment, whether it is related to the structure of the industry. . Meanwhile, users can advertise their job listings on the site. Therefore, it is fair to say that Glassdoor’s business model is a kind of marketplace for human resources. You can also say that they mix a subscription model and a pay-per-use model.
The company was founded in 2008 by Robert Hohman, Rich Barton, and Tim Besse, three former Expedia executives, which became an almost immediate success. Eleven years later, Glassdoor was bought by Japan’s Recruit Holdings for $1.2 billion. Headquartered in California, with offices in Chicago, Dublin, London, and São Paulo, Glassdoor has built a disruptive business model, with more than 50 million monthly visitors. Let’s go deeper into it.
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According to the Glassdoor website, the platform is “one of the largest job and recruitment sites in the world”. It operates as part of the HR Technology business sector Recruit Holdings. The company provides more than nine million job listings, dozens of reviews, and tons of information about salaries, interviews, and benefits, in addition to photos and questions. And, unlike other sources, each piece of data comes from real workers. Therefore, employers will also use the Glassdoor platform to recruit and hire candidates.
Glassdoor is a marketplace that connects people and employers. Employers can post jobs on the platform, and employees can rate their current and former employers. Individuals can search for jobs, and collect and submit information about an employer (such as salary, location, benefits, interview questions, vacation, travel, and more).
They can also publish questions that may be asked in interviews by certain companies, among other useful information for the preparation of job applicants. They can also compare two potential employers, considering work-life balance, opportunities, culture, or senior management approval. And the platform will suggest companies to follow, based on employee interests and work history.
On the employer’s side, it is possible to find qualified new employees. User accounts allow you to respond to employee reviews, manage company profiles, check analytics, advertise jobs, market your business, and improve your branding to attract interested applicants.
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In addition, Glassdoor data is used by external sources to generate estimates and statistics on work-life balance, office culture, salary trends, company revenue, and many others. And, every year, the sector determines the annual award for the Employee’s Choice for the best place to work. The website also verifies the authenticity of the reviews, by verifying if they come from real employees, through technology tools and a content management team.
As mentioned above, Glassdoor was founded 12 years ago by Robert Hohman, Rich Barton, and Tim Besse. They met when they all worked at Expedia.com. Hohman was the first to leave Expedia, but was contacted by the other two. Glassdoor review by Barton.
In 2007, he accidentally sent to print a document containing salary and savings data, and his assistants rushed to retrieve the documents before anyone else saw the information. Barton wondered, what’s the problem with exposing this kind of information when you’re doing your job right and getting paid fairly for it. Sharing these thoughts with other future founders, they created the prototype site for Glassdoor.
Then, the trio asked their friends and acquaintances to post ideas on the site. They also collected iPods from Silicon Valley engineers in exchange for their feedback and salary information. In 2008, when Glassdoor officially launched, the site contained more than 3,300 reviews of 250 companies.
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And, surprisingly, on the same day of launch, the site received more than 1.2 million views, 10,000 paid reports and 3,000 businesses — and even a traffic crash. Ten years later it acquired Glassdoor. Currently, the site has over 10 million job listings and over 60 million reviews, salaries and opinions shared. There are 11 offices and over 600 employees around the world.
In May 2018, Glassdoor was purchased by Japanese company Recruit Holdings for $1.2 billion. Robert Hohman was the CEO from 2007 to 2020 until he was replaced by the previous COO, Christian Sutherland-Wong. Hohman remains chairman, while Sutherland-Wong is also president of the company.
Today, Glassdoor offers a variety of solutions to help companies find the right candidates for their job vacancies. While employees and applicants can enjoy the platform’s features at no cost, the user side earns money. Let’s take a look at Glassdoor’s earnings.
For small businesses, Glassdoor implements a freemium-based strategy for posting open positions. The first three tasks are free. Meanwhile, the platform costs $249 per listing. For medium, large and enterprise organizations there are more complex packages to meet their requirements.
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Job ads aim to drive attention to specific listings, by promoting them at the top of the job feed. They are part of the premium subscription package and vary depending on the number of articles and promotions.
User branding refers to how a company is presented on the platform. Users can bring positive reviews to the top of the feed, add photos and videos, remove competitors’ ads, create targeted campaigns, and more. These features are part of a wider premium package.
In addition to its recurring revenue, Glassdoor also relied on substantial funding, totaling $204.5 million in ten rounds, until the company was acquired by Recruit Holdings in 2018.
According to Glassdoor, its mission is to “help people everywhere find jobs and businesses they want”. And, to achieve this, they share the good and bad news, to work with people to make good decisions. Therefore, some analysts believe that Glassdoor has not only created a new field, but, in fact, a new market. Now, employers are forced to pay Glassdoor to build a positive reputation among employees, increasing their chances of recruiting and retaining talent.
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In 2011, I enrolled in an international MBA. From the constitution, for me, MBA is a way to change direction quickly.
I want to work in business (more of an entrepreneur than a manager). And I wanted to quickly find a career path to move to the US (I’m from Italy).
Fast forward to 2013, after completing my MBA, I managed to land a job in California as an Analyst, after completing my MBA, with an emphasis on Corporate Finance and Business Strategy.
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However, instead of becoming an entrepreneur, I became entrenched in a fixed career path, where it was supposed – like in the army – to take a few steps and wait a few years to climb the ladder.
Fast forward four years since I started my MBA and three years into my new life in California. I was not satisfied with my MBA career.
That’s not why I enrolled for an MBA. So I resigned, returned to Italy and started my own digital business (many
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