Marketing Plan Guidelines And Sample Page 12
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19Assessing the Marketplace
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Section One
External
OPPORTUNITIES
THREATS
• Fragmented business models:
pursue aggressive IP protection
Online recruitment is fragmented
strategies, the model could be cop-
by recruitment methodology: ac-
ied or mimicked by competitors.
tive (people who need jobs), pas-
• Inadequate differentiation: In-
sive (people who are not looking
ability to explain our differentiation
but would move if enticed),
would relegate PeopleAhead to
poised (people unsatisfi ed with
(unfair) comparisons with competi-
jobs they have), and network
tors. Without differentiation, Peo-
(fi nding people of interest based
pleAhead will not be able to create
on who or what they know).
scale through network effects.
3.3. Competition
Most online recruitment Web sites compete in the active recruitment market, includ-
ing Monster, CareerBuilder, and Yahoo/HotJobs. The pervasive segment includes job
seekers who actively look for jobs, post their resumes, and search for jobs on company
If PeopleAhead chooses to
Web sites. Most active recruiters offer free services to users and charge companies on
adopt a competitor-based
a fee basis. Companies can post jobs and search for candidate resumes in the database
pricing strategy (see Chapter
(average fee for local searches is $500 and nationwide is $1,000). In this fi rst-generation
13), detailed information
online recruitment business model, competitors face the challenge to make the process
about how other recruit-
more user friendly and reduce the effort required to make these sites deliver results.
ment fi rms work will be
• Monster: is the sixteenth most visited Web site in the United States,
mandatory.
with more than 43 million professionals in its viewer base. Monster earns revenue
from job postings, access to its resume database, and advertisements on Web sites of
partner companies.
Information about competi-
• Careerbuilder: has experienced 75% growth for the past fi ve
tors’ revenues, customers,
years. This job post/resume search company uses its media ownership to attract
growth, and so forth often is
“passive” candidates from partner Web sites. It achieves growth through affi liate
available publicly through a
partnerships that host job searches on affi liated Web pages, such as Google, MSN,
variety of sources.
AOL, USA Today, Earthlink, BellSouth, and CNN. Job posting is the primary activity,
sold together with or separately from resume searches.
• Passive Recruitment: The second generation of online recruitment locates candi-
For information that may
dates who are not necessarily looking for jobs but who could be convinced to move
not belong in the main text,
to a new position if the right opportunity was presented. The most recognized com-
an appendix offers an effec-
petitors in this category include Jobster, LinkedIn, and H3 (Appendix B).
tive means to provide detail
without distracting readers.
3.4. Company Analysis
PeopleAhead’s mission is simple: improve people’s lives through career advancement.
PeopleAhead recognizes that career advancement means many things to many people
This section offers the
and provides a fresh perspective on career networking that is fl exible yet powerful:
“product” component of the
market/product/customer
• Users are not alone: Finding a job is not easy. Why search solo? PeopleAhead unites
analysis. Because People-
groups of friends, coworkers, and mentors to create natural, team-based career
Ahead’s product is mostly
discovery.
a service (see Chapter 12), it
• Job posting is not natural: People spend countless hours searching job listings and
focuses on some intangible
posting resumes, only to be overlooked because their writing style or resume format
features of its offering.
does not match an overburdened recruiter’s preference. Good people make great
companies, not resumes. PeopleAhead’s TrueMatch- technology matches the right
people with the right position. No posting, no applying—just good, quality matches.
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