Case Studies: Facebook, Twitter, LinkedIn, Apple
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Case Studies: Facebook, Twitter, LinkedIn, Apple

A course in business for tech folks, and in tech for the business folks
4.5 (11 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
1,831 students enrolled
Created by Loony Corn
Last updated 12/2015
English
Current price: $10 Original price: $20 Discount: 50% off
5 hours left at this price!
30-Day Money-Back Guarantee
Includes:
  • 4 hours on-demand video
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Understand common business models in the tech industry
  • Spot trends, and possibly pick the winners and losers of tomorrow
  • Understand how we got to today - the key players, their successes, failures, strengths and weaknesses
  • Make sense, line-by-line of the financial statements and investor reports of tech companies
View Curriculum
Requirements
  • Students should have heard of Apple, Twitter, Google, Facebook and LinkedIn and ideally should have used some of these companies products
Description
  • Conducted by an instructor who worked in Sales Finance at Google, and set up Product Finance at Flipkart

Whether you are an engineer seeking to understand business, or a business/strategy person seeking to understand technology - this course is right for you.

What's Covered:

  • Case studies of Apple, Facebook, Twitter and LinkedIn
  • In-depth analysis of the business models of these companies
  • Line-by-line walk through their financial statements and investor filings
  • Product choices - good and bad - made by these companies
  • Competitive analysis of each company: how they stack up in revenue, growth, profitability and valuation


Using discussion forums

Please use the discussion forums on this course to engage with other students and to help each other out. Unfortunately, much as we would like to, it is not possible for us at Loonycorn to respond to individual questions from students:-(

We're super small and self-funded with only 2-3 people developing technical video content. Our mission is to make high-quality courses available at super low prices.

The only way to keep our prices this low is to *NOT offer additional technical support over email or in-person*. The truth is, direct support is hugely expensive and just does not scale.

We understand that this is not ideal and that a lot of students might benefit from this additional support. Hiring resources for additional support would make our offering much more expensive, thus defeating our original purpose.

It is a hard trade-off.

Thank you for your patience and understanding!


Who is the target audience?
  • Aspiring entrepreneurs - those who don't learn from history are condemned to repeat it
  • Engineers and product managers - folks with a strong understanding of product, now looking to get the business knowledge needed to build a business
  • Finance and business professionals - folks who get the business aspects, and are now looking to really understand product and technology
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Curriculum For This Course
33 Lectures
03:52:07
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The Business of Technology
1 Lecture 03:36

We outline what you'll be able to do by the end of this course, and then plunge into an examination of Twitter's recent travails, and see how 'engagement precedes monetisation'

Preview 03:36
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Case Study: Apple
11 Lectures 01:27:06

Its not that the company is the most valuable and profitable company in the world, and its not even because Apple's history is rich, interesting, and full of fascinating highs and lows. Its because more than any other company, Apple has applied Micro Econ 101 - the way to stand apart from perfect competition is via differentiation and branding.

Preview 01:40

Pretty damn important

Preview 03:59

iPhones and Macs both prove a truism from Micro Econ 101: Perfect competition implies undifferentiated products and identical prices. Apple has this figured out - it vacuums all of the industry profits in smartphones with ~ 20% market share.

Perfect Competition: The Exceptions Prove the Rule
13:42

In 2001 Apple adopted a strategy it called the Digital Hub. See how iPod + iTunes set the stage for all of the spectacular hits to follow, including the iPad and the iPhone

The Digital Hub: iTunes + iPod
10:51

Apple Pay and the Apple Watch represent the first major bets placed by the company in the post-Jobs era. The jury is out on whether these will be monster hits too.

On Tim's Watch: Apple Watch and Apple Pay
09:49

Apple's size and geographical spread are worth understanding - especially the company's success in China.

How Big, How Far
03:50

Apple only competes with the best: Google, Samsung and Microsoft have all had complicated relationships with Apple

The Best of the Best
02:31

We examine Apple's revenues, profit margins, growth rates and valuation.

Need Help Counting the Money?
11:38

Apple's story is inextricably linked to Steve Jobs - a brilliant, complicated individual

A Job for Jobs
01:56

We trace Apple's history from its founding in 1976 until the return of Steve Jobs for his second stint with the company in 1997. Interesting but volatile times for the company.

Apple Before the Second Coming
15:57

In the period between Jobs' return to Apple in 1997 and his death in 2011, the company delivered an astonishing turnaround, and redefined one industry after another.

Unbeaten, Unbeatable
11:13
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Case Study: Twitter
8 Lectures 55:42

Twitter is a thriving platform, but a struggling company. This divergence makes it more - not less - important for us to understand.

Preview 00:41

Why is Twitter so important? Because it is a flourishing platform but a struggling company.

Preview 01:48

Twitter did a great job of monetising its early engagement, but did n't pay heed when engagement stagnated.

Preview 07:50

For a company with its public profile, Twitter has astonishingly small revenues, and astonishingly high costs.

How does Twitter manage to lose so much money?
17:40

Because we don't really know a company until we understand its size and geographical spread.

How Big, How Far
02:10

Twitter has had a strange life so far. Who knows what tomorrow will bring.

Preview 12:40

Key characters from Twitter's past and possibly its future.

The Characters in the Drama
05:32

Twitter competes with two of the most successful and valuable company's in the world right now: Google and Facebook. So far, its struggled to go toe-to-toe.

Toe-to-Toe
07:21
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Case Study: LinkedIn
7 Lectures 36:05

LinkedIn is low on drama, but high on diversification. It is especially interesting to study right now, as it seeks to go from being a professional social network, to a content destination.

Preview 00:42

LinkedIn is important because it straddles many worlds. One company with 4 business models.

Preview 02:17

But not a slouch at spending money either. That's the tale of LinkedIn's costs and revenues.

Not a One-Trick Pony
12:19

LinkedIn publishes unusually granular information about its geographic split - but even so the most noteworthy bit about its international operations is its relative success in China

A Rare Success In China
03:24

LinkedIn's life has been far less drama-filled than that of many of its tech industry peers.

Drama-Free
03:50

LinkedIn seems to be making a conscious shift from professional social network to content destination. See the why - and the how.

Social Network to Content Destination
05:30

LinkedIn has 4 superbly diversified streams of revenue that still somehow make sense together, and defy classification - or competition

In Its Own Little Niches
08:03
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Case Study: Facebook
6 Lectures 49:38

Facebook is the most important social network, and one of the most successful companies in the world today

Facebook Rising
00:38

Facebook is doing many things right (right now): monetising well, engaging well; making smart acquisitions (Instagram, Whatsapp); executing on product. This rare combination has investors super-optimistic.

Rockstar du jour
17:35

Facebook's core business is very very profitable - the company is consciously sacrificing some of those profits to quickly build up other businesses that might become its core businesses tomorrow.

A Profit-Machine Buys Growth
08:31

Facebook's geographical splits show some interesting trends: the company is adroitly milking more revenue out of its mature markets, while simultaneously building engagement and a large user base in emerging markets.

Monetising in the US, Engaging in Asia
02:38

Facebook's run so far has been widely studied - but this section focuses on Myspace's decline, and a brief period of uncertainty in 2012-2013 as drivers of Facebook's dream run in the last 2 years.

Learning from mistakes: own and others
13:10

Some companies have size, others have growth, yet others have profits. Right now, only Facebook has them all. This Goldilocks combination is what makes Facebook so valuable relative to its peers (Google is 4x Facebook's revenues, but < 2x Facebook's valuation)

Goldilocks
07:06
About the Instructor
Loony Corn
4.3 Average rating
4,638 Reviews
37,245 Students
76 Courses
An ex-Google, Stanford and Flipkart team

Loonycorn is us, Janani Ravi and Vitthal Srinivasan. Between us, we have studied at Stanford, been admitted to IIM Ahmedabad and have spent years  working in tech, in the Bay Area, New York, Singapore and Bangalore.

Janani: 7 years at Google (New York, Singapore); Studied at Stanford; also worked at Flipkart and Microsoft

Vitthal: Also Google (Singapore) and studied at Stanford; Flipkart, Credit Suisse and INSEAD too

We think we might have hit upon a neat way of teaching complicated tech courses in a funny, practical, engaging way, which is why we are so excited to be here on Udemy!

We hope you will try our offerings, and think you'll like them :-)