{"id":7732,"date":"2015-12-14T13:06:47","date_gmt":"2015-12-14T18:06:47","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/twitter-at-a-crossroads\/"},"modified":"2015-12-14T13:48:12","modified_gmt":"2015-12-14T18:48:12","slug":"twitter-at-a-crossroads","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/twitter-at-a-crossroads\/","title":{"rendered":"Twitter at a Crossroads"},"content":{"rendered":"<p>In recent months, Twitter has gone through hard times as the company falls behind its user growth targets and witnessed its stock (NYSE: TWTR) drop below its IPO price of $26 in 2013. Until the company increases its effectiveness in driving alignment between its operating and business models, it is doubtful that Twitter will be able to meet market expectations in terms of user growth, user engagement, and monetization.<\/p>\n<p><a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-13-at-10.10.14-PM.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-7729\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-13-at-10.10.14-PM-300x260.png\" alt=\"Twitter Inc's stock price performance\" width=\"300\" height=\"260\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-13-at-10.10.14-PM-300x260.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-13-at-10.10.14-PM.png 571w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<h2>\u00a0What\u2019s in a tweet? Twitter\u2019s business model and operating model<\/h2>\n<p>Twitter is an online social networking service that enables users to send and read short 140-character messages called &#8220;tweets&#8221; via mobile, online, or SMS. The platform generates value for its core users as follows:<\/p>\n<ol>\n<li>The platform serves as a community where users can get updates on and interact with other users, both real-world acquaintances as well as celebrities;<\/li>\n<li>Users can access and search an instant information\/news feed for the latest events happening near them as well as in the world at large.<\/li>\n<\/ol>\n<p>By Q3 2015, Twitter was serving 320 million active monthly users.\u00a0 Similar to any social networking site, Twitter&#8217;s user base and the engagement of those users is the lifeblood of the company, as the users generate most of the content on the platform.<\/p>\n<p><a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-7730\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM-300x169.png\" alt=\"Twitter Monthly Active Users\" width=\"300\" height=\"169\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM-300x169.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM-1024x578.png 1024w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM-600x339.png 600w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-14-at-12.31.13-AM.png 1181w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<p>For advertising, Twitter creates value by enabling them to purchase \u201cPromoted Products\u201d\u2014mostly on a pay-for-performance basis\u2014that are integrated into the platform as native advertising and are designed to be compelling and useful to users as organic content. Promoted Products consists of:<\/p>\n<ul>\n<li><em>Promoted Tweets<\/em> that target particular users by using Twitter\u2019s proprietary algorithm and understanding of each user\u2019s Interest Graph;<\/li>\n<li><em>Promoted Accounts that <\/em>provide a way for advertisers to grow a community of users who are interested in their business, products or services;<\/li>\n<li><em>Promoted Trends <\/em>where promoted tweets can be displayed to the user at the top of search results relating to the trending topics of the day<em>.<\/em><\/li>\n<\/ul>\n<p>According to Twitter\u2019s 2014 annual report, their technology platform and information database enables them \u201cto provide targeting capabilities based on audient attributes like geography, interests, keyword, television conversation and devices that make it possible for advertisers to promote their brand, products and services, amplify their visibility and reach, and complement and extend the conversation around their advertising campaigns.\u201d\u00a0 The platform also allows for advertising across the mobile ecosystem throughout the user lifecycle, \u201cfrom acquiring new users through app installs, to engaging existing users who already have the advertisers\u2019 apps on their device.\u201d Twitter\u2019s 2013 acquisition of MoPub, a mobile-focused advertising exchange, enabled the company to offer one comprehensive monetization platform that combines ad serving, ad network mediation and a real-time bidding exchange.<\/p>\n<h2>#Fail &#8211; Where did things go wrong?<\/h2>\n<p>Even though Q3 2015 financials were on\u00a0target, the company lowered revenue projections for Q4 due to major issues with user growth: Twitter\u2019s 320 million monthly active users represents only a four\u00a0million increase over the last quarter, compared to the 49 million new monthly users added by Facebook. Industry observers attributed this user growth slowdown to product stagnation.\u00a0 This is particularly worrying as declining user engagement could translate into user defections to competing platforms, and advertisers are likely to follow suit.<\/p>\n<p>There are two major challenges with\u00a0the operating model which undermined Twitter\u2019s ability to deliver on its business model:<\/p>\n<ul>\n<li><em>Lack of a steady leadership team<\/em>: In 2014-2015, Twitter changed out its CEO, COO, CFO, head of product (twice), head of news, and head of engineering.<\/li>\n<li><em>Teams were too bulky and inefficient<\/em>: By the end of Q2 2015, Twitter had 4,100 employees, more than double the ~ 2,000 employees it had in Q2 2013 just before the IPO. Compared to Google and Facebook, Twitter was underperforming on the revenue it drives per headcount. Industry observers believed that the company had too much fat, was moving too slowly, and was too bogged down by bureaucracy. In October 2015, Twitter cuts 8% of its workforce in an attempt to move to smaller, more focused and nimble teams.<\/li>\n<\/ul>\n<p><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/21926819298_0e04faf5da_o.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium wp-image-7731\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/21926819298_0e04faf5da_o-300x205.png\" alt=\"Revenue driven per employee across social networking companies\" width=\"300\" height=\"205\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/21926819298_0e04faf5da_o-300x205.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/21926819298_0e04faf5da_o-600x409.png 600w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/21926819298_0e04faf5da_o.png 755w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><\/p>\n<h2>#WhichWayIsUp &#8211; Where will Twitter go from here?<\/h2>\n<p>Under new CEO Jack Dorsey, Twitter has made substantial progress in advancing the product, releasing several new innovations such as Moments, NBA Live timeline, interactive ads and click-driven pre-populated tweets. Acquisitions like <a href=\"https:\/\/vine.co\" target=\"_blank\">Vine<\/a> and <a href=\"https:\/\/www.periscope.tv\" target=\"_blank\">Periscope<\/a> offer opportunities to further expand the platform\u2019s features and attract a broader base of users. \u00a0In addition, the company has expressed an interest in diversify beyond its core \u201cTwitter product,\u201d and explore opportunities such as <a href=\"http:\/\/www.investopedia.com\/articles\/active-trading\/081215\/twitter-business-model-broken.asp#ixzz3uGHF7HNc\" target=\"_blank\">monetizing non-users through re-targeting of advertisements<\/a> (sending advertisement to potential users who have visited the Twitter platform but have not yet made an active profile) and <a href=\"https:\/\/medium.com\/backchannel\/the-circles-of-twitter-838f44fda4f#.4jocuz982\" target=\"_blank\">hosting commercial e-storefronts \u00e0 la Amazon or eBay<\/a>.<\/p>\n<p>The big question remains, however, as to whether or not Twitter can strengthen its operating model to effectively execute on its many ambitions, and do it quickly before it loses further ground in the competition for digital ad dollars. Given its track record over the last two years, Dorsey might need to narrow the company\u2019s focus in the next 12 months to prove out its business model before expanding in too many directions.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>Sources:<\/strong><\/p>\n<ol>\n<li>\u201cIs the Twitter Business Model Broken? (TWTR)\u201d August 17, 2015. Investopedia. <a href=\"http:\/\/www.investopedia.com\/articles\/active-trading\/081215\/twitter-business-model-broken.asp#ixzz3uGHF7HNc\">http:\/\/www.investopedia.com\/articles\/active-trading\/081215\/twitter-business-model-broken.asp#ixzz3uGHF7HNc<\/a><\/li>\n<li>\u201cThe Circles of Twitter.\u201d February 5, 2015. Backchannel. <a href=\"https:\/\/medium.com\/backchannel\/the-circles-of-twitter-838f44fda4f#.44c9cnspt\">https:\/\/medium.com\/backchannel\/the-circles-of-twitter-838f44fda4f#.44c9cnspt<\/a><\/li>\n<li>\u201cJack in a Box: Can Twitter Be Saved?\u201d October 16, 2015: The New Yorker. <a href=\"http:\/\/www.newyorker.com\/business\/currency\/jack-in-a-box-can-twitter-be-saved\">http:\/\/www.newyorker.com\/business\/currency\/jack-in-a-box-can-twitter-be-saved<\/a><\/li>\n<li>\u201cTwitter Drops 7%: Can Rumored Staff Cuts Close Efficiency Gap?\u201d October 12, 2015. Barron\u2019s Tech Trader Daily. <a href=\"http:\/\/blogs.barrons.com\/techtraderdaily\/2015\/10\/12\/twitter-drops-7-can-rumored-staff-cuts-glose-efficiency-gap\/\">http:\/\/blogs.barrons.com\/techtraderdaily\/2015\/10\/12\/twitter-drops-7-can-rumored-staff-cuts-glose-efficiency-gap\/<\/a><\/li>\n<li>Twitter Q3 2015 Earnings Report slide presentation. <a href=\"https:\/\/investor.twitterinc.com\/common\/download\/download.cfm?companyid=AMDA-2F526X&amp;fileid=856827&amp;filekey=0351A89E-5465-46CD-AC5C-4E089220CDC3&amp;filename=2015_Q3_Earnings_Slides.pdf\">https:\/\/investor.twitterinc.com\/common\/download\/download.cfm?companyid=AMDA-2F526X&amp;fileid=856827&amp;filekey=0351A89E-5465-46CD-AC5C-4E089220CDC3&amp;filename=2015_Q3_Earnings_Slides.pdf<\/a><\/li>\n<li>\u201cWill Twitter Inc Ever Be Profitable?\u201d April 11, 2015. The Motley Fool. <a href=\"http:\/\/www.fool.com\/investing\/general\/2015\/04\/11\/will-twitter-inc-ever-be-profitable.aspx\">http:\/\/www.fool.com\/investing\/general\/2015\/04\/11\/will-twitter-inc-ever-be-profitable.aspx<\/a><\/li>\n<li>\u201cWhat Twitter Says, and What Investors Hear.\u201d June 18, 2015. Lowercase Capital. <a href=\"http:\/\/lowercasecapital.com\/2015\/06\/18\/what-twitter-says-and-what-we-hear\/\">http:\/\/lowercasecapital.com\/2015\/06\/18\/what-twitter-says-and-what-we-hear\/<\/a><\/li>\n<li>Twitter Annual Report, 2014. <a href=\"http:\/\/www.viewproxy.com\/twitter\/2015\/1\/annualreport2014.pdf\">http:\/\/www.viewproxy.com\/twitter\/2015\/1\/annualreport2014.pdf<\/a><\/li>\n<li>\u201cTwitter Stock Tanks on Stagnant User Growth, Lowered Expectations.\u201d October 27, 2015. Re\/code. <a href=\"http:\/\/recode.net\/2015\/10\/27\/twitter-expects-lower-sales-current-quarter-as-user-growth-stagnates\/\">http:\/\/recode.net\/2015\/10\/27\/twitter-expects-lower-sales-current-quarter-as-user-growth-stagnates\/<\/a><\/li>\n<li>\u201cTwitter shares crash as user growth stalls.\u201d October 27, 2015. Business Insider. <a href=\"http:\/\/www.businessinsider.com\/twitter-earnings-q3-2015-2015-10\">http:\/\/www.businessinsider.com\/twitter-earnings-q3-2015-2015-10<\/a><\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"<p>Key gaps between Twitter&#039;s business and operating models slowed down product development and hampered the company in its race for more users&#8211;and accompanying digital ad dollars. Faced with a skeptical market, the company needs to refocus on execution and proving out its business model if it is to survive in the face of rising competitors like Instagram and Snapchat.<\/p>\n","protected":false},"author":970,"featured_media":7733,"comment_status":"open","ping_status":"closed","template":"","categories":[119,1214,1213,75],"class_list":["post-7732","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-loser","category-ship-more-product","category-social-networking","category-twitter"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/the-tom-challenge-tom-winners-and-losers-assignment\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Twitter at a Crossroads - Technology and Operations Management<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/twitter-at-a-crossroads\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Twitter at a Crossroads - Technology and Operations Management\" \/>\n<meta property=\"og:description\" content=\"Key gaps between Twitter&#039;s business and operating models slowed down product development and hampered the company in its race for more users--and accompanying digital ad dollars. 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