Yelp Competition

Yelp Competition

Yelp expects to face increased competition in the market.

The market for information regarding local businesses and advertising is intensely competitive and rapidly changing. With the emergence of new technologies and market entrants, competition is likely to intensify in the future. Our competitors include, among others; offline media companies and service providers; newspaper, television, and other media companies, Internet search engines, such as Google, Yahoo! and Bing; and various other online service providers. Our competitors may enjoy competitive advantages, such as greater name recognition, longer operating histories, substantially greater market share, large existing user bases and substantially greater financial, technical and other resources. These companies may use these advantages to offer products similar to ours at a lower price, develop different products to compete with our current solutions and respond more quickly and effectively than we do to new or changing opportunities, technologies, standards or client requirements. In particular, major Internet companies, such as Google, Facebook, Yahoo! and Microsoft may be more successful than us in developing and marketing online advertising offerings directly to local businesses, and many of our advertisers and potential advertisers may choose to purchase online advertising services from these competitors and may reduce their purchases of our products. In addition, many of our current and potential competitors have established marketing relationships with and access to larger client bases. As the market for local online advertising increases, new competitors, business models and solutions are likely to emerge. We also compete with these companies for the attention of contributors and consumers, and may experience decreases in both if our competitors offer more compelling environments. For all of these reasons, we may be unable to maintain or grow the number of people who use our website and mobile app and the number of businesses that use our advertising solutions and we may face pressure to reduce the price of our advertising solutions, in which case our business, results of operations and financial condition will be harmed.

The traffic to our website and mobile application may decline and our business may suffer if other companies copy information from our platform and publish or aggregate it with other information for their own benefit.

From time to time, other companies copy information from our platform, through website scraping, robots or other means, and publish or aggregate it with other information for their own benefit. For example, in parts of 2010 and 2011, Google incorporated content from our website into its own local product without our permission. Google’s users, as a result, may not have visited our website because they found the information they sought on Google. Our Chief Executive Officer recently testified before the U.S. Senate Committee on the Judiciary, Subcommittee on Antitrust, Competition Policy and Consumer Rights regarding Google’s practices in this regard. While we do not believe that Google is still incorporating our content within its local products, we have no assurance that Google or other companies will not copy, publish or aggregate content from our platform in the future.

When third parties copy, publish, or aggregate content from our platform, it makes them more competitive, and decreases the likelihood that consumers will visit our website or use our mobile app to find the information they seek, which could negatively affect our business, results of operations and financial condition. We may not be able to detect such third party conduct in a timely manner and, even if we could, we may not be able to prevent it. In some cases, particularly in the case of websites operating outside of the United States, our available remedies may be inadequate to protect us against such practices. In addition, we may be required to expend significant financial or other resources to successfully enforce our rights.

Yelp Risks

Dependence on Reviews

Our success depends on the quality of the reviews, photos and other content that we show on our platform, including whether they are helpful, up-to-date, unbiased, relevant, unique and reliable. If users do not value the content on our platform, they may stop or reduce the use of our products, and traffic to our website and on our mobile app will decline. If our user traffic declines, our advertisers may stop or reduce the amount of advertising on our platform. As a result, our business could be negatively affected if we fail to obtain high quality content from our contributors, or if the content we display is perceived to be unhelpful, out-of-date, biased, irrelevant, not unique or unreliable. We must therefore ensure that our products and features are attractive to users, and encourage them to contribute. In addition, users who contribute content to our platform may provide content to our competitors or subsequently remove their content from our platform. If they do so, the value of our content may decline relative to other available products and services, and our business may be harmed.

While we attempt to filter or remove content that may be offensive, biased, unreliable or otherwise unhelpful, we cannot guarantee the effectiveness or adequacy of these efforts. If we fail to filter or remove a significant amount of content that is biased, unreliable, or otherwise unhelpful, or if we mistakenly filter or remove a significant amount of valuable content, our reputation and brand may be harmed, users may stop using our products and our business and results of operations could be adversely affected.

Relying on Internet Searches

Our success depends in part on our ability to attract users through unpaid Internet search results on search engines like Google, Yahoo! and Bing. The number of users we attract to our website from search engines is due in large part to how and where our website ranks in unpaid search results. These rankings can be affected by a number of factors, many of which are not in our direct control, and they may change frequently. For example, a search engine may change its ranking algorithms, methodologies or design layouts. As a result, links to our website may not be prominent enough to drive traffic to our website, and we may not be in a position to influence the results. In some instances, search engine companies may change these rankings in order to promote their own competing products or services or the products or services of one or more of our competitors. Our website has experienced fluctuations in search result rankings in the past, and we anticipate fluctuations in the future. Any reduction in the number of users directed to our website could adversely impact our business and results of operations.

Google in particular is the most significant source of traffic to our website accounting for more than half of the visits to our website from Internet searches during the nine months ended September 30, 2011. Our success depends on our ability to maintain a prominent presence in search results for queries regarding local businesses on Google. Google has removed links to our website from portions of its web search product, and has promoted its own competing products, including Google’s local products, in its search results. Given the large volume of traffic to our website and the importance of the placement and display of results of a user’s search, similar actions in the future could have a substantial negative effect on our business and results of operations.

Yelp needs to maintain and expand its base of advertisers

In the nine months ended September 30, 2011, substantially all of our revenue was generated by the sale of advertising products. Our ability to grow our business depends on our ability to maintain and expand our advertiser base. To do so, we must convince prospective advertisers of the benefits of our products, including those who may not be familiar with our products (such as those in new markets). We must also convince existing and prospective advertisers alike that our advertising products work to their benefit. Many of these businesses are more accustomed to using more traditional methods of advertising, such as newspapers or print yellow pages directories. Failure to maintain and expand the advertiser base could harm our business.

Our advertisers do not typically have long-term obligations to purchase our products. In addition, we rely heavily on advertising spend by small and medium-sized local businesses, which have historically experienced high failure rates and often have limited advertising budgets. As a result, we may experience attrition in our advertisers in the ordinary course of business resulting from several factors, including losses to competitors, lower priced competitors, perceptions that our advertising solutions are unnecessary or ineffective, declining advertising budgets, closures and bankruptcies. We must continually add new advertisers both to replace advertisers who choose not to renew their advertising or who go out of business, or otherwise fail to fulfill their advertising contracts with us, and to grow our business. Our advertisers’ decisions to renew depend on a number of factors, including the degree of satisfaction with our products and their ability to continue their operations and spending levels. The ratings and reviews that businesses receive from our users may also affect advertising decisions by current and prospective advertisers. For instance, favorable ratings and reviews, on the one hand, could be perceived as obviating the need to advertise, and unfavorable ratings and reviews, on the other, could discourage businesses from advertising to an audience they perceive as hostile or cause them to form a negative opinion of our products and user base which could discourage them from doing business with us. If our advertisers increase their rates of non-renewal or if we experience significant advertiser attrition or contract breach, or if we are unable to attract new advertisers in numbers greater than the number of advertisers that we lose, our client base will decrease and our business, financial condition and results of operations would be harmed.

Yelp Growth Strategy

Yelp Growth Strategy

Yelp intends to grow its platform and our business by focusing on the following key growth strategies:

Growth in Existing Markets. Within existing markets, we will seek to increase the number of reviews, attract more users, increase usage of current users and attract more businesses.

Expand to New Geographic Markets. We are active in the United States, Canada and Europe, and we see a significant opportunity to continue expanding our footprint in new markets, both domestically and abroad. While we have not yet begun to sell advertising in our international markets, we intend to begin hiring an international sales force in 2012.

Platform Expansion. We plan to continue to innovate and introduce new products for our website and mobile app and to introduce our content and solutions on new platforms and distribution channels, such as automobile navigation systems, web-enabled televisions and voice-enabled mobile devices.

Enhance Monetization. We intend to grow our sales force and expand our portfolio of revenue-generating products in order to reach more businesses and increase the amount they spend on our advertising products.

Yelp Operatin Loses

But since Yelp inception, it has incurred significant operating losses, and, as of September 30, 2011, we had an accumulated deficit of approximately $32.1 million. Although our revenues have grown rapidly, increasing from $12.1 million in 2008, to $47.7 million in 2010, we expect that our revenue growth rate will decline in the future as a result of a variety of factors, including the maturation of our business and the gradual decline in the number of major geographic markets, especially within the United States, to which we have not already expanded, and you should not rely on the revenue growth of any prior quarterly or annual period as an indication of our future performance. We also expect our costs to increase in future periods as we continue to expend substantial financial resources on:

  • product and feature development;
  • sales and marketing;
  • our technology infrastructure;
  • domestic and international expansion efforts;
  • strategic opportunities, including commercial relationships and acquisitions; and
  • general administration, including legal and accounting expenses related to being a public company.

These investments may not result in increased revenue or growth in our business. If we are unable to maintain adequate revenue growth and to manage our expenses, we may continue to incur significant losses in the future and may not be able to achieve or maintain profitability.

Yelp dependence on a strong brand

Yelp business depends on a strong brand, and any failure to maintain, protect and enhance our brand would hurt our ability to retain or expand our base of users and advertisers, or our ability to increase their level of engagement.

We have developed a strong brand that we believe has contributed significantly to the success of our business. Maintaining, protecting and enhancing the “Yelp” brand is critical to expanding our base of users, advertisers and partners and increasing their engagement with our solutions, and will depend largely on our ability to maintain consumer trust in our solutions and in the quality and integrity of the user content and other information found on our website and mobile app, which we may not do successfully. If we do not successfully maintain a strong brand, our business could be harmed.

Our trademarks are an important element of our brand. We have faced in the past, and may face in the future, oppositions from third parties to our applications to register key trademarks in foreign jurisdictions in which we expect to expand our presence. If we are unsuccessful in defending against these oppositions, our trademark applications may be denied. Whether or not our trademark registration applications are denied, third parties may claim that our trademarks infringe their rights. As a result, we could be forced to pay significant settlement costs or cease the use of these trademarks and associated elements of our brand in those or other jurisdictions. Doing so could harm our brand or brand recognition and adversely affect our business, financial condition and results of operation.

Internet Economic Conditions

Salvador Trinxet and the Internet Economic Conditions

Wich may be the impact of the worldwide economic conditions in the internet local advertising industry?

Salvador Trinxet Llorca

: Such impact, including the resulting effect on advertising spending by local businesses, may adversely affect some internet firm´s business, operating results and financial condition.

The performance of these companies is subject to worldwide economic conditions and their impact on levels of advertising spend by small and medium-sized businesses, which may be disproportionately affected by economic downturns. To the extent that the current economic slowdown continues, or worldwide economic conditions materially deteriorate, their existing and potential advertising clients may no longer consider investment in their advertising solutions a necessity, or may elect to reduce advertising budgets. Historically, economic downturns have resulted in overall reductions in advertising spending. In particular, web-based advertising solutions may be viewed by some of their existing and potential advertising clients as a lower priority and could cause advertisers to reduce the amounts they spend on advertising, terminate their use of our solutions or default on their payment obligations to these businesses.

Do you think that these economic conditions may adversely impact levels of consumer spending?

Salvador Trinxet Llorca

:Yes, and these conditions also could adversely impact the numbers of consumers visiting internet firm´s website and mobile app. Consumer purchases of discretionary items generally decline during recessionary periods and other periods in which disposable income is adversely affected. If spending at many of the local businesses reviewed on their website or mobile app declines, businesses may be less likely to use their advertising products, which could have a material adverse effect on their financial condition and results of operations.

Do Internet companies face potential liability and expense for legal claims based on the content on their platform?

Salvador Trinxet Llorca

:Of course. These companies face potential liability and expense for legal claims relating to the information that they publish on their website and mobile app, including claims for defamation, libel, negligence and copyright or trademark infringement, among others. For example, businesses in the past have claimed, and may in the future claim, that they are responsible for defamatory opinions posted by their users. Companies should expect claims like these to continue, and potentially increase in proportion to the amount of content on their platform. These claims could divert management time and attention away from their business and result in significant costs to investigate and defend, regardless of the merits of the claims. In some instances, they may elect or be compelled to remove content or may be forced to pay substantial damages if they are unsuccessful in their efforts to defend against these claims.

Then, what happens if these internet businesses elect or are compelled to remove valuable content from their website or mobile app?

In such a case, their platform may become less useful to consumers and their traffic may decline, which could have a negative impact on their business and financial performance.

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6 Internet Companies and Economic Impact– Salvador Trinxet Llorca -.
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hace 8 horas – la actividad económica está intensificando
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Llorca: Se trata de un sencillo texto

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¿El tema económico puede socavar la imagen de la Abogacía? Salvador
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– Nahúm Castillo nos dice que la reestructuración de la percepción
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Entradas con la etiqueta ‘Salvador Trinxet basic premise
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from which you can benefit.

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Salvador Trinxet, Smartphones and Mobile Devices

Salvador Trinxet, Smartphones and Mobile Devices

Do many people use smartphones and other mobile devices to access information about local businesses?.

Salvador Trinxet Llorca

: The number of people who access information about local businesses through mobile devices, including smartphones and handheld tablets or computers, has increased dramatically in the past few years and is expected to increase. Because somo companies do not currently deliver advertising on their mobile app, they have not materially monetized their mobile app to date. If consumers use these companies mobile app at the expense of their website, their advertisers may stop or reduce advertising on their website, and they may be unable to advertise on their mobile app unless they develop effective mobile advertising solutions that are compelling to them. Similarly, they may be unable to attract new advertisers unless they develop effective mobile advertising solutions. At the same time, it is important that any mobile advertising solutions that these companies develop do not adversely affect their users’ experience. If they fail to develop effective advertising solutions, if their solutions alienate their user base, or if their solutions are not widely adopted or are insufficiently profitable, their business may suffer.

If companies are not successful in developing solutions that generate revenue from their mobile application, what will happens?

Salvador Trinxet Llorca

: In such situation,or when those solutions are not widely adopted, their results of operations and business could be adversely affected.

Additionally, as new mobile devices and platforms are released, it is difficult to predict the problems these businesses may encounter in developing products for these alternative devices and platforms, and they may need to devote significant resources to the creation, support, and maintenance of such products. In addition, if they experience difficulties in the future in integrating their mobile app into mobile devices or if problems arise with their relationships with providers of mobile operating systems or mobile application download stores, such as those of Apple or Google, if these firms (the new internet companies, for example) applications receive unfavorable treatment compared to the promotion and placement of competing applications, such as the order of their products in the Apple AppStore, or if they face increased costs to distribute their mobile app, their future growth and their results of operations could suffer.

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Yelp Strengths

Yelp Strengths

Yelp is one of the leading providers of information about local businesses. We believe that our success is largely attributable to the breadth, depth and overall quality of the more than 22 million reviews contributed to our platform. These reviews helped us draw approximately 61 million unique visitors to our website, on a monthly average basis for the quarter ended September 30, 2011. In addition to the reviews available on our platform, other key strengths contributing to our success include:

  • Passionate Community. We foster and support vibrant communities of contributors in the markets in which we operate, creating an environment that is conducive for people to write thoughtful and detailed reviews about local businesses. These local communities are hard to replicate, and they generate the detailed and passionate reviews for which we are known.
  • Leading Brand in Local. Our exclusive focus on local has helped us to establish a powerful brand identity for local search. To maintain our strong brand, we will continue to foster communities of contributors, strive to ensure the richness and authenticity of reviews and increase the speed and accuracy of local business search.
  • Powerful Network Effect. Our platform helps people find great local businesses to meet their everyday needs. As more people use our platform, more of them write reviews. Each review that a user contributes helps expand the breadth and depth of the content on our platform, in turn drawing in more consumers. This increase in consumer traffic improves our value proposition to local businesses as they seek low-cost, easy-to-use and effective advertising solutions to target a large number of intent-driven consumers.
  • Proven Market Development Strategy. We have a track record of successfully building out new markets, which is a key driver of our growth and our leadership position.
  • Local-Focused Sales Force. We have been able to attract and train a highly specialized and effective internal sales force. Members of our sales force benefit from our powerful business model and brand, as they have easy access to approximately 19 million U.S. local businesses and approximately 529,000 claimed local business locations worldwide on our platform.
  • Proprietary Technology. Our highly skilled engineering team has developed superior search and review filtering technologies, which, together with ongoing innovation, help us attract a large base of contributors, consumers and local businesses.
  • Attractive Business Model. Reviews contributed by our users enable us to benefit from low content creation costs. Based on the breadth of content and variety of advertising solutions on our platform, we have been able to attract a large audience of consumers with almost no traffic acquisition costs and a diverse customer base of local business and national brand advertisers.

Yelp Market Development

As of September 30, 2011, Yelp was active in 43 Yelp markets in the United States and 22 Yelp markets internationally. In the markets we have entered, review growth and consumer activity are generally followed by revenue generated from local businesses. To illustrate the development of our markets as they scale, we highlight below our review and revenue metrics for three cohorts of Yelp markets in the United States: the Yelp markets that we launched in 2005-2006; the Yelp markets that we launched in 2007-2008; and the Yelp markets that we launched in 2009-2010.

Yelp Business

Yelp Business: Industry Overview

Every day, hundreds of millions of consumers make decisions about where to spend their money at local businesses. According to the U.S. Census Bureau, in the United States alone, there are over 27 million local business locations, which we believe represents a multi-trillion dollar market for commerce. According to BIA/Kelsey, a market intelligence firm, local businesses are estimated to have spent $19.6 billion on online advertising and $113.6 billion on traditional offline advertising in 2010. We believe several secular trends will increasingly challenge the traditional ways in which local businesses have connected with consumers and will offer opportunities for solutions like ours.

Online Reviews are Gaining Credibility. With the growth of the Internet, online reviews have become a regularly relied-upon source of information. According to a 2011 survey of U.S. consumers conducted by Cone Communications, a public relations and marketing agency, 87% of respondents said that positive information they read online reinforced their decision to purchase a product or service and 64% of respondents said that they go online to search for customer or user reviews.

Local Advertising is Moving from Offline to Online. Over the past decade, the advertising market for local businesses has undergone rapid and fundamental changes. Consumers who at one time turned almost exclusively to the yellow pages, newspapers, magazines and other forms of offline media for information about local businesses are now increasingly relying on online resources. As consumers move online, local businesses are shifting their ad spending from traditional media sources to online advertising.

Mobile Connected Devices and Apps are Proliferating. Mobile devices provide an ideal platform for people to search for local businesses due to their ability to identify consumer location and provide all the benefits of digital content to consumers on the go. IDC, a market research firm, estimates that there will be over 1 billion smartphone shipments worldwide in 2015.

Why Consumers Choose Yelp

Yelp believes consumers are drawn to our platform because Yelp reviews reflect recent, firsthand experiences from the community that help consumers find the best local businesses for their everyday needs. The Yelp platform is free and easy to use and has broad demographic appeal, serving local communities in the United States and internationally.

Yelp Reviews. Yelp reviews are core to the Yelp experience and a key point of differentiation from competing services. The passionate and detailed reviews on Yelp form a rich database from which consumers can draw relevant information about how and where to spend money locally.

Some of the distinguishing characteristics of Yelp reviews include:

  • Breadth. Our users have contributed over 22 million reviews covering a wide range of local business categories.
  • Depth. We feature full-text reviews, providing detailed, searchable information about local businesses with greater depth of content than most competitive offerings. As of September 30, 2011, the reviews on our platform contained an average of more than 100 words. In addition to more than 22 million reviews, we collect photos, “check-ins” and other detailed information about local businesses. The in-depth nature of these reviews and other information allows Yelp to provide useful responses even to very specific queries from consumers.
  • Relevant and Recent. Our platform is continually updated with fresh content from the community. Our contributors submitted over 25,000 reviews per day during the quarter ended September 30, 2011.
  • Trusted and Credible. The credibility of Yelp reviews is a critical component of our value proposition and brand. We ensure that all reviews are written by users with public Yelp profiles, and we encourage local businesses to respond to positive and negative reviews alike. We also use proprietary, automated filtering software to help us showcase the most helpful and reliable reviews among the millions that are submitted to our website.
  • Superior Search and Discovery. The combination of our proprietary search technology and our content enables consumers to receive especially relevant results for highly specific local searches.
  • Mobile. Our mobile app is an ideal way for people to discover great local businesses. It combines our reviews and other relevant information with knowledge of the consumer’s location in an integrated experience. Our mobile app also provides new ways to contribute content to our platform through features that let consumers “check-in” at local businesses and submit photos and “quick tips” directly from their smartphones.

Salvador Trinxet Llorca, professional services

Salvador Trinxet Llorca, professional services

Which are, in your opinion, the top causes of underperforming professional services project?
Salvador Trinxet Llorca: When I carry out the research for my books, I usually ask professional services firms what – in their opinion – the main causes of underperforming professional services projects are. I am starting to see a few issues cropping up consistently. Here are some of the top issues overall:
1. Insufficient support from senior management. Across all professional services services this is, by some distance, the biggest single cause of projects failing to deliver what was expected of them. Tip for clients: be clear – by speaking to professionals if necessary – about what will be required of internal stakeholders (in terms of time, authorization, commitment of human and financial resources etc) before starting the professional services project.
2. Challenges relating to the existing culture of an organization. Clients bring in professionals in the hope that they can make things better without anyone needing to break their stride. Tip for clients: encourage internal discussion with everyone that’s likely to be affected by a professional services project so that everyone is clear about what the professionals are being brought in to do (which will help to allay some of the suspicions some people tend to have about professionals, too). Even if you can’t be certain what changes will be required (which is likely), opening a dialogue about change and allowing staff to voice concerns (and share ideas) will help. Above all else, accept that this applies to you, too.
3. Lack of a clear strategy. The trouble with professional services projects is that they’re often started in response to some changes within the client organization. This leads to clients failing to discriminate between the questions they can answer, and the questions they can’t, and bringing in professionals too early to sort out the whole sorry mess for them. Tip for clients: my research suggests that more than 40% of eventual project over-runs (which themselves account, on average, for about 12% of project fees) are attributable to issues that occur before the consultant has even started work. Taking time to answer the questions you can (being clear about what you’re trying to achieve, why you’re bringing professionals in and what you want them to do for you) before the project starts will pay you back every time.
What do you think about differentiation among professional services firms?
Salvador Trinxet Llorca:I’ve been struck by how much the debate about differentiation has shifted from skills  to delivery. It’s now not the know-how of professionals that distinguishes them these days, but the fact they can get things done.
In establishing the difference between their and their clients’ ability to deliver, professional services firms face a choice:
They can denigrate managers’ ability to get things done themselves. Too embroiled in the day-to-day challenges of their job (the argument goes), managers can’t step back to see the “bigger picture” – a term, I suspect, entirely invented by professionals – and can’t cope with new initiatives.
The alternative approach would be to demonstrate that, while managers are good at implementation, professionals are even better. But how? Know-how, experience and methodologies – the stalwarts of professional services – are important, but rely on assertions (“Our know-how, experience and approaches are better than yours”).
Critical here will be product, proof and performance. Winning firms will be those that are absolutely clear about what they’re offering (the process they proposing to take over) and can demonstrate they can deliver it more cheaply and to a higher standard. If they can do this, probably everything else in the marketing mix – position, place and, most importantly, price – pales into insignificance.
Are big firms immune for competition?
Salvador Trinxet Llorca:It is tempting for large professional services firms to think they are immune from competition from independent professionals.
But the truth is that competition has a domino effect – two domino effects, actually, depending on whether demand for professional services is growing or falling.
Let’s divide professional services firms into four groups:
•Tier One firms are distinguished not just by size but by virtue of the fact they have recognisable brands and a genuinely international (if not always integrated) structure.
•Tier Two is typically populated by mid-sized firms, but what sets them apart is their depth of experience and expertise – something you only acquire if you’ve been around for a while.
•Tier Three firms are the young pretenders. Often (but not always) new entrants, their lodestones are focus (they’re very specialised) and innovation (the only way they can make their mark among their bigger rivals).
•Tier Four is where the freelance professionals sit. While often experts in their field, the main advantage they offer clients is price.
As a professional services firm evolves and grows, it moves through these tiers, so that price gives way to focus and innovation (which reduce the need to charge low fee rates), and innovation eventually gives way to expertise and experience. At the very top end of the food chain, the biggest firm, always on the hunt for talent and keen to set  themselves apart, acquire Tier Two firms. And, in a growing market (indicated by the green arrows in the diagram below), that’s exactly what you expect to see happening. Everyone competes by trying to move up the food chain, using their strength, whether that’s price, focus, innovation, etc, to take another firm’s market share.

More information:

Salvador Trinxet Lorca – Google+

Salvador Trinxet Lorca – Lawyer and International Tax Adviser – Madrid – Salvador Trinxet Lorca is a partner in the following Area Groups of the Group law firms:

The Bar Directory is available here 

The official directory of the General Council of the Bar of England and Wales. The link above will open a new window to Legal Hub, an on-line resource for the legal profession provided by Sweet and Maxwell.

Finding the right people | Internacionalizacion

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•Understand new employment practices and law Salvador Trinxet yand International Business

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A bar council (Irish: Comhairle an Bharra), in a Commonwealth country and in the General Council of the Bar, the professional body for England and Wales

Salvador Trinxet Llorca, professional services

Salvador Trinxet Llorca, Crisis

Salvador Trinxet Llorca, Crisis

Any thought about the impact of the crisis in the professional services industry?
Salvador Trinxet Llorca: In today’s tough and uncertain times, companies must not only cut costs and improve performance, but also provide the capacity and confidence needed to finance growth.  They can do so by mastering the “art of and”—shoring up their short-term performance while also having the courage to invest in new pathways to growth. This ability is what will separate the winners from the rest—and also create jobs specially in good macroeconomic times.
It’s not a question of one or the other, you have to do both.
The early stages of the recession saw a switch away from revenue-generating professional services (marketing, selling and strategy) to cost-reduction ones (operational improvement and outsourcing). In some countries, because confidence started to return, those trends were reversed. But now we find ourselves in a situation where both trends exist at once: clients are prioritizing operational improvement “and” sales/marketing professional services.
All of this points to a double-dip in performance, at least where the professional services industry is concerned, and that takes us into unchartered territory. The information we have from past recessions simply doesn’t guide us here. Clients, having almost exhausted their ability to cut costs already in this recession are looking at ways to grow themselves out of economic difficulties.
One of the challenges that emerge as a result of this is uncertainty. Demand for some areas of professional

services is often volatile from month to month, and client to client, but the trajectory for a year as a whole is usually clear. In some countries, the professional services industry was back to business-as-normal but this is not the case in most of the developed countries.
Which business model is best in the professional services industry?
Salvador Trinxet Llorca: Although conventional thinking about how professional services firms are structured has focused on the continuum from generalist to specialist, a more complex picture is emerging in which mode of delivery matters as much as skills base.

No one would deny that the long-term e

volution of the professional services industry has taken it towards ever deeper specialization, in some areas, especially in Anglo-Saxon countries. Inevitably, this has led to more subcontracting and it has tended to make generalist professional services less valuable, driving a wedge between expert and non-expert professional services that have far-reaching consequences.
But this picture is complicated by the existence (at least in some markets) of a substantial pool of freelance professionals and by multinational corporations which are short-staffed and are looking to professional services firms fill the gap,

giving an unexpected boost to the generalist model.
Suddenly, instead of competition primarily being between familiar enemies – the specialist against the generalists – it’s now also between firms and freelancers. Boutique professional services firms may be more focused than broader-based firms, but they also compete against the more flexible delivery model of expert networks. The latter, meanwhile, need to leverage their expertise in order to

put more space between them and body-shoppers, and the body-shoppers are striving to take market share from the generalists because they’re cheaper.

At the heart of this discussion is not which business model is best, but whether it’s possible to accommodate more than one model within one firm. Historically, that’s been the case: large professional services firms would sell clients resources on a body-s

hopping basis alongside higher-end professional services; small firms would provide professionals on expensive, short-term contracts or as longer-term interim managers; specialist firms would operate informal networks of expert associates without cannibalising their core professional services. But as the different models become more clearly delineated, that may not continue to be the case.
Why profit margins in the professional services industry have fallen?
Salvador Trinxet Llorca: For all the talk about scientific management, innovation and new technology,

professional services are an industry that’s founded on scarcity – of skills and of certain types of people. The more professional services firms control access to those limited resources, the more money they’ll make. But, in recent years, profit margins in the industry have fallen because the skills professional services firms have aren’t sufficiently scarce – clients find it hard to distinguish between those of different firms and, indeed, between the know-how they have internally and that professionals would brin

g. This explains, too, why body-shopping has become so prevalent: if everyone appears to have the same skills, then the “scarcity” offered by professional services firms is flexibility – they’re providing something clients don’t have, the ability to hire and fire good people at a moment’s notice and without acrimony.

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Salvador Trinxet Llorca, Crisis

Salvador Trinxet, Professionals

Salvador Trinxet, Professionals

What do you think about “body – shopping” professionals?
Salvador Trinxet Llorca:One thing that has struck me so far is the relentless rise of body-shopping, where clients define their requirements in terms of the skills they need rather than projects, and buy individuals rather than teams.
To be honest, I’ve been surprised. In the early days of the financial crisis it looked as though “body-shopping” professionals were suffering most, as procurement departments, wise to their canny ability to slip into a line role and stay there for months or years, made it harder for middle managers to hire them. In some countries, the demand for such professionals seems higher than ever before.
What’s driving this? One important, but short-term, reason is a lack of internal resources. My research about the financial services sector found that many companies had made too many people redundant during the recession and were struggling to keep up in the recovery. But there are long-term causes. More sophisticated clients, many of whom are ex-professionals, are quite capable of managing their own teams, made up from a combination of internal staff and freelance professionals. Body-shopping professionals are usually cheaper (if not always in terms of their daily rate, then certainly in terms of the “baggage” they bring with them). Unless facing change on an extraordinary scale, most clients are still reluctant to commission lengthy professional services projects, the type that require a substantial team of people.
As a result, many countries have seen a significant rise in the amount of freelance professional services: bizarrely the Belgium professional services industry seems to have been particularly badly hit. So does all this herald the end of professional services as we know it?
Answering that question is complicated by the lack of information about the size of body-shopping professional services market. It’s also not clear whether it’s cannibalising conventional professional services or a growing market in its own right, i.e. whether clients are choosing to hire such professionals in place of projects or to outsource more line management work than they would have done in the past. My suspicion is that it’s a mixture of the two. And I don’t think we’re so much witnessing the end of the professional services firm so much as the clear bifurcation of two types of professional services, process professional services and content professional services. Body-shopping professionals may be experienced in a particular field, but it’s hard for them to maintain the depth and international range of expertise clients are increasingly demanding. Some professional services firms, on the other hand, have become too complicated and expensive for process work.
And that’s all fine, as long as everyone knows where they sit. The problems come – and this is where cannibalisation is occurring – when they aren’t sure, or aren’t clear.
Is it better to advice or to implement?
Salvador Trinxet Llorca: Almost every professional services firm is laying claim to the space that lies somewhere between advice and execution / implementation.
Pure advice has been widely discredited by clients frustrated with the number of recommendations from professionals that are never acted on. Pure implementation would take professional services firms into outsourcing’s dangerous, low-margin territory. So most firms, say they do both. All of which is ironic when you look at the way they behave.
To be sure, there’s recently been a flurry of activity in terms of thought leadership analyzing how organizations do – and don’t – get things done. But the evidence that some firms are starting to think about this subject more seriously pales into insignificance when we look at how most treat it in practice. On a typical project, implementation is something you get more junior, less experienced people to do. Interpreting data and deciding what to do require specialist skills – more so than ever with today’s sophisticated clients – but anyone can, by implication, implement. Although firms increasingly recognize the importance of “subject-matter experts”, execution doesn’t appear to be an area where they have experts: it’s not a specialist skill.
Why is that? You could argue that the issue has been railroaded by programme and change management. Both are seen to be fundamental professional services skills, so most big firms train everyone in them to some degree: ipso facto, they’re not area you have experts in. Some smaller firms do specialize in these fields but their model relies on having senior people who plan and manage programmes and change, rather than execute it. A less charitable explanation might be that senior people don’t want to roll up their sleeves or even – perish the thought! – that some professional services firms have no clearer idea about how to get things done than their clients other than throwing bodies at the problem. Perhaps the problem even taps into deep-rooted prejudices among white-collar managers about blue-collar work: the more senior you are in an organization, the less you actually “do” anything. Professional services firms may simply be holding up a looking glass to their clients in this respect.
Reversing this level of cultural bias would take time. But one thing is clear: by regarding implementation as something that happens after all the important thinking has taken place, we’re increasing the chances of failure. If professional services firms really want to give themselves an advantage in this crowded market, they could ensure they had as many experts in execution / implementation as they do in planning and design.
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Salvador Trinxet, Professionals