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Case
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Reference no. 911-019-1
Authors: M Vasudha
Published by: Amity Research Centers
Originally published in: 2011
Revision date: 21-Sep-2016

Abstract

Renren was the leading social networking site in China with about 22 million active users. The company, founded in 2002 had gone for an IPO in 2011, which was hugely successful. Renren functioned in a highly restricted and regulated environment in China, which saw the growth of a number of social networking sites. The Chinese internet population was the largest in the world and was growing at a fast pace. With popular global social networking sites such as Facebook, Twitter etc being blocked in the country, Renren and other home grown players hoped to make it big in the domestic market. Renren started off as an exact copy of Facebook, that it earned the nickname ‘the Facebook of China’. But with growing competition from domestic players, it has now become just one of the ‘Facebooks’ in the country. Given the restricted operating conditions in the Chinese internet market, will Renren be able to sustain investor confidence and consumer interest and grow to the status of a Chinese Facebook? The IPO managed to garner international attention and shareholders for the company. But if it had to maintain its leadership status, the company had to offer a lot more than just being a replica of the Facebook. The case takes a look at the social networking scenario in China, the history of Renren and its future plans for growth.
Location:
Industry:
Other setting(s):
2011

About

Abstract

Renren was the leading social networking site in China with about 22 million active users. The company, founded in 2002 had gone for an IPO in 2011, which was hugely successful. Renren functioned in a highly restricted and regulated environment in China, which saw the growth of a number of social networking sites. The Chinese internet population was the largest in the world and was growing at a fast pace. With popular global social networking sites such as Facebook, Twitter etc being blocked in the country, Renren and other home grown players hoped to make it big in the domestic market. Renren started off as an exact copy of Facebook, that it earned the nickname ‘the Facebook of China’. But with growing competition from domestic players, it has now become just one of the ‘Facebooks’ in the country. Given the restricted operating conditions in the Chinese internet market, will Renren be able to sustain investor confidence and consumer interest and grow to the status of a Chinese Facebook? The IPO managed to garner international attention and shareholders for the company. But if it had to maintain its leadership status, the company had to offer a lot more than just being a replica of the Facebook. The case takes a look at the social networking scenario in China, the history of Renren and its future plans for growth.

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Location:
Industry:
Other setting(s):
2011

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