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'<div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr"><p><br /> Unveiling Mattel, Inc.'s as a Competitor: An In-Depth Analysis </p><p><br /> </p><p>Student Name Institution Affliction Course Name Instructor Name Date </p><p><br /> </p><p><br /> </p><p><br /> </p><p><br /> Contents Introduction 2 Description of the External Environment 3 Company/Organization/Internal Environment 4 Brief History 4 Vision/Mission Statements/Strategic Objectives 5 Products/Services/Technologies 6 Organization 7 Culture 7 Leadership 8 Value Chain Analysis 9 Core Competencies and Comparison 10 Financial Statements and Analysis 11 Balance Sheet Analysis (Exhibit 1): 11 Income Statement Analysis (Exhibit 2) 12 Ratio Analysis (Exhibit 3) 13 Stock value performance 14 Strategies of the Firm 14 Description of Current Strategy Choices 14 SWOT Analysis and Recommendation 15 Swot Analysis 16 Recommendations 17 References 18 Exhibit 1: Balance sheet 20 Exhibit 2: Income Statement 22 Exhibit 3: Ratios 23 </p><p><br /> </p><p><br /> Introduction This analysis aims to provide stakeholders with a comprehensive understanding of Mattel, Inc.'s current position, strategic direction, and performance within the toy industry. The explorative process of Mattel's business model, the external environment, internal capabilities, and strategic initiatives will chart a course for stakeholders to create opinions on the company's direction. The report focuses on determining the SWOT factors of Mattel to come closer to all possible strategic recommendations and assures the company's competitiveness and long-term growth and profitability. The report will consist of several main elements, including an introduction to the issue, which will give us background information, an overview of Mattel's business model and history, an analysis of the external environment aspects such as market trends and competitive pressure which Danfoss faces, and profound internal analysis which will consist of resources, capabilities and market position elements. It will also examine Mattel's strategy direction via the generic/business and corporate level of Pocket's strategies and consider its performance using financial and market indicators. Another part, the analysis, will conclude with the strategic recommendations that the company will follow to eliminate weaknesses, pinpoint strengths, and outshine its rivals. The beginnings of Mattel can be traced back to 1945 when the company emerged to the leading position in the toy industry as a global player well known for its wide range of legendary brands and cutting-edge products aimed at providing children from all over the globe with fun, emotion, and knowledge. Being in over 150 countries, the company has proven its position as a vital player in the industry by devoting itself to creativity and quality and heightening its brand equity. The company keeps its promise of creating and sustaining trips that integrate the concept of imagination in children and allow them to practice creativity and enjoyment, highlighting the relevance of play to learning and development in children (Sethi et al., 2011). </p><p>Description of the External Environment The external environment surrounding Mattel, Inc. can be categorized under the general factors that influence how the company operates as a toy manufacturer and also particular factors from customers to competitors that the company may face. Concerning its general surroundings, Mattel has to tackle the dynamic economic, demographic, technological, political, regulatory, and global influences that shape its business landscape. Economic industry changes, including consumer spending patterns and macroeconomic trends, considerably influence Mattel's sales and readiness. The factors of age and socio-demographic states will be found in society, such as the demographic statistics of the population, family types, and cultural inclination. Then, they influence the consumer demand for toys and play products. Technology is leaping ahead, and the products that are digital and interactive create both opportunities and difficulties for Mattel to meet the changing consumerism (Verdon, 2021). Policy and regulatory factors impact Mattel's manufacturing of products, distribution channels, and market access. These comprise trade policies, product safety regulations, and intellectual property laws (Denisa, 2014). In addition, Mattel operates in the global marketplace, where it is exposed to various favorable opportunities but also new limitations from trade conditions, political tensions, and cultural differences. Concerning the situation outside of the company, we come across an industry domain wider than Mattel's and other competitors in the toy industry. The Five Forces analysis shows how solid or weak competition is, the negotiating abilities of buyers and suppliers, how likely it is for new players to enter the market, and which substitutes can threaten the product. In the toy industry, demand is made for machinery that works from consumers' attraction, children's age, and market segmentation (Verdon, 2021). Mattel acquires the whole market of toys, from children of very different ages to adults, collectors, and enthusiasts, providing the broadest possible selection of items. A deep comprehension of customers' needs and market segments is required for Mattel to successfully establish its brand and products and maintain its competitiveness in the industry. </p> <pre>Company/Organization/Internal Environment </pre> <p>Brief History The history of Mattel, Inc. stands out with numerous attention-grabbing episodes, starting with its nascent years in 1945, when Harold "Matt" Matson and Elliot Handler, its creators, began developing their entrepreneurship skills by first manufacturing picture frames (Gilliard et al., 2019). On the other hand, though, their route reached a turning point, which they realized had much more potential for the toy sector. This shift constitutes the very essence of Mattel's legendary history. The year 1959 proved to be the turning point for the company with the introduction of Barbie, the first doll that changed the whole toy industry. Beyond only toy play, Barbie became a cultural phenomenon; her image inspired hope and dreams for hundreds of thousands of children across the planet (Gilliard et al., 2019). The smooth sailing of Mattel with Barbie marketed the company as an innovator in toy manufacturing. </p><p>Seeing the triumph of Barbie, Mattel launched even more brands, such as Hot Wheels (1968), that gave car lovers the chance to play and celebrate their favorite car models. Mattel made another acquisition of the already existing firm 'Fisher-Price' in 1993, which was followed by another acquisition of the company 'American Girl' in 1998, thus adding to its portfolio of products that celebrated childhood creativity (Gilliard et al., 2019). Nevertheless, the company achieved some success, but not without facing some problems, such as the scandals of its products' safety and children's transition towards the digital entertainment sphere. Despite the difficulties mentioned playing a part in the cut-throat toy manufacturing industry, Mattel has maintained its leadership position due to its resilience and innovation focus. Vision/Mission Statements/Strategic Objectives Mattel's vision is to build itself as a pioneer within the industry of play, learning, and development across the world to instigate and engage future generations' creative minds and imagination to prepare them for the world of opportunities. They will live their dreams and discover their maximum capabilities through imaginative adventures. This company's focal point rests on the inception of new products and activities that are not only exhilarating and stimulating to children but also contribute to their all-around growth while taking care of the interests of shareholders and making salubrious contributions to communities (Janjuha-Jivraj, 2023). Mattel's strategic goals are to create value functions such as growth, maximizing profit, and sustainability through constantly innovating the product portfolio, opening new markets and business ventures, and realizing the potential in the enormous intellectual property and brand equity in a fast-moving entertainment industry. Thanks to these strategic moves, Mattel is trying to retain its leading place in the toy sector and shape toys to meet the market's new needs and preferences. Products/Services/Technologies </p> <pre>Mattel's rich product cover a whole spectrum of children's hobbies and pastimes, thus ensuring you will find your toy here. The collection includes Barbie and American Girl dolls, among its many notable attributes. Barbie, which began to appear in 1959, is still a transnational symbol of culture, and American Girl, which strives to encourage girls by creating immersion, is still a famous brand. In the world of cars, these two companies, Hot Wheels and Matchbox, rule the world of die-cast cars and logos of actual vehicles. For the target group, which includes infants and toddlers, Fisher-Price and Thomas &amp; Friends are some toy brands promoting educational and imaginative toys for young learners (Stewart, 2023). These types of toys help enhance development. While Fisher-Price is an innovative toy that helps develop sensory and cognitive skills, Thomas &amp; Friends has proven effective in teaching us life lessons through play. Apart from dolls and cars, Mattel also provides action figures, base sets, games, and digital enjoyment. </pre> <p>Furthermore, products incorporating the iconic characters of Disney Pixar and Marvel Studios help the toy collection get more appeal. The sets under the MEGA brand platform allow the right combination of imagination and creativity to rise, while Mattel Games keeps the family entertained with interaction. Leveraging technology, Mattel infuses digital gaming features and interactive functions into the toys, letting the kids enjoy fascinating games that merge the worlds of real and digital play (Stewart, 2023). Using the power of innovation and highly effective channels of collaboration, this company can transition its products to the needs of the current generation of digitally aware consumers. Organization Culture Mattel empowers innovation through its lively and interactive organizational culture, which is comprised of creativity, innovation, and teamwork. The firm also affirms that creating a positive work culture is crucial for upholding employees' commitment and productivity, which consequently leads to overall success. Mattel's culture is characterized by a significant focus on innovation, diversity, and integrity, as these values are at the center of everything in the organization. Creativity finds expression in the heart of the Mattel culture in full force to spur the development of the company's creative products and experiences. The workers are stimulated to take risks, strive for originality, contradict the facts, and try different things that overstep the limit of fun. The brand honors creativity as the key to innovation in product design, marketing communication, or strategy (Zhang et al., 2023). Understanding that Mattel is employees' powerhouse, the playground where creativity and inspiration can unleash freely and, in return, being the environment for innovation flourishes is drawn. Inclusivity is one of the central principles of Mattel's culture, implying that the company embodies the idea of the differences between people in terms of diversity, equality, and belonging. Mattel realizes that building a diverse working environment of the same type as the audience it serves is significant. The enterprise is recognized for its effort and commitment to fostering diversity and inclusion through various projects like employee resource groups, diversity training programs, and inclusive recruitment mechanisms (Gorzelany et al., 2021). Through promoting diversity and the creation of a culture of belonging, Mattel guarantees that every employee, regardless of gender, race, and cultural background, can find a feeling of identity, growth, and development. Besides integrity, Mattel's culture is the foundation that makes the employees behave appropriately in the workplace. The company operates with the highest ethical standards of honesty, transparency, patriotism, and professionalism, assuring its stakeholders of their unwavering trust and confidence. Integrity is a primary concern of Mattel, and this brand is visible in its dealings with its clients, suppliers, agents, and the whole society, creating a culture of trust and accountability. Leadership Mattel's leadership team comprises experienced executives who highly demonstrate professional toy and entertainment business competency. Taking the responsibility of the CEO's team, this team is one of the most important in guiding the company's strategic plan and sustainability (Inc, n.d.). With great insight into market factors, consumer tendencies, and innovation thaws in the industry, Mattel managers are always ready to face the complexity of the toy market and help the company succeed. At the helm of Mattel is its CEO, who is a leader of the entire organization. The way the leader conducts the business shows how the rest of the organization will follow. Apart from the highly professional senior team of executives, the CEO is in charge of designing and implementing the strategic plans for the company to be steady on the solid growth path in revenue and profit. Using good directional strategies and vision and choosing between the many alternatives, the CEO leads Mattel through opportunities and difficulties, always keeping it flexible, innovative, and competitive. Along with the executive leadership team, Mattel is empowered by the supervision and regulation procedures from the work of its board of directors. The board, comprising people from different backgrounds and fields, offers the leadership team the wisdom and direction they need in strategy (Inc, n.d.). By providing insight into the critical decisions and activities, the board ensures they align with the visions, objectives, and plans, thus contributing to the company's long-term achievement. Mattel gives a lot of space to resourceful administration and high accountability to ensure all stakeholders' transparency and trust. A Company remains committed to the strictest corporate governance code, characterized by ethics, responsibility, and integrity across all parts of its business (Inc, n.d.). Mattel pursues the cultivation of an ethically-focused leadership and governance culture to build trust among the investors, employees, and consumers, hence positioning the company for enduring growth. Value Chain Analysis This value chain analysis of Mattel demonstrates the supreme consequence and critical role of these operations - marketing, supply chain, and distribution - in achieving the ultimate goal of customer satisfaction and setting competitively in the global toy market. • Operations: Mattel's operations consist of product designing, development, manufacturing, and distribution. However, they do all these processes efficiently, cost-effectively, and with good quality, making their product innovations become consumers' choices. • Marketing: Mattel employs different marketing channels to increase brand awareness, product engagement, and sales by increasing the brands' and products' visibility and appeal. • Supply Chain: Mattel's supply chain is designed to support procuring optimal quality raw materials and finished goods through environmentally friendly and socially responsible practices. • Distribution: The distribution of Mattel's products is carried out by advanced logistics technology. This includes timely delivery services to retailers and customers worldwide, which, in turn, contributes to these customers' satisfaction and loyalty. </p><p>Core Competencies and Comparison </p> <pre>Mattel has some core competencies that help it distinguish itself within the toy industry and offer a competitive edge. These include: </pre> <p>1. Brand Portfolio: The wide array of brands of Mattel, from Barbie to Hot Wheels and Fisher-Price to American Girl, make up the portfolio of this company, which is tailored to the diverse needs of kids, appealing to a wide range of audiences and thus maintaining strong credibility. The company's high brand equity and popularity allow it to achieve distinct pricing to command, have a loyal customer base, and dominate the market. 2. Innovation and Design: As one of its critical recognizable attributes, Mattel has been an excellent designer and developer of toys that are not only new but unique and cool, which spark the imagination of young ones around the world. The business is marketing research, development, and innovation to always be a leader in the market, new trends, technologies, and customer likes that help with product differentiation and customer engagement. 3. Global Reach and Distribution Network: Through its international network, Mattel has become an essential name in the toymaking industry, spearheading worldwide distribution and sales opportunities for multiple markets and regions. The company's expansive distribution channels, including retail partnerships, e-commerce platforms, and direct-to-consumer channels, enable it to maximize market reach and penetration, driving sales and revenue growth. Financial Statements and Analysis Balance Sheet Analysis (Exhibit 1): The balance sheet reports the money value of the company's assets, liabilities, and equity that were already achieved over the past five years. From 2019 to 2023, the total value of assets owned by Mattel has been rising at a slow yet continuous rate, which is approximately 4.9% CAGR. This growth was mainly caused by the rise in cash and equivalents, accounts receivable, and other assets in the current assets account, as well as the increase in current liabilities and the formation of non-current liabilities (Form 10-K, n.d.). In 2023, the company's total assets were $ 6.44 billion, which is a good indicator of the resilience of the asset base and vigor for investment into growth projects. Regarding liquidity, on the other hand, Mattel's increase in cash and equivalents from $630 to $1.26 billion in the intervals of 2019 to 2023 represented a CAGR of about 18.7%. This means the company has a strong liquidity position and can meet its unforeseen expenses and investments for business operations, new investments, and strategic actions (Form 10-K, n.d.). Although Mattel's debt amount fluctuated slightly, it was about $2.67-3.19 billion at the end of the period. Although the debt-to-equity ratio fluctuated slightly beyond the manageable range, the company uses its debt wisely through good debt management practices. Income Statement Analysis (Exhibit 2) It covers the revenues, expenses, and profitability the company has had over the past five years, as reflected by its income statement. Between 2019 and 2023, Mattel's revenues fluctuated yearly, with a CAGR of approximately 4.9 percent. Despite the company's success in some areas, like revenue growth in 2020 and 2021, it all consumed with necessity, causing a drop in revenues in other years. Amid these wiggles, profits of the corporation were kept on average within the range of 46% to 49%, indicating a smooth gross profit line. Maintenance costs, comprising research and development, selling and marketing, and general and administrative expenditure, have generally grown upwards, but at given times, they also see downtrends. This reveals the direction of the company's investments, which are aimed at acquiring innovation power, engaging in advertising activities, and improving the efficiency of operational procedures to outpace other toy companies. Mattel's operating income experienced numerous changes throughout the period, as the revenue, gross margin, and operating expenses differed. However, in 2021, the enterprise initially had a high operating income of $733 million for reasons such as stricter competition and changing consumers. Though there have been observations of upheaval in components of gross income, the company has remained in the profits section as stockholders' net income is positive. Nonetheless, investors can watch the financial statements to determine the critical profitability metrics, including the return on assets and equity, to evaluate overall profitability and the company's efficacy in equity generation. Ratio Analysis (Exhibit 3) Toward the end of the 5 years, the overall market and Mattel begin to recover, and their valuation ratios start to stabilize depending on the market and investor sentiment. The Average market Price-to-Earnings (P/E) ratio showed double growth from -23.0x in 2019 to the current high of 31.0x in 2023, reflecting better profitability but could also be a testimony that the company is overvalued. On the other hand, the P/B ratio was considerably low at 10.4x, and later, it dropped to 3.1x, which in turn reflects a reduced market valuation of the issued assets. The P/OCF ratio lowered from 24.7x to 7.6x, reflecting on the waning brag about the cash-flow-generating ability, which was earlier the case. On the other hand, the P/LTM SAls ratio went through some fluctuations ranging from 1.0x to 1.4x, enabling us to identify consistent market valuations based on yearly earnings. Regarding the firm's financial strength, the shift in the Altman Z-Score was from Figure below the Z at 2.9 to the one at 3.9, showing good financial stability and the risk of bankruptcy falling. The Piotroski Score ranged from 2charl below 2, displaying fluctuating fundamental strength and economic performance characteristics. Stock value performance </p><p>Mattel Inc (NASDAQ: MAT) is witnessing swings in its share value and previous trading days. Up to date with today's trading, the stock finishes the session at $19.51. Nevertheless, more extended trading periods saw a slight downfall, with the price closing for the day at $19.10. The close today is down by 1.09% compared to the last close. The stock was moving within the price range of $19.10 to $19.30 during the entire trading day. </p> <pre>Strategies of the Firm </pre> <p>Description of Current Strategy Choices Generic/Business Level Strategy: It distinguishes itself from peers and concurs with competitors. They emphasize offering products and brands that are not similar to competitors. The company can bring these brands closer to families through a well-structured branding campaign and identification that enables the company to create strong emotional ties with the customers. Besides, the firm is engaged in research programs and production to develop new applications and technologies that allow the game to bring more enjoyment to kids (Sethi et al., 2011a). In contrast, the differentiation strategy developed by this company ensures that its products earn higher prices and helps it retain a loyal clientele. Corporate Level Strategy: At the corporate level, Mattel is defined as a growth-oriented firm through product diversification and joint ventures. The company must expand its product line by adding popular brands and intellectual properties to the portfolio to acquire or license them. For instance, Mattel's Mega Brands acquisition in 2014 was made to weaken the presence of its competitors in the arena of building toys. Besides, the company enters into a strategic alliance with entertainment companies to develop toys and merchandise on top of movies, TV shows, and franchising (Sethi et al., 2011a). This collaboration allows Mattel to use features of the latest trends while gaining access to different markets. Use of BCG Matrix: According to the BCG matrix, Mattel segregates its product portfolio into four quadrants, including stars, question marks, cash cows, and dogs. Stars, such as Barbie, Hot Wheels, and others, are affected by their broad market share and precise growth forecasts. Production lines and business ramifications are sometimes indicated with a question mark since they represent a chance for growing the company, but it requires more expenditures (Sethi et al., 2011a). For already established brands with a market share that remains steadfast, Fisher-Price is a typical example of such brands, which are considered cash cows as they're always the ones that bring in the most cash flow. Past their best sellers and those available in the market with a minor share are put on the list of dogs and can require a turn-around or disposal. SWOT Analysis and Recommendation </p><p>Swot Analysis Strengths Weaknesses 1. Strong brand portfolio 1. Past controversies regarding product safety and quality 2. Robust R&amp;D capabilities 2. Dependence on licensed properties 3. Strategic partnerships 3. Vulnerability to changing consumer preferences 4. Global presence and distribution 4. High debt levels and financial leverage 5. Diversified product portfolio 5. Limited success in digital gaming Opportunities Threats 1. Expansion into emerging markets 1. Intense competition 2. Increasing demand for sustainable toys 2. Economic downturns 3. Collaborations with digital media companies 3. Regulatory changes 4. Integration of digital technologies 4. Counterfeit products and IP infringement 5. Strategic acquisitions 5. Shifts in retail towards e-commerce Mattel's SWOT analysis reveals its invisible strengths and visible weaknesses, which are always in the changing quickly environment of the plaything industry. Mattel's outstanding brand portfolio is one of the main bull-eyes in this spectrum. Mattel, which has its brands like iconic Barbie, Hot Wheels, and Fisher-Price all under the same umbrella, has the advantage of being highly recognized by the consumer. As a result, it sets a foundation for market leadership. Furthermore, the company's strategy of investing in research and development guarantees that it always has newer and better products in its portfolio, making the product line more diverse and exciting (Schmidt, 2022). Such strengths create favorable premises for Mattr to take advantage of market changes and preserve its competitive edge. However, the company has to consider a range of significant drawbacks and threat sources. Previous controversies concerning poor quality have destroyed customer trust and made the company look very bad, showing that good quality control management is essential and preventing risks is also a good strategy. Also, a significant proportion of its revenue for Mattel comes from the licensed properties, thereby exposing the company to the risk of terminating the licensing agreement and being liable to relinquish control of product development; nonetheless, this may result in long-term sustainability (Schmidt, 2022). While dealing with high competition and economic instabilities, Mattel should consider different measures to diversify earnings, strengthen brand resilience, and spur innovation. These are vital pillars to minimize risks and take advantage of emerging opportunities, competitiveness, and stability. Recommendations Different from the root of the SWOT analysis, Mattel should emphasize its strengths of rich brand portfolios and innovative R&amp;D to lead product innovations and diversification. The firm looks at challenges like previous controversies and the fact that too many licensed products must be fixed first. Emerging market expansion, embracing digital technologies, and seeking strategic partnerships are significant factors that can make the most of the available opportunities and overcome possible threats such as high competition and global economic issues. Furthermore, it should prioritize sustainability initiatives and digital mobilization in the dynamic global market. </p><p><br /> References Denisa, C. (2014). Violeta-Andreea ANDREIANA (MIHAESCU) Camelia-Getuta STOICA (STANCIU) INFLUENCE OF THE MARKETING ENVIRONMENT ON THE TOY MARKET Case Study. 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Mdpi. <a rel="nofollow" class="external free" href="https://doi.org/10.3390/su15086644">https://doi.org/10.3390/su15086644</a> </p><p>  </p><p>Exhibit 1: Balance sheet </p><p><br /> </p><p>Exhibit 2: Income Statement </p><p><br /> Exhibit 3: Ratios </p><p><br />   </p> <div id="toc" class="toc" role="navigation" aria-labelledby="mw-toc-heading"><input type="checkbox" role="button" id="toctogglecheckbox" class="toctogglecheckbox" style="display:none" /><div class="toctitle" lang="en" dir="ltr"><h2 id="mw-toc-heading">Contents</h2><span class="toctogglespan"><label class="toctogglelabel" for="toctogglecheckbox"></label></span></div> <ul> <li class="toclevel-1 tocsection-1"><a href="#History"><span class="tocnumber">1</span> <span class="toctext">History</span></a></li> <li class="toclevel-1 tocsection-2"><a href="#Competitors"><span class="tocnumber">2</span> <span class="toctext">Competitors</span></a></li> <li class="toclevel-1 tocsection-3"><a href="#Criticism"><span class="tocnumber">3</span> <span class="toctext">Criticism</span></a></li> <li class="toclevel-1 tocsection-4"><a href="#References"><span class="tocnumber">4</span> <span class="toctext">References</span></a></li> <li class="toclevel-1 tocsection-5"><a href="#External_links"><span class="tocnumber">5</span> <span class="toctext">External links</span></a></li> </ul> </div> <h2><span class="mw-headline" id="History">History</span><span class="mw-editsection"> <a role="button" href="/w/index.php?title=Academia.edu&amp;action=edit&amp;section=1"title="Edit section: History" class="cdx-button cdx-button--size-large cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--icon-only cdx-button--weight-quiet "> <span class="minerva-icon minerva-icon--edit"></span> <span>edit</span> </a> </span> </h2> <p>Academia.edu was founded by <a href="/wiki/Richard_Price_(entrepreneur)" title="Richard Price (entrepreneur)">Richard Price</a>.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1">&#91;1&#93;</a></sup> </p><p>On its filings with the <a href="/wiki/Securities_and_Exchange_Commission" class="mw-redirect" title="Securities and Exchange Commission">Securities and Exchange Commission</a>, the company uses the legal name Academia Inc.<sup id="cite_ref-UC_2-0" class="reference"><a href="#cite_note-UC-2">&#91;2&#93;</a></sup><sup id="cite_ref-3" class="reference"><a href="#cite_note-3">&#91;3&#93;</a></sup> </p><p>Months after its acquisition of Academia.edu competitor <a href="/wiki/Mendeley" title="Mendeley">Mendeley</a>, <a href="/wiki/Elsevier" title="Elsevier">Elsevier</a> sent thousands of <a href="/wiki/Takedown_notice" class="mw-redirect" title="Takedown notice">takedown notices</a> to Academia.edu, a practice that has ceased since then, following widespread complaint by academics, according to Academia.edu founder and chief executive Richard Price.<sup id="cite_ref-Parr2014_4-0" class="reference"><a href="#cite_note-Parr2014-4">&#91;4&#93;</a></sup><sup id="cite_ref-Howard2013_5-0" class="reference"><a href="#cite_note-Howard2013-5">&#91;5&#93;</a></sup> </p><p>In 2022 the company announced plans to launch ten “open access” journals "to swiftly review and publish their work, in a fresh disruption to the sector".<sup id="cite_ref-6" class="reference"><a href="#cite_note-6">&#91;6&#93;</a></sup> </p> <h2><span class="mw-headline" id="Competitors">Competitors</span><span class="mw-editsection"> <a role="button" href="/w/index.php?title=Academia.edu&amp;action=edit&amp;section=2"title="Edit section: Competitors" class="cdx-button cdx-button--size-large cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--icon-only cdx-button--weight-quiet "> <span class="minerva-icon minerva-icon--edit"></span> <span>edit</span> </a> </span> </h2> <p>Critics mention several alternatives for free access publications for people who want to make their work freely available. Many universities and educational consortia have their own institutional repositories, including the <a href="/wiki/Big_Ten_Academic_Alliance" title="Big Ten Academic Alliance">Big Ten Academic Alliance</a>. <a href="/wiki/Zenodo" title="Zenodo">Zenodo</a> (funded by The <a href="/w/index.php?title=OpenAIRE_Consortium&amp;action=edit&amp;redlink=1" class="new" title="OpenAIRE Consortium (page does not exist)">OpenAIRE Consortium</a>) and <a href="/wiki/Humanities_Commons" class="mw-redirect" title="Humanities Commons">Humanities Commons</a> both work to keep humanities scholarship online without monetizing it.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">&#91;<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2023)">citation needed</span></a></i>&#93;</sup> Academia.edu's competitors include <a href="/wiki/ResearchGate" title="ResearchGate">ResearchGate</a>, <a href="/wiki/Google_Scholar" title="Google Scholar">Google Scholar</a> and <a href="/wiki/Mendeley" title="Mendeley">Mendeley</a>.<sup id="cite_ref-THE_7-0" class="reference"><a href="#cite_note-THE-7">&#91;7&#93;</a></sup> In 2016 Academia.edu reportedly had more registered users than ResearchGate (about 34 million versus 11 million<sup id="cite_ref-Bloomberg2016_8-0" class="reference"><a href="#cite_note-Bloomberg2016-8">&#91;8&#93;</a></sup>) and higher web traffic, but ResearchGate had substantially more active usage by researchers. In 2020, the traffic ranks had reversed, with ResearchGate ranked in the top 150–200 websites globally according to <a href="/wiki/Alexa_Internet" title="Alexa Internet">Alexa Internet</a>, whereas Academia.edu was positioned in the 200–300 range.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">&#91;<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (December 2020)">citation needed</span></a></i>&#93;</sup> </p><p><a href="/wiki/Unpaywall" class="mw-redirect" title="Unpaywall">Unpaywall</a>, which collects data about <a href="/wiki/Open_access" title="Open access">open access</a> versions of academic publications and provides easy access to them, is considered a competitor to Academia.edu for the users who prefer more legally sound <a href="/wiki/Green_open_access" class="mw-redirect" title="Green open access">green open access</a> hosts.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9">&#91;9&#93;</a></sup> </p> <h2><span class="mw-headline" id="Criticism">Criticism</span><span class="mw-editsection"> <a role="button" href="/w/index.php?title=Academia.edu&amp;action=edit&amp;section=3"title="Edit section: Criticism" class="cdx-button cdx-button--size-large cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--icon-only cdx-button--weight-quiet "> <span class="minerva-icon minerva-icon--edit"></span> <span>edit</span> </a> </span> </h2> <p>Academia.edu is not a university or institution for higher learning and so under current standards it would not qualify for the "<a href="/wiki/.edu" title=".edu">.edu</a>" <a href="/wiki/Top-level_domain" title="Top-level domain">top-level domain</a>. However, since the domain name "Academia.edu" was registered in 1999, before the regulations required .edu domain names to be held solely by accredited post-secondary institutions in the US, it is allowed to remain active and operational. All .edu domain names registered before 2001 were <a href="/wiki/.edu#Grandfathered_uses" title=".edu">grandfathered in</a>, even if not an accredited USA post-secondary institution.<sup id="cite_ref-10" class="reference"><a href="#cite_note-10">&#91;10&#93;</a></sup><sup id="cite_ref-Atlantic_11-0" class="reference"><a href="#cite_note-Atlantic-11">&#91;11&#93;</a></sup> </p><p>According to the <a href="/wiki/University_of_Oklahoma" title="University of Oklahoma">University of Oklahoma</a> libraries, when interacting with Academia.edu, users should keep in mind that "you are not the customer," but rather "you are the product that these services seek to monetize and/or "offer up" to advertisers," that "you might be breaking the law," even if you are uploading your own work," and finally that "there are privacy implications," because a commercial site does not follow professional standards and "may share information about you".<sup id="cite_ref-12" class="reference"><a href="#cite_note-12">&#91;12&#93;</a></sup> </p><p>A critic, <a href="/wiki/Kathleen_Fitzpatrick_(American_academic)" title="Kathleen Fitzpatrick (American academic)">Kathleen Fitzpatrick</a>, the director of scholarly communication at the <a href="/wiki/Modern_Language_Association" title="Modern Language Association">Modern Language Association</a>, said she found the use of the ".edu" domain name by Academia.edu to be "extremely problematic", since it might mislead users into thinking the site is part of an accredited educational institution rather than a for-profit company.<sup id="cite_ref-Atlantic_11-1" class="reference"><a href="#cite_note-Atlantic-11">&#91;11&#93;</a></sup> </p><p>Academia.edu claims it supports the <a href="/wiki/Open_science" title="Open science">open science</a> or <a href="/wiki/Open_access" title="Open access">open access</a> movements and, in particular, instant distribution of research, and a <a href="/wiki/Peer_review" title="Peer review">peer-review</a> system that occurs alongside distribution, instead of before it.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13">&#91;13&#93;</a></sup> Accordingly, the company stated its opposition to the proposed (since withdrawn) 2011 U.S. <a href="/wiki/Research_Works_Act" title="Research Works Act">Research Works Act</a>, which would have prevented open-access mandates in the U.S.<sup id="cite_ref-14" class="reference"><a href="#cite_note-14">&#91;14&#93;</a></sup> </p><p>However, in the view of critic <a href="/wiki/Peter_Suber" title="Peter Suber">Peter Suber</a>, Academia.edu is not an <a href="/wiki/Open_access_repository" class="mw-redirect" title="Open access repository">open access repository</a> and is not recommended as a way to pursue <a href="/wiki/Green_open_access" class="mw-redirect" title="Green open access">green open access</a>. Peter Suber instead invites researchers to use field-specific repositories or general-purpose repositories like <a href="/wiki/Zenodo" title="Zenodo">Zenodo</a>.<sup id="cite_ref-15" class="reference"><a href="#cite_note-15">&#91;15&#93;</a></sup> </p><p>In early 2016, some users reported having received e-mails from Academia.edu where they were asked if they would be interested in paying a fee to have their papers recommended by the website's editors.<sup id="cite_ref-16" class="reference"><a href="#cite_note-16">&#91;16&#93;</a></sup> This led some users to start a campaign encouraging users to cancel their Academia.edu accounts.<sup id="cite_ref-:0_17-0" class="reference"><a href="#cite_note-:0-17">&#91;17&#93;</a></sup> </p><p>Other criticisms include the fact that Academia.edu uses a <a href="/wiki/Vendor_lock-in" title="Vendor lock-in">vendor lock-in</a> model: "It's up to Academia.edu to decide what you can and can't do with the information you've given them, and they're not likely to make it easy for alternative methods to access".<sup id="cite_ref-:0_17-1" class="reference"><a href="#cite_note-:0-17">&#91;17&#93;</a></sup> This is in reference to the fact that, although papers can be read by non-users, a free account is needed in order to download papers: "you need to be logged in to do most of the useful things on the site (even as a casual reader)".<sup id="cite_ref-:0_17-2" class="reference"><a href="#cite_note-:0-17">&#91;17&#93;</a></sup> </p><p>In December 2016, Academia.edu announced new premium features that includes data analytics on work and the professional rank of the viewers,<sup id="cite_ref-18" class="reference"><a href="#cite_note-18">&#91;18&#93;</a></sup> which have also received criticism.<sup id="cite_ref-19" class="reference"><a href="#cite_note-19">&#91;19&#93;</a></sup><sup id="cite_ref-20" class="reference"><a href="#cite_note-20">&#91;20&#93;</a></sup> </p> <h2><span class="mw-headline" id="References">References</span><span class="mw-editsection"> <a role="button" href="/w/index.php?title=Academia.edu&amp;action=edit&amp;section=4"title="Edit section: References" class="cdx-button cdx-button--size-large cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--icon-only cdx-button--weight-quiet "> <span class="minerva-icon minerva-icon--edit"></span> <span>edit</span> </a> </span> </h2> <style data-mw-deduplicate="TemplateStyles:r1217336898">.mw-parser-output .reflist{font-size:90%;margin-bottom:0.5em;list-style-type:decimal}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output 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no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:#d33}.mw-parser-output .cs1-visible-error{color:#d33}.mw-parser-output .cs1-maint{display:none;color:#2C882D;margin-left:0.3em}.mw-parser-output .cs1-format{font-size:95%}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911F}html.skin-theme-clientpref-night .mw-parser-output .cs1-visible-error,html.skin-theme-clientpref-night .mw-parser-output .cs1-hidden-error{color:#f8a397}@media(prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-visible-error,html.skin-theme-clientpref-os .mw-parser-output .cs1-hidden-error{color:#f8a397}html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911F}}</style><cite id="CITEREFPrice" class="citation web cs1">Price, Richard. <a rel="nofollow" class="external text" href="https://www.entrepreneur.com/author/richard-price">"Richard Price"</a>. <i>Entrepreneur</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220203165353/https://www.entrepreneur.com/author/richard-price">Archived</a> from the original on February 3, 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">2022-02-03</span></span>.</cite><span title="ctx_ver=Z39.88-2004&amp;rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&amp;rft.genre=unknown&amp;rft.jtitle=Entrepreneur&amp;rft.atitle=Richard+Price&amp;rft.aulast=Price&amp;rft.aufirst=Richard&amp;rft_id=https%3A%2F%2Fwww.entrepreneur.com%2Fauthor%2Frichard-price&amp;rfr_id=info%3Asid%2Fen.wikipedia.org%3AAcademia.edu" class="Z3988"></span></span> </li> <li id="cite_note-UC-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-UC_2-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1215172403"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="http://osc.universityofcalifornia.edu/2015/12/a-social-networking-site-is-not-an-open-access-repository/">"A social networking site is not an open access repository"</a>. University of California Office of Scholarly Communication. December 2015. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20160711021056/http://osc.universityofcalifornia.edu/2015/12/a-social-networking-site-is-not-an-open-access-repository/">Archived</a> from the original on July 11, 2016<span class="reference-accessdate">. Retrieved <span class="nowrap">7 July</span> 2016</span>.</cite><span title="ctx_ver=Z39.88-2004&amp;rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&amp;rft.genre=unknown&amp;rft.btitle=A+social+networking+site+is+not+an+open+access+repository&amp;rft.pub=University+of+California+Office+of+Scholarly+Communication&amp;rft.date=2015-12&amp;rft_id=http%3A%2F%2Fosc.universityofcalifornia.edu%2F2015%2F12%2Fa-social-networking-site-is-not-an-open-access-repository%2F&amp;rfr_id=info%3Asid%2Fen.wikipedia.org%3AAcademia.edu" class="Z3988"></span></span> </li> <li id="cite_note-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-3">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1215172403"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://ijcsmc.academia.edu/IJCSMCJournal">"Most followed account on Academia.edu"</a>. Academia.edu. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210718075015/https://ijcsmc.academia.edu/IJCSMCJournal">Archived</a> from the original on July 18, 2021<span class="reference-accessdate">. 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Retrieved <span class="nowrap">2017-01-26</span></span>.</cite><span title="ctx_ver=Z39.88-2004&amp;rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&amp;rft.genre=article&amp;rft.jtitle=Planned+Obsolescence&amp;rft.atitle=Academia%2C+Not+Edu&amp;rft.date=2015-10-26&amp;rft_id=http%3A%2F%2Fwww.plannedobsolescence.net%2Facademia-not-edu%2F&amp;rfr_id=info%3Asid%2Fen.wikipedia.org%3AAcademia.edu" class="Z3988"></span></span> </li> <li id="cite_note-20"><span class="mw-cite-backlink"><b><a href="#cite_ref-20">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1215172403"><cite class="citation news cs1"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20170501075033/https://www.diggitmagazine.com/column/end-academiaedu-how-business-takes-over-again">"The end of Academia.edu: how business takes over, again"</a>. <i>diggit magazine</i>. 2017-04-26. Archived from <a rel="nofollow" class="external text" href="https://www.diggitmagazine.com/column/end-academiaedu-how-business-takes-over-again">the original</a> on May 1, 2017<span class="reference-accessdate">. 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title="Tinder (app)">Tinder</a></li> <li><a href="/wiki/Triller_(app)" title="Triller (app)">Triller</a></li> <li><a href="/wiki/Truth_Social" title="Truth Social">Truth Social</a></li> <li><a href="/wiki/Tuenti" title="Tuenti">Tuenti</a></li> <li><a href="/wiki/TV_Time" title="TV Time">TV Time</a></li> <li><a href="/wiki/Tumblr" title="Tumblr">Tumblr</a></li> <li><a href="/wiki/Untappd" title="Untappd">Untappd</a></li> <li><a href="/wiki/Vero_(app)" title="Vero (app)">Vero</a></li> <li><a href="/wiki/VK_(service)" title="VK (service)">VK</a></li> <li><a href="/wiki/Weibo" title="Weibo">Weibo</a></li> <li><a href="/wiki/Whisper_(app)" title="Whisper (app)">Whisper</a></li> <li><a href="/wiki/Twitter" title="Twitter">X</a></li> <li><a href="/wiki/Xiaohongshu" title="Xiaohongshu">Xiaohongshu</a></li> <li><a href="/wiki/Yik_Yak" title="Yik Yak">Yik Yak</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/Professional_network_service" title="Professional network service">Professional</a></th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a class="mw-selflink selflink">Academia.edu</a></li> <li><a href="/wiki/Brainly" title="Brainly">Brainly</a></li> <li><a href="/wiki/HCL_Connections" title="HCL Connections">HCL Connections</a></li> <li><a href="/wiki/LinkedIn" title="LinkedIn">LinkedIn</a></li> <li><a href="/wiki/Moodle" title="Moodle">Moodle</a></li> <li><a href="/wiki/ResearchGate" title="ResearchGate">ResearchGate</a></li> <li><a href="/wiki/Solaborate" title="Solaborate">Solaborate</a></li> <li><a href="/wiki/Viadeo" title="Viadeo">Viadeo</a></li> <li><a href="/wiki/XING" title="XING">XING</a></li> <li><a href="/wiki/Yammer" class="mw-redirect" title="Yammer">Yammer</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/List_of_defunct_social_networking_services" title="List of defunct social networking services">Defunct</a></th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/App.net" title="App.net">App.net</a></li> <li><a href="/wiki/AsianAve" title="AsianAve">AsianAve</a></li> <li><a href="/wiki/Avatars_United" title="Avatars United">Avatars United</a></li> <li><a href="/wiki/Bebo" title="Bebo">Bebo</a></li> <li><a href="/wiki/Bolt_(website)" title="Bolt (website)">Bolt</a></li> <li><a href="/wiki/BranchOut" title="BranchOut">BranchOut</a></li> <li><a href="/wiki/Capazoo" title="Capazoo">Capazoo</a></li> <li><a href="/wiki/Cloob" title="Cloob">Cloob</a></li> <li><a href="/wiki/EConozco" title="EConozco">eConozco</a></li> <li><a href="/wiki/Edmodo" title="Edmodo">Edmodo</a></li> <li><a href="/wiki/Ello_(social_network)" title="Ello (social network)">Ello</a></li> <li><a href="/wiki/Emojli" title="Emojli">Emojli</a></li> <li><a href="/wiki/EWorld" title="EWorld">eWorld</a></li> <li><a href="/wiki/Eyegroove" title="Eyegroove">Eyegroove</a></li> <li><a href="/wiki/FitFinder" title="FitFinder">FitFinder</a></li> <li><a href="/wiki/FriendFeed" title="FriendFeed">FriendFeed</a></li> <li><a href="/wiki/Friends_Reunited" title="Friends Reunited">Friends Reunited</a></li> <li><a href="/wiki/Friendster" title="Friendster">Friendster</a></li> <li><a href="/wiki/Grono.net" title="Grono.net">Grono.net</a></li> <li><a href="/wiki/Google%2B" title="Google+">Google+</a></li> <li><a href="/wiki/Google_Buzz" title="Google Buzz">Google Buzz</a></li> <li><a href="/wiki/Google_Currents_(social_app)" title="Google Currents (social app)">Google Currents</a></li> <li><a href="/wiki/Hello_(social_network)" title="Hello (social network)">Hello</a></li> <li><a href="/wiki/Heello" title="Heello">Heello</a></li> <li><a href="/wiki/Highlight_(application)" title="Highlight (application)">Highlight</a></li> <li><a href="/wiki/Houseparty_(app)" title="Houseparty (app)">Houseparty</a></li> <li><a href="/wiki/Hyves" title="Hyves">Hyves</a></li> <li><a href="/wiki/IdeaPlane" title="IdeaPlane">IdeaPlane</a></li> <li><a href="/wiki/ITunes_Ping" title="ITunes Ping">iTunes Ping</a></li> <li><a href="/wiki/IWiW" title="IWiW">iWiW</a></li> <li><a href="/wiki/Jaiku" title="Jaiku">Jaiku</a></li> <li><a href="/wiki/Keek" title="Keek">Keek</a></li> <li><a href="/wiki/Lifeknot" title="Lifeknot">Lifeknot</a></li> <li><a href="/wiki/LunarStorm" title="LunarStorm">LunarStorm</a></li> <li><a href="/wiki/Me2day" title="Me2day">Me2day</a></li> <li><a href="/wiki/Meerkat_(app)" title="Meerkat (app)">Meerkat</a></li> <li><a href="/wiki/Miiverse" title="Miiverse">Miiverse</a></li> <li><a href="/wiki/MixBit" title="MixBit">MixBit</a></li> <li><a href="/wiki/Mobli" title="Mobli">Mobli</a></li> <li><a href="/wiki/Mugshot_(website)" title="Mugshot (website)">Mugshot</a></li> <li><a href="/wiki/Multiply_(website)" title="Multiply (website)">Multiply</a></li> <li><a href="/wiki/Musical.ly" title="Musical.ly">Musical.ly</a></li> <li><a href="/wiki/Natter_(social_network)" title="Natter (social network)">Natter</a></li> <li><a href="/wiki/Netlog" title="Netlog">Netlog</a></li> <li><a href="/wiki/NK.pl" title="NK.pl">NK.pl</a></li> <li><a href="/wiki/Orkut" title="Orkut">Orkut</a></li> <li><a href="/wiki/Path_(social_network)" title="Path (social network)">Path</a></li> <li><a href="/wiki/Periscope_(service)" title="Periscope (service)">Periscope</a></li> <li><a href="/wiki/Pheed" title="Pheed">Pheed</a></li> <li><a href="/wiki/Piczo" title="Piczo">Piczo</a></li> <li><a href="/wiki/PlanetAll" title="PlanetAll">PlanetAll</a></li> <li><a href="/wiki/Posterous" title="Posterous">Posterous</a></li> <li><a href="/wiki/Pownce" title="Pownce">Pownce</a></li> <li><a href="/wiki/Qaiku" title="Qaiku">Qaiku</a></li> <li><a href="/wiki/Meta_(academic_company)" title="Meta (academic company)">Sciencescape</a> (Meta^α)</li> <li><a href="/wiki/SixDegrees.com" title="SixDegrees.com">SixDegrees.com</a></li> <li><a href="/wiki/Skyrock_(social_network_site)" title="Skyrock (social network site)">Skyrock</a></li> <li><a href="/wiki/So.cl" title="So.cl">So.cl</a></li> <li><a href="/wiki/Spotify_Live" title="Spotify Live">Spotify Live</a></li> <li><a href="/wiki/Spring.me" title="Spring.me">Spring.me</a></li> <li><a href="/wiki/Streetlife_(website)" title="Streetlife (website)">Streetlife</a></li> <li><a href="/wiki/StudiVZ" title="StudiVZ">StudiVZ</a></li> <li><a href="/wiki/Surfbook" title="Surfbook">Surfbook</a></li> <li><a href="/wiki/Talkbits" title="Talkbits">Talkbits</a></li> <li><a href="/wiki/Tbh_(app)" class="mw-redirect" title="Tbh (app)">tbh</a></li> <li><a href="/wiki/Tea_Party_Community" title="Tea Party Community">Tea Party Community</a></li> <li><a href="/wiki/Third_Voice" title="Third Voice">Third Voice</a></li> <li><a href="/wiki/Tribe.net" title="Tribe.net">tribe.net</a></li> <li><a href="/wiki/Tout_(company)" title="Tout (company)">Tout</a></li> <li><a href="/wiki/Tvtag" title="Tvtag">tvtag</a></li> <li><a href="/wiki/Vine_(service)" title="Vine (service)">Vine</a></li> <li><a href="/wiki/Windows_Live_Spaces" title="Windows Live Spaces">Windows Live Spaces</a></li> <li><a href="/wiki/Wretch_(website)" title="Wretch (website)">Wretch</a></li> <li><a href="/wiki/Xanga" title="Xanga">Xanga</a></li> <li><a href="/wiki/Yahoo!_360%C2%B0" title="Yahoo! 360°">Yahoo! 360°</a></li> <li><a href="/wiki/Yahoo!_Kickstart" title="Yahoo! Kickstart">Yahoo! Kickstart</a></li> <li><a href="/wiki/Yahoo!_Mash" title="Yahoo! Mash">Yahoo! Mash</a></li> <li><a href="/wiki/Yahoo!_Meme" title="Yahoo! Meme">Yahoo! Meme</a></li> <li><a href="/wiki/Yo_(app)" title="Yo (app)">Yo</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Services</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Comparison_of_social_networking_software" title="Comparison of social networking software">Software comparison</a></li> <li><a href="/wiki/White-label_product" title="White-label product">White-label</a> <ul><li><a href="/wiki/Ning_(website)" title="Ning (website)">Ning</a></li> <li><a href="/wiki/Wall.fm" title="Wall.fm">Wall.fm</a></li></ul></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Tools</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Social_network_analysis_software" title="Social network analysis software">Social network analysis software</a></li> <li><a href="/wiki/Diaspora_(social_network)" title="Diaspora (social network)">Diaspora</a></li> <li><a href="/wiki/Web_2.0_Suicide_Machine" title="Web 2.0 Suicide Machine">Web 2.0 Suicide Machine</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Concepts</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Attention_inequality" title="Attention inequality">Attention inequality</a></li> <li><a href="/wiki/Cybersectarianism" title="Cybersectarianism">Cybersectarianism</a></li> <li><a href="/wiki/Fediverse" title="Fediverse">Fediverse</a></li> <li><a href="/wiki/List_of_virtual_communities_with_more_than_1_million_users" title="List of virtual communities with more than 1 million users">1+ million users</a></li> <li><a href="/wiki/Online_identity" title="Online identity">Online identity</a></li> <li><a href="/wiki/Small-world_experiment" title="Small-world experiment">Small-world experiment</a></li> <li><a href="/wiki/Small-world_network" title="Small-world network">Small-world network</a></li> <li><a href="/wiki/Social_network" title="Social network">Social network</a></li> <li><a href="/wiki/Thirst_trap" title="Thirst trap">Thirst trap</a></li> <li><a href="/wiki/User_profile" title="User profile">User profile</a></li> <li><a href="/wiki/Virtual_community" title="Virtual community">Virtual community</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Applications</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Hospitality_exchange_service" title="Hospitality exchange service">Hospitality exchange service</a></li> <li><a href="/wiki/Mobile_social_network" title="Mobile social network">Mobile</a></li> <li><a href="/wiki/Online_dating" title="Online dating">Online dating</a> <ul><li><a href="/wiki/Comparison_of_online_dating_services" title="Comparison of online dating services">comparison</a></li></ul></li> <li><a href="/wiki/Social_network_advertising" title="Social network advertising">Social network advertising</a></li> <li><a href="/wiki/Social_network_hosting_service" title="Social network hosting service">Social network hosting service</a></li> <li><a href="/wiki/Social_profiling" title="Social profiling">Social profiling</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%"><a href="/wiki/User_interface" title="User interface">User interface</a></th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Activity_stream" title="Activity stream">Activity stream</a></li> <li><a href="/wiki/Brand_page" title="Brand page">Brand page</a></li> <li><a href="/wiki/Group_(online_social_networking)" title="Group (online social networking)">Groups</a></li> <li><a href="/wiki/Hashtag" title="Hashtag">Hashtag</a></li> <li><a href="/wiki/Like_button" title="Like button">Like button</a></li> <li><a href="/wiki/Online_petition" title="Online petition">Online petitions</a></li> <li><a href="/wiki/Open-access_poll" title="Open-access poll">Polling</a></li> <li><a href="/wiki/Reblogging" title="Reblogging">Reblogging</a></li> <li><a href="/wiki/Stories_(social_media)" class="mw-redirect" title="Stories (social media)">Stories</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Implications</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Issues_relating_to_social_networking_services" title="Issues relating to social networking services">Issues relating to social networking services</a></li> <li><a href="/wiki/Privacy_concerns_with_social_networking_services" title="Privacy concerns with social networking services">Privacy concerns</a></li> <li><a href="/wiki/Problematic_social_media_use" title="Problematic social media use">Problematic social media use</a></li> <li><a href="/wiki/Use_of_social_network_websites_in_investigations" title="Use of social network websites in investigations">Use in investigations</a></li> <li><a href="/wiki/Social_media_use_in_politics" title="Social media use in politics">Use in politics</a></li> <li><a href="/wiki/Gender_differences_in_social_network_service_use" title="Gender differences in social network service use">User gender difference</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Protocols</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/ActivityPub" title="ActivityPub">ActivityPub</a></li> <li><a href="/wiki/Frank_McCourt_(executive)#Technology" title="Frank McCourt (executive)">Decentralized Social Networking Protocol</a></li> <li><a href="/wiki/Distributed_Social_Networking_Protocol" title="Distributed Social Networking Protocol">Distributed Social Networking Protocol</a> (defunct)</li> <li><a href="/wiki/Micropub_(protocol)" title="Micropub (protocol)">Micropub</a></li> <li><a href="/wiki/OpenSocial" title="OpenSocial">OpenSocial</a> (defunct)</li> <li><a href="/wiki/OStatus" title="OStatus">OStatus</a></li> <li><a href="/wiki/Pump.io" title="Pump.io">Pump.io</a></li> <li><a href="/wiki/XMPP" title="XMPP">XMPP</a></li></ul> </div></td></tr></tbody></table></div></div>'