LinkedIn is one of the best corporations, and its main tasks are to provide business- and employment-oriented social networking services. It works through websites and mobile applications for internationally-based companies and corporations. It is highly active on social media and Twitter, and it posts on a regular basis. The company is about to open a new office in Turkey, which is a highly attractive tourist spot all over the world. The country’s culture is not too Asian or Western because the geographic location is on the borders of Europe and Asia.
The people deployed over there are required to go through this paper for guidelines on understanding the primary purpose of relocation. The world is getting smarter, and video conferencing and online communication are common, but for physical meetings, no one has enough time to get out of their routines. The purpose of introducing the new LinkedIn location in Istanbul is to attract core customers to the physical meeting. Sometimes our clients have difficulty reaching because of the long distance from Asia and Europe, so Istanbul would be a perfect place to meet and advertise new ideas.
The American, Mexican, English, and Canadian clients are highly satisfied with the corporation’s number of approaches, in which the opening of new offices in different states was the core concept. However, in the recent few years, the number of international clients has increased, and it is required to assist them through physical availability. LinkedIn has the maximum number of clients in Central Asian and European countries, which has made the corporation responsible for providing physical assistance and enhancing the office structure and employee training.
The climatic conditions of the area are uncertain, and it would be possible that unscheduled rain would be possible. The clothing doesn’t matter as the Turk’s official dress is similar to the Western style. Due to the highly active area concerning tourism, approximately all the famous American food chains operate in Istanbul. There would be only 10-15% American staff, and the company has already hired the local team for the lower operations, so it would be highly requested to consider the communication gap and the lack of fluency in English. Moreover, the Istanbul branch will add some more tasks to its core functionality which will also include the manual and core recruitments as well as to establish an advertisement wing, which would help the client companies to grow and manage their tasks respectively. So, the employees are requested to consider every client important because Istanbul is regarded as one of the most active places for business activities as tourism is being performed.
LinkedIn is highly active in social media, and the company has good ratings on social networks and, more probably, on the LinkedIn personal platform as well as on Twitter.
LinkedIn have the best tweets and the current pinned tweet says:
“We all have our own reasons for working, inspiration, and definitions of success. Whatever you’re in it together.”
LinkedIn has a diversity of clients, and they are always notified of new updates in systems and applications. Moreover, the policies are about to change for the Asian clients, and they would have to consult the Istanbul branch. On social media, a good reaction is observed.
In a nutshell, relocation could not be a big problem. The core issues would be the interaction with the new culturally different communities. It is highly recommended that the culture and history of the country be studied so that these things would help initiate and keep a good start on the conversation with the local communities. Building an office team is crucial. It will help to sustain the workflows more smoothly for the future success of the new branch in Istanbul.
Works Cited
Neal, Zachary P. “Well connected compared to what? Rethinking frames of reference in world city network research.” Environment and Planning A 49.12 (2017): 2859-2877.
Varghese, N. V. “Globalization and Cross-Border Mobility in Higher Education.” Educational Access and Excellence 1 (2018): 9.
