This year, we saw the rise of three elements of technology-driven outcomes that, I’d suggest, represent a triad of innovation — and those elements are agility, speed, and the product-development capabilities to allow early-adopting brands to actually access emerging marketplaces (such as audio, as we saw this year). The first two terms are interconnected, and each fuels the drive for innovative products that big-name brands are beta-testing already.
“Introducing [new employees] to the culture has been very important; it’s important that the people we hire are growth-oriented,” PacketZoom co-founder Chetan Ahuja says. “We want them to already be useful to the business, but their main goal is to grow and to grow with the company. They’re much more valuable that way.”
As the company has grown, according to CEO Alexei Agratchev, it has experienced two “productivity peaks,” where fewer people are doing a huge amount of work. Then new hires are brought on, and the productivity stays about the same for a few months as the growth potential is realized. This can be a frustrating cycle to manage.
At WeddingWire, an online marketplace serving the wedding and events industry, its expanding employee base is providing new opportunities to fine-tune company policies, according to the company’s vice president of people, Jenny Harding.
The question that many hyperlocal vendors struggle with is how to keep their current customers satisfied without slashing prices or devoting too many resources to a single client. Here are eight strategies from hyperlocal experts, with specific advice on how to grow and nurture existing customer relationships.
As the hyperlocal industry continues to flourish, more and more vendors are experiencing growing pains. Oftentimes, expansion means larger offices, more employees, and more headaches from a business management perspective. Here are six strategies for managing an expansion as an early-stage hyperlocal, from executives who’ve made their way through the trenches and lived to tell about it…