During the startup and pivot process, the standard and purpose of all decisions was survival. While running Adv by Me, I decided that it would be difficult to scale up due to the nature of the business model. First, customer retention (retention rate) was low, and as the advertising campaign ended, the value it could provide to existing customers disappeared, so it was a service that always had to attract new customers. It felt like pouring. If we couldn’t increase retention, we had to win a large-scale advertising project from a single client, which was impossible for a small ad tech company. This is because advertisers only invested a portion of their advertising budget into new ad tech services and invested a large portion of their budget into existing media with high media influence. In addition, as global social network companies began operating their own Gango platforms, the business environment was also threatened.
Customer Discovery who works at a dutyfree shop
Even though duty-free shops have a special environment to verify the identity of customers. There Taiwan Phone Number Data is no customer data. With that story as an opportunity, I started researching the market for customer analysis solutions for offline stores. In Silicon Valley, startups that combine hardware that can analyze visitors and big data solutions that can analyze customer data have already begun to attract attention by attracting large-scale investments, but there are none in Asia. We discovered new possibilities in customer analysis solutions targeting offline stores and decided to create a Work Insight service to dominate the Asian market. axis of change of direction It was the stability of the business environment. The three important axes of the Adv By Me business model – SNS, advertisers, and publishers – were all highly volatile. Social network companies’ advertising policies were changing rapidly, advertisers’ retention was low, and it was difficult to manage numerous publishers.
I thought that among the key elements
That make up the business ecosystem, the business environment should be less volatile. The Estonia phone data reason we started the Work Insight service based on offline stores was. Because we believed that the offline environment would be more stable than one that relies on SNS. The reason we targeted enterprise customers first in the early days of our business was in a similar context. Large companies with sufficient capital were more likely to consistently operate offline stores than small and medium-sized companies. Difficulty changing directions The most difficult thing was changing the sales process. As major clients changed from advertising agencies to large corporations operating offline stores, the sales cycle became longer. It took as little as 3 months to as long as 6 months to win one deal. The process of explaining and persuading customers about a service. Called Work Insight, which I had never experienced before, was also difficult.
