We had a giant client come onboard yesterday. Scoring that big, famous brand name is a total morale boost.
Hurrah! We’ve made it! What’s the going rate on super yachts these days?
But yo. Get off Trademe and get back to work, because you haven’t got your Scrooge McDuck money vault just yet.
Sure it’s a cool feeling to land those big NZ fish. But we had to keep it in perspective. This was an important client, no doubt. We’re pumped about them and they’re getting our very best. But we have to make sure the brand name doesn’t distract us from giving our other more immediately lucrative, but less flashy clients the attention they deserve.
So that was our big lesson for this week – know the role each of your market segments should take in your business. Some will be great financial prospects, and some will be awesome in totally-different-but-also-important ways. Know how much you can afford to invest in each target audience and don’t let sexy logos and flash brand names tempt you into messing with that ratio.
At the moment, on-boarding is our biggest hurdle. The time and cost to take someone from hot lead to launched recruitment campaign is way longer than it should be. Some of that we’re addressing with user-experience stuff in the actual system, but let’s face it, bigger clients have more layers of people to convince with more presentations, a more complex brand to work with and generally more schmoozing required.
And, they’re more likely to want to have a comprehensive hoon on your software before signing on to any major subscription.
Hard work and quite expensive, aye. But they’re also amazing. They help us test how our tool performs when used at different stages of a big recruitment process. They know how their system performs so they can tell us exactly how great we are, to within a teeny tiny margin. That’s pretty sweet.
And there’s no denying – they recruit a bagillion people, across all pay scales and levels. That’s a biggy for noobs like us who are constantly tweaking our UI to help recruiters deal with larger volumes of applicants. We need the big boys to let us know what’s working for an enterprise-level process and what they’d like us to add or change.
So that’s what I mean by perspective. Do the woohoos, but take the big brands for what they are: insanely valuable in ways that go beyond money.