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MenuShould I pivot my business from an agency based model to a marketplace model ?
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1. Congrats on building a successful business.
2. It is important to look at your existing business and see what other services you can offer to the existing client base before you try to pivot the business.
3. What services do your customers use other firms for that you could bring in-house without increasing your overall expenses?
4. Examples:
a. Translating the writing into other languages.
b. SEO writing
c. Developing Brand Voice / Brand Guidelines
d. Ghostwriting
5. I would check out www.contently.com and some of their competitors who run successful marketplaces for writers and companies.
Hi! Great question, It seems that your business model is fairly thought out and your growth has haulted due to lack of strategic marketing and business development efforts.
Put it in context, imagine if Nike was asking if they should consider making something else than shoes because Adidas has increased their sales this year, which means Nike lost that market opportunity. What would they do?
They become aggressive in their pricing, they apply super targeted marketing to a particular subset of their demographic, bundle up products. In your case you can also build (more?) partnerships with bloggers too.
You can restructure your pricing to include the new "marketplace" idea service under a premium fee for the added transparency, more agile development due to increased communication, convenience. Unless you have an unconscious reasoning for trying to consciously make this decision to pivot, I would recommend simply becoming more strategic with your effort to reach new consumers and providers. One tactic is to have a great community of writers to where the quality of their work is enough to sway clients your way, for this there is a variety of creative approaches. :)
Best of luck.
Humberto Valle
#UnthinkStrategy
First off, congrats on building a business that creates value and growing customers. Based on your description, the current agency based model seems more one of full-service, you may have a good feel on how much your current customers value the model.
With an agency model, the customer trusts your service and subject market expertise to give them the value they are seeking. It also allows you to charge based on the customer, complexity of project, resources needed, skillset etc.
In regard to the market place model, customers are usually looking for flexibility in pricing and also in situations where they are fine with identifying the writer, project managing it. The platform serves as the connector between both parties and helps manage the experience through services to post requirements, manage feedback & communication, payment, reviews etc
Few recommendations:
- Try the marketplace model as an alternate tier for customers that would be open to managing it themselves
- You facilitate the engagement via the platform and take a cut of the transaction from both parties
- It allows you to see how customers choose between either model & make a decision before pivoting.
Each model has its own advantages & challenges. Look at a few marketplaces such as envato, fiverr etc that have accomplished the marketplace model.
Happy to connect further over a call.
cheers
Related Questions
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Holding funds in a 2-sided marketplace?
Check out https://www.balancedpayments.com/ They are made for marketplaces. Airbnb CEO among others invested in them and they have some of the best pricing/payout fees. Also some good info on http://www.collaborativeconsumption.com/2013/10/08/online-marketplaces-are-hard/ One of Balanced Payments co-founders is writing this blog series on marketplaces.MA
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When recording income for a marketplace startup, is it typical to use the gross transaction or just the fees collected per payment?
You usually only recognize the commissions as revenues and use the term "Gross Merchandise Value" (GMV) to describe the size of the marketplace (value of all transactions going through the site)BW
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Freemium v.s. free trial for a marketplace?
It depends on a number of factors but I'd boil it down to two key things to start: 1) What is your real cost to provide a free plan or trial? 2) Who exactly is your customer and what are they used to paying and who and how do they pay today? When you say "online workforce marketplace" it sounds as though you're placing virtual workers. If that's the case, or if you're paying for the supply side of the marketplace, the question is how much can you subsidize demand? Depending on where you're at in the process, I'd also question how much you can learn about the viability of your marketplace by offering a free version, assuming again, that free is actually a real cost to you. I was part of a SaaS project that started charging people for early access based mostly on just a good landing page (we clearly stated they were pre-paying) and were amazed at the response. I've also run a SaaS product that offered free trials and realized that the support costs and hand-holding and selling required to convert from free trial to paid wasn't worth it, this despite the product's significant average ARR. You might be better off providing a "more information" sign-up form (to capture more leads) and let them ask for a free trial while only showing your paid options. I've been amazed at the lead capture potential from a simple "have questions? Click here and we'll contact you" This is all the generalized advice I can offer based on the limited information I have, but happy to dive-in further if you'd like on a call.TW
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Broad niche or Targeted niche which way to go?
I always suggest going "uncomfortably narrow" initially so that you can really dial in the user experience and build liquidity first. Going broad will be tougher as there's too much noise to signal. Also, it's best to fake the supply side initially of you can to improve the buyers side first, then figure out supply & quality afterwards if customers are buying and you've proven out a demand strategy that will work.DM
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What is the best pricing (business model) to apply to a marketplace?
I like to separate your question into 2 sub-questions: #1 How do we determine which side to charge? #2 How much is the right amount to charge? On #1, my answer is that you can charge the side(s) for whom you add the most value. In your examples, Uber really solves a big problem for drivers, it's that they sit idle for a good part of the day, so are willing to pay a lot for new leads. (their alternative is no work) Consumers are charged more for the convenience of a private car but they are probably not so much willing to pay more for a taxi, even if they can hail one from their phones. For AirBnB, it's a mix, it's a way for landlords to monetize idle capacity which they are willing to pay for, but it's also a way for a renter to pay less than they would normally pay for a hotel. On #2 (how much), I like to triangulate a number of factors: - What's the maximum amount I can charge one side, while still being a good deal for them. - How much do I need to charge so that I can become profitable? (the economics are quite different if you charge 3% vs. 12%) - What are comparable services charging for substitutes/competitive offerings? I will just add that there is no formulaic way to determine pricing strategies (curated vs. open), and it's a lot more about what's the comparable and what the value delivered is. That's how I approached the question while deciding the business model at ProBueno.com (my startup)MR
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