7 introductory growth lessons I should have learned from the mistakes of others

7 introductory growth lessons I should have learned from the.jpgsignature1c78afa9f08f2c14ac3f5eb3988764a2

As Head of a relatively new marketing group, I am happy to admit that there were a few things that were wrong in the early days of my start - up journey ... although perhaps I should have avoided seeing how common it is. them.

Growing a newly launched company can be challenging but also rewarding. You are always learning, and no day is ever like that.

If you are in the early stages of growing your start, take heart from the mistakes I made (and many others) along the way - and try to be more prepared than I was.

Below is a summary of seven things I learned while developing my organization:

Index

    1. Hire experienced staff

    One mistake we made early on was hiring people who had little experience in the marketing industry.

    Save employees money and hopefully grow into the job. That was my thought process at the time.

    While this initially worked, it created problems as we recruited higher quality clients. I found that we spent too long training staff who failed to deliver the quality.

    I recommend investing in a more experienced personnel sooner rather than later. In my opinion, it is vital to have workers who can strike the ground.

    Be prepared to pay a little extra to find the right candidate. The rewards will be seen as you develop your team and take your business to the next level.

    2. Grow in a sustainable way

    Once we started attracting a large number of clients, there was a temptation to grow faster. Income was up and morale was high.

    But looking back, I feel like we were overdoing it too soon. We took on too many clients and tried to grow too fast without a solid foundation.

    Our team simply did not want to serve our clients as we wanted. There was too much work, too little experience, and a lack of organization.

    In my book, it's better to slow down. Start with a core group of customers and then invest in experienced staff as you build your revenue over time.

    3. Communication within Leveridge

    I quickly discovered that a lack of clear communication was the main cause of many problems - at least initially.

    Good external communication and positioning of your brand is important. But what is often overlooked is internal communication between stakeholders.

    Internal communication is essential for everything to get started. Develop internally and your external communication will continue naturally.

    As a company, we experimented with different ways to enhance the way our internal communications worked.

    The best results came when we recruited more experienced staff and reduced staff turnover.

    To me, knowledge and sustainability are clearly crucial in building a progressive organizational culture.

    An established team is a productive and efficient team. So work on your internal comms.

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    4. Work out hard

    Buying out was something I was not willing to do at first. Keeping all the work inside just felt right for what we wanted to achieve.

    The main responsibility was to maintain quality and control. But there came a point where outside work just made sense for some projects.

    Working out smaller pieces of work has given staff time and allowed us to do more work while maintaining stable costs.

    I always recommend that you do some thorough research first before you farm on anything. It will take a reliable time building of freelancers time but it's well worth it.

    And remember: you still want to deliver the same level that your clients expect.

    5. Invest in quality business support

    Like many novice owners, I quickly learned that good accountants and lawyers are worth their weight in gold. Do not fall into the free trap.

    The reason? In my experience, most entry-level services are minimal and offer non-personal customer support.

    If you want to grow, you need people who work closely with you. By investing in a good accountant and law firm, I had advice on tap whenever I needed it.

    A quality accountant in particular saves you time, minimizes errors, limits tax burden, and ensures good financial planning for growth.

    It is also useful to have a reliable law firm. Look to build a close relationship with your support services to get the maximum benefits.

    6. Display your work and USP

    Early on in our visit, I feel that we have failed to gather our success and skills effectively enough, especially across our website and media platforms.

    Potential clients do not know what you can do for them if you do not demonstrate the benefits of your product or service. It's simple, but it's true.

    As we began to show exactly what we could achieve for our clients, we won new business from better quality companies and built our reputation.

    To get started working in service-based businesses, be sure to weigh your USPs so that your prospects know what benefits you will bring to the table.

    7. Target growth - but prepare for change

    In my experience, the way to grow is to achieve challenging but achievable targets (eg for quarterly reviews). This can be the backbone of your growth strategy.

    But it's worth remembering that a business throws up all sorts of unexpected situations: you may lose a key client, or a key employee may leave.

    Be prepared for obstacles, at least in the short term. And use barriers to learning, not disrespect. Stay flexible and agile in your strategic planning.

    Review your strategy regularly to make sure you stay on track.

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