From Start-Ups to Scale-Ups
From Start-Ups to Scale-Ups
Author : Gaurav Singh
1 min. Read

Scaling is when a company’s income grows significantly without them spending a lot of money on extra resources, allowing them to increase profit margins while keeping costs low. Modern day start-ups are striving to achieve scale because of the huge costs of development.

The key difference between scale and growth is that scale is achieved by maximising income without incurring significant costs. Costs should only increase incrementally, if at all, as customers and income grow dramatically. When a company is in that middle ground where it no longer is a start-up but hasn’t quite achieved ‘giant corporation’ level yet, the distinction between growth and scaling becomes evident. At this key juncture, the company must choose between continuing to grow at a steady pace or converting to rapid corporate scaling.

To decide between scale and growth, start-ups are required to rethink strategies, initiate dynamic ideas and improve/change operations. The main questions they need to ask are:

  1. Grow the team by hiring additional people or stay small and compact?
  2. Raise capital or rely on their own resources?
  3. Stay in their niche segments or branch out into new markets?
  4. Acquire or be acquired by other start-ups?

SO HOW DO STARTUPS REALLY GET SCALING?

Instill a sense of urgency:

First and foremost, employ well so that you can delegate. Don’t be a one-man army, it’ll never help you scale. Second, don’t waste time debating the ideal logo colour – your brand will evolve in any case; concentrate on gaining more and larger clients instead. Third, generate a sense of urgency – set explicit deadlines for actioning and achieving goals. One of the most common blunders made by firms is not working with enough urgency.

Focus on the process, not the industry:

Many individuals will advise you to concentrate your efforts on a specific industry. That may not be the best recommendation 100% of the time though. Instead, make a structure and a checklist that works for you. Develop an efficient procedure for one industry that can also be applied to others. Companies have discovered processes for products at various price points, as well as one-time vs monthly services. Then you can scale because your staff is doing the same thing repeatedly, and they’ve honed their skills.

Entrepreneurial attitude:

The founder(s) must instil the fundamental necessity of hiring, developing, and retaining the greatest talent possible from the start. Diversity must be appreciated, and time and resources must be properly distributed and protected from competing pressures. The idea behind a cadence of accountability is to break down a huge objective into monthly, weekly, and daily actions, and then track your success to keep things moving forward. The rat race will only leave you exhausted and resentful.

HOW TO GO FROM START-UP TO SCALE-UP

 

Develop a customer persona:

The first step in scaling is to create a user persona: a fictional representation of your ideal consumer. This means laying down some basic demographics (age, place of employment, residence, and so on), their present behaviour in relation to the problem you’re trying to solve, and their objectives. Now that you have this information, examine these users’ social media sites, speak with them, and use the information to determine their pain points, their wants and needs and their ‘job to be done’.

Less but effective channelisation:

Don’t try and go big and start with 20 channels. Only to fail badly with 18, and then settle for the two that inadvertently worked. The goal is to start small and eventually control all the channels you choose. Start with a maximum of four to five channels.

Create a business objective:

Setting a business goal is the final step in scaling. Whatever your aim is, it will be meaningless until you have a solid approach in place. You need this to initiate relevant marketing operations in the markets you want to scale in. Despite all the strategising, you also need to be patient and give your company time to scale, it isn’t something that happens overnight.

CONCLUSION

One of the main roles that JPIN plays is to identify the places where the start-ups can lower their costs to increase their production and how to improve in times when facing adversities in the company. We boost the morale of potentially acclaimed start-ups and give them a vision for the same.

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