As a growing business, we’re always looking at unique ways to get to the market and a recently published tech success story was at the centre of our “how did they do it” discussion.
Some googling soon uncovered some interesting forum and blog posts about some tactics startups had been using (but not admitting to) and that instigated a discussion about where a company draws the line.
Let me be frank, the tactics used by some of this companies were certainly not straight up – but nor were they illegal or fraudulent. They were, however, very clever and resulted in a huge traffic windfalls to their site (and possibly away from a competitor’s) and, ultimately, was a major part of the huge success they are now enjoying.
Others we came across were arguably even more dodgy, giving the company a windfall in users but giving the users a terrible user experience – and therefore possibly not active users – and making us wonder whether they had really thought it all through or whether or not it was simply a “grab for analytics” to make the company look better to a financier or acquirer.
So where’s the line in business? What is healthy competition and what is just not right?
The more time we spend in the start up world, the more we realize that all is not what it seems. What appears to be random luck is seldom that. It’s much more often smoke and mirrors or edgy marketing than it is “right place, right time” and it’s all covered up by the term “growth hacking”. And then there are outright lies about traffic, users and growth – something that puzzles us because, let’s be frank, it’s not too hard to check.
Talk to real growth hackers and they’ll tell you that growth hacking is really about looking at metrics then working out ways to do small incremental improvements everywhere that, put together, give you increased growth in users and/or traffic and not that one big idea that changes everything.
Very few growth hackers will admit to sneaky tactics that mine other sites to get users, or re-direct traffic or piggy back – these seem to be more the domain of the early startup teams – who use “desperate measures in desperate times” – the early days that can make or break a startup.
I’m not sure that we came to an actual conclusion about what was fair game and what wasn’t but our discussion did lead to marketing in general. In the offline world, if salespeople go out every day to try to poach business from their competitors, doesn’t that make these online tactics also fair game?
As an entrepreneur, the whatever it takes attitude is what you need to succeed. Start ups are hard so you sometimes need to step off the moral high ground and just do what it takes to survive. It all depends on where you, as an individual, draw the line on what is simply smart marketing versus what is down and dirty behavior. At the end of the day, that’s up to the individual.
At Workible, we prefer to err on the side of caution. We don’t lie about our users or our traction. We don’t need to. Our technology speaks for itself. We not trying to be the biggest kid in the playground – we don’t need hundreds of thousands of users because we are a Saas platform. We’ve specifically chosen not to play where everyone else does, there’s no point. The biggest players have the general market sewn up, so why go head to head with them.
We’ve taken the disruptive path – picking a niche market and solving their problem with innovative technology and a new way of doing things. Have a look at the big disruptors in the market – they’re not taking on the big guys, they’re doing things very differently and reinventing the way things are being done. For us, we’re reinventing recruitment in our niche.
Does that mean we don’t take clients from others? Absolutely not. That’s just healthy competition. Do we use growth hacking to grow? Totally. But that’s just smart marketing.
As for where you draw the line, well, that’s up to the Founders.