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SUBSCRIPTION-POWERED GROWTH

机译:订阅型增长

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This August Laura and Doug Zander, the founders of Jimmy Beans Wool, a small but rapidly growing online yarn retailer based near Reno, Nev., launched what they thought would be an easy experiment: selling their customers subscriptions. Ifs worked almost too well. "These are phenomenal problems to have," says Laura. The Zanders, both former Silicon Valley software engineers, have always been aggressive about growth. Since starting the business as a brick-and-mortar shop for knitters in 2002, they've grown-sometimes faster than was good for them-by trying everything they could think of, including working social media, writing books, pushing CEO Laura, 41, as a brand spokesperson, creating knitting classes and offering how-to videos on YouTube. Last year the 45-employee company had $8 million in revenue.
机译:八月,Laura和Jimmy Beans Wool的创始人Doug Zander创办了一家他们认为很容易的实验:出售客户的订金。 Ifs效果很好。劳拉说:“这些都是惊人的问题。”曾任硅谷软件工程师的Zanders一直对增长充满热情。自2002年以编织工坊的实体店开业以来,他们通过尝试他们能想到的一切(包括工作社交媒体,撰写书籍,推动CEO劳拉, 41岁,作为品牌代言人,开设了编织班,并在YouTube上提供了操作视频。去年,这家拥有45名员工的公司的收入为800万美元。

著录项

  • 来源
    《Forbes》 |2015年第7期|80-80|共1页
  • 作者

    Peter Carbonara;

  • 作者单位
  • 收录信息 美国《科学引文索引》(SCI);
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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