Hubspot: Inbound Marketing and Web 2.0

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HUBSPOT: Inbound Marketing and Web 2.0 case study HUBSPOT Case Study: Group 11 (1-to-1) Page 1 The problem in this case is that HubSpot needed to make a transition from its initial start-up structure (organizational structure, target customers and pricing strategy) in order grow, and the dilemma was how to best approach this change. HubSpot faced three main issues for this: a) identify target customers, b) modify their pricing model and c) how to develop the growth strategy. HubSpot was good at building a community, e.g. over 300000 unique visitor in 2008, and thousands of freeware subscriptions in 2009. Nonetheless they had a diverse universe of customers, from small business owners (Ollies) to marketing professionals (Marys), different type of business ranging B2B or B2C, and size (over or under 25 employees). Table C shows a potential market evenly distributed among B2B and B2C. For HubSpot, the decision to identify a target customer was difficult. This is seen when contrasting exhibits 6 where 73% of customers were Ollies and exhibit 5 which indicated that Marys accounted for 68% of new customers from Sep-Dec 2008. Although the B2B customers were important for Ollies and Marys, there was an interesting growth of Marys in B2C. Thus a segmentation of customer was required to better assess their different needs. At the end of 2008, HubSpot’s products responded to the main two customers (Ollies and Marys), still its pricing model was similar for both, where Marys paid a slightly higher monthly amount as its software package included more features (exhibit 7). This was something HubSpot needed to analyze as Ollie and Marys had various pros and cons as customers. Ollies represented a lower cost to acquire ($1000) and where quick to sign in, but cancel subscription early, while Marys cost more to acquire ($5000) and took longer to sign
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