In the Trenches: How Big Should We Grow?

The general consensus among business owners seems to be that growth is great. If you have more demand for what you offer, you should grow. That way, you can create more jobs, help more people, and ultimately make more money. So, it seems strange that I find myself asking how much growth is too much. But every company is different.

Cranky Concierge is a true service business. People come to us because they want the personal, one-on-one attention that they aren’t getting from the airlines. One of our competitive advantages is that when clients give us their details, we keep their profiles and learn their wants and needs. Although a lot of this information is stored and could be transferred among concierges, there’s no question that much of our success comes from having the same employee assist the same clients over and over again.

As we continue to expand our customer base, I need to think more about how much growth is too much. At some point, it’s likely that the personal service we provide will become diluted, because we’ll have more employees and more clients to look after. Keeping track of individuals and providing that same level of personal service will be increasingly difficult the bigger we get. There are good and bad parts to this.

The good part is that attracting more customers will allow us to keep offering our services for a low price. We aren’t trying to provide an upmarket experience. I take pride in being able to help everyday travelers with modest budgets, but it’s hard to make a living without increasing our volume. We could easily keep our operation small if we opted to charge hefty commissions to the rich and famous, because then we would earn enough money to survive with just a few exclusive clients. But that wouldn’t give me the same level of satisfaction as a business owner. We need to grow.

The bad part, however, is that if we grow too much, the service will lose its value, even at low prices. I’m not sure how to resolve this issue, because something tells me that I won’t know we’ve grown too much until after it happens. But I’m certainly trying to watch our progress as closely as I can.

About Brett Snyder

Brett is the Founder and President of Cranky Concierge air travel assistance. He also writes the consumer air travel blog, The Cranky Flier.
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I would say that as long as you, personally, know each of your employees and concierges, you are the right size.  As soon as you consider adding another layer of management, you are too big.


consider putting limits--ie. employee:client ratio. Try and maintain your current scale and still assign clients to conceirges. In a sense, the law firm model might be appropriate--pool of unaligned jr people, "partners" who are dedicated to clients. Sr. Partners or Owners who build out business capabilities


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