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We're glad he stopped by. Chastened by the market and fresh from the same
dusting everyone received last year, Marty is the closest thing to an elder
statesman we've run across in the industry. Following oodles of experimentation,
the sheer fact that there still is a Webhire is a feat that deserves a round of
applause. Cash-flow positive and ready to dig in, the company appears poised to
profit from the lessons it has learned. We hit four main topics in the conversation:
installation turnarounds, relationship management, experimentation and the
company's future. Spliced in with our comments, we'll quote Marty's view. A long string of high growth operations, doomed
to failure in the market, have grown faster than their ability to install their
products. PeopleClick, ISearch (now departed) and Recruitsoft all traveled (at
different times) the same growth trajectory. As the number of new accounts
grows, there are two choices: hire the required installation teams in advance of
the order or allow the installation cycle to run on. We've heard of signed
contracts that have installation schedules that begin three to fifteen months
after contract award. Knowing that these contracts are doomed to fail, we asked
Marty how Webhire handles the question of growth as it applies to installation
schedule. Marty: What we have found is that
the first 90 days of a new customer relationship are critical. If we don't
make sure that the customer is well on track with their use of the system
(implementation, recruiting process changes and training), it spells trouble.
This is a time frame when we utilize a great deal of TLC to insure the
customer's satisfaction. It is also a time when it is very important to have
proactively established and managed the proper level of expectations. In
general, if three months after the deal is done things are not up and running,
your account management issues increase dramatically! On the low end, our
implementations run a week or two and on the high end, generally 8-10 weeks. As we suspected, profitability involves balancing
growth and customer satisfaction. There is an embedded warning to ATS customers:
if your installation won't be up and running in 90 days, rethink the contract.
Your installation is likely to fail. Customer support costs are a funny thing as well.
We giggle to ourselves when we hear a ATS company's strategy that is dependent
on never tailoring the core software for the customer. The most challenging
segment of the business is the middle sized customer who expects big company
treatment and small account pricing. Marty: Relationships in our industry are the
key to long range success. It is reasonably straight forward to build
relationships with larger organizations where significant contractual
relationship exists. It is much more challenging in the mid market where the
contracts are more numerous but more modest. We have found that customers of
all sizes desire to have a personal relationship with us regardless of the
price they pay. We have actively used technology to enhance these
relationships without having to put people on airplanes. Getting the economics
of relationships in balance is a key aspect of building a business beyond the
Fortune 500. Companies such as Amazon.com are great technology-based service
models for us to emulate. Frankly, we had not taken much time to think
about the range of experimentation in Webhire's recent years. Marty: Another interesting angle on Webhire is
the extent of our innovation in the industry. While unfortunately some of our
efforts didn't work, you can't question our efforts to move the ball forward!
e.g. first ATS, first intranet-based product, job distribution with Junglee,
refer.com, integrating job posting within an ATS, services networks,
integrated commercial database search (Yahoo! and Headhunter), tight
relationship with a major portal (Yahoo! recruiter), financial relationship
with a top-tier executive search investment (Korn Ferry), product extension to
develop the mid and low end markets, etc. More than impressive, it's the record of a
company that has maintained its commitment to market leadership over the course
of its existence. The lessons learned jackets in the Webhire files ought to be
coveted by many in the industry. It appears to us that they've learned the
limits of their capacities the hard way. Mistakes are easy to talk about and harder to
live with. While Marty seemed grounded in our conversation, you can imagine that
life in his seat has been anything but easy. We know that wiser means learning
what not to do the hard way. Converting that into business success takes real
work on a very personal level. Marty: We have learned many lessons and
have weathered many storms. We have learned what we can be successful doing
and what is beyond our scope. Having been at the top of the market, we were
the first to encounter the problems of success (how do we successfully
structure a company to deal with a large installed base?) as well as the
challenges of continued growth (so now that we own 50% of the market, how do
we sustain our growth?). We have been a scrappy start-up, a profitable private
company, a dominant industry player, a profitable public company, a
well-funded Internet darling, a fallen angel, a dollar stock, and now a
cash-flow positive comeback kid. I think it is an interesting story and one
that is far from over. While we will stick to our knitting to cement our
foundation, you will see us exploit our ability to "knit" to expand
our market over the course of 2002. We have learned much over the last 20
years and that experience will guide our growth. I think we will be around for
a while. In the end, we were impressed with the company's
prospects. Webhire remains, after all of the fuss, the largest player in the
game (by customer count). We bet they'll stick to their knitting and grow in
logical incremental ways. These days, sexy and reliable may be the same thing.
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