With 12 years of history, they say they have had to pivot more than once to adapt to the reality of the market. They started out by mimicking a Japanese company that was developing content for wireless carrier customers. They bet on those based in Spain, South Korea, Italy, Belgium, Russia, Turkey and the Philippines. However, users would soon be consuming this free content through Google rather than the phone carriers. “At that time, there was a major business shift in the company,” say the original founders of gigigo , Nehomar Correa Y Serge Llorens.

To achieve the opposite, they were brought into the team as directors and partners, Javier Diaz Y Borgia Marinas, both with strong experience in the industry. “From this new stage, we have evolved from a ‘mobile technology and content’ company to a digital agency. We changed the geographical priorities and focused on Spain, Mexico and Brazil. This change has enabled us to continue growing even in times of the greatest crisis.”

Where and how to invest

From the agonizing experience, they learned the following: “The most serious problems that companies face are caused by wrong decisions about where and how to invest in order to keep growing. As we are in a new sector, we make many wrong decisions about where (country/sector) to grow and how to do it (partnered, unpartnered). Success, measured in financial terms, always comes from an accumulation of attempts, almost all of which fail. It is important to persevere and try again to see positive results.”

It must be said that when they talk about positive results, they are referring to the 10 million euros that they managed to turn over last year, 85% of which came from the markets of Europe, Mexico and Brazil, in that order, and the growth forecast between 15% and 20% for the next 3 years. Also say on their behalf that they have never called for the involvement of private investors and that they have resorted to bank financing when capital was needed. They have also recently benefited from funding from the European Commission’s H2020 programme.

The business model they eventually implemented has a double aspect. On the one hand there is the income from the creation and development of digital projects for its customers and on the other hand the resulting payments orchid platform, where they claim to have “packaged” their technological know-how in the form of a SaaS platform. It is a digital inbound marketing tool launched 2 years ago and designed to offer customers a wide range of services for creating, managing and mobility experiences. Brands like Coca-Cola, McDonald’s or Grupo VIPs use it.

“We have always strived to offer an ‘end-to-end’ digital service. This way of delivering projects has differentiated us from competitors of our size, but it has pushed us to compete with much larger companies. We don’t sell technology because it’s fashionable or new. We try to understand the underlying problem (or possible improvements) in order to offer business solutions based on technology and mobility in particular,” they say.

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