I chose a service-based model with my LinkedIn ghostwriting agency because it aligned perfectly with my existing skills as a writer and my "unhinged" personal brand that naturally attracted counter-cultural CEOs and tech founders. Services let me generate income immediately without needing to build a product first, and the high-ticket nature of ghostwriting ($2K-5K per month per client) meant I only needed a handful of clients to replace my construction income. What worked brilliantly was using my own "cringe" content as both marketing and proof of concept - my controversial posts functioned as live demonstrations of my writing ability while filtering for clients who appreciated my rebellious approach. What didn't work was trying to scale services beyond my personal capacity - I hit burnout trying to handle too many clients, which eventually pushed me to create my AI writing course as a digital product extension. Start with services to generate immediate cash flow and deeply understand your audience's problems, then gradually transition to digital products or subscriptions once you've identified recurring patterns that can be systematized - this creates a natural evolution instead of building products nobody wants.
I launched a UI/UX design studio for SaaS startups in 2023, and I opted for the "design as a service" model, offering my services on a fixed-rate monthly subscription. I did this because of a couple of reasons. First, it aligns incentives. With hourly billing, a task is more valuable to the service provider if it takes more time. In business, it's the opposite - if it's done quicker, it's more valuable. By working on a fixed monthly fee, financial incentives are aligned. We try to deliver work consistently, at a decent pace. Currently, we're submitting tasks every 48 hours, which helps our clients iterate quickly and keep the ball rolling. Second, it promotes long-term partnerships without being salesy. I don't want to constantly upsell clients on services. With a fixed rate in place, we can focus on the work, knowing that we're both getting what we want - the client gets tasks done every week, and I get a steady stream of income. This helps smooth out the ups and downs of demand for my services. What worked: networking with founders and providing value upfront. By positioning myself as an expert and providing help constantly, I became the obvious choice when the need came up. What didn't work: spending on ads. At least, so far. I'm still experimenting with that, but the ROI and lead quality don't compare with word-of-mouth referrals. My advice for someone launching a similar business is to focus on content. People want to work with the best person for the job. Position yourself as an expert in your niche and be active. Write articles, record podcasts, start a youtube channel, post hot takes on social media, etc. Be authentic and helpful, and people will come to you.
When deciding on a digital business model for Set Fire Creative, I focused on digital services by leveraging my skills in digital marketing to help businesses amplify their online presence. This model allowed us to tailor our services to individual client needs and iterate based on performance data quickly. For instance, with a supplement brand, our A/B tested campaign improved their return on ad spend from 1.5X to 3.6X, demonstrating the power of customized digital service strategies. The choice of a digital service model was influenced by our ability to drive measurable growth for clients. With a trenchless pipe repair company, our focused use of Google Ads and SEO turned them from a near-million-dollar company to a $10 million entity, boosting monthly leads from 8 to over 70. This success was rooted in providing an ongoing, personalized service that aligned with our expertise. For entrepreneurs weighing options, I'd suggest considering where your strengths lie and whether your skills allow for personal, dynamic engagement with clients. This approach not only generated significant growth for our clients but fostered rewarding, long-term partnerships. Making data-driven adjustments to marketing efforts proved vital in our success, ensuring we continually met and exceeded client goals.
When starting out as an entrepreneur, I chose the digital services model. I found that offering digital services aligned best with my skills, resources, and immediate goals because it allowed me to leverage my expertise in software development and problem-solving without the need for large upfront investment. It was a flexible model that also gave me the opportunity to work directly with clients and adjust my services to their needs in real-time, which helped me refine my offerings quickly. What worked was the ability to build personal relationships with clients, creating a more personalized service that helped with retention and word-of-mouth marketing. The challenges were mainly around scalability--as a service-based business, I had to rely heavily on my time, and there were limits to how many clients I could take on at once. If I could go back, I'd focus more on automating repetitive tasks and setting clearer boundaries to avoid burnout. My advice to anyone choosing between these models is to start with what aligns with your immediate capabilities and growth strategy--if you're good at solving problems and enjoy direct client interaction, services are a great place to start. However, if you want scalability without the limits of time, digital products or subscriptions might be the better long-term play.
Founder & CEO of Kelly Roach International at Kelly Roach International
Answered 10 months ago
For new entrepreneurs just starting out, I always say: go from high to low. In the beginning, you have a small audience, limited reach, and a tight budget. So you want to create the highest-priced offer you can successfully sell. That way, you only need a small number of customers to be successful. If you sell a high-ticket offer, even in low volume, you'll be able to turn a profit quickly. From there, you can reinvest those profits into ad spend to grow your audience, build your email list, and ultimately begin to scale. That's why I always recommend starting high and then going low. The coaching and consulting model is one of the simplest and most affordable business models out there. It's especially manageable for someone starting solo or just getting off the ground because you can launch with a tech stack of about three tools. I recommend starting with 1:1 services: high-ticket offers where you serve clients individually. Use the profits to reinvest for scale, and then gradually shift into a more scalable model: group programs, products, and delivery systems that can serve many at once. Simplicity is always a key to success. The less friction and complexity you have in your business, the faster it can grow. Another reason I love the coaching and consulting model is that it's so straightforward: book a consult, have a conversation, close the sale, and send a pricing link. These are the same recommendations I would follow if I were starting over today.
As a newcomer to crochet, I chose a digital product e-commerce model for my business, Crochet Craze. This decision stemmed from my passion for crafting and creating tangible items like scarves and blankets, which I could convert into digital patterns to sell online. This allowed me to leverage my burgeoning crochet skills while sharing creative projects with a broader audience without the overhead of physical products. The model thrived because I targeted fellow beginners, offering patterns and step-by-step guides custom to their needs. For instance, my simple scarf pattern was downloaded over 500 times in its first month, demonstrating the demand for accessible beginner projects. This showed the power of focusing on niche markets with a specific need, ensuring the products remain relevant and valuable. Key factors in my decision included my strengths in crafting and my enthusiasm for sharing my journey through online communities. My advice: align your digital product with your personal skills and passion, ensuring you can consistently deliver value. Focus on what you love, and use your unique perspective to differentiate your offerings in the crowded digital space.
When I founded CRISPx, I chose the digital product e-commerce model, specifically in launching branded technology products. This path aligned perfectly with my strengths in brand strategy and new product development. By utilizing our proprietary DOSE Method™, we effectively launch products like the Robosen Elite Optimus Prime, which saw a rapid sell-out during pre-orders, demonstrating the scalability and potential of digital product models. A significant factor in this decision was the ability to leverage data-driven creativity to deliver unique, branded experiences that resonate with customers. For example, in our work with the Buzz Lightyear robot, we used 3D modeling to create a comprehensive pre-launch campaign, garnering significant media attention and driving strong sales from the get-go. This shows how investing in high-quality visuals and storytelling in digital products can amplify market impact. My advice for choosing a digital business model is to consider where your skills can make the most impact. If you're passionate about creative storytelling and scalable solutions, digital product e-commerce may be ideal. Always focus on your audience's emotional connection to the brand, which can drive both sales and brand loyalty.
Commonwealth Chess Player and Founder of ChessEasy Academy at ChessEasy Academy
Answered 10 months ago
When I launched ChessEasy Academy, I chose the digital services model offering live online chess coaching as my starting point. I already had years of experience as a competitive player and coach, so it made sense to monetize my skills directly rather than invest upfront in building a product or platform. It also allowed me to build trust with students and parents while generating income quickly. This model fit well with my available resources: I had a strong teaching background, minimal capital, and a loyal offline student base ready to transition online. What worked best was the low barrier to entry and the ability to customize services group classes, individual coaching, demo sessions based on demand. I also received instant feedback from users, which helped me fine-tune our curriculum and delivery methods. What didn't work initially was scaling. I hit a limit on how many students I could coach personally. That's when I began slowly shifting into a hybrid model, incorporating digital products like downloadable chess practice packs and later exploring a subscription model for ongoing content access and group training. My advice to entrepreneurs choosing a digital business model is this: start with the model that plays to your strengths and requires the least upfront risk. You can always evolve. Use the early stage to learn what your audience values most, then build systems or products around that demand. Start with service, grow into scale.
My digital business model is to generate leads from online channels, particularly from Google; being a service provider in real estate, online leads play a crucial role. Having prior experience in the digital space and seeing firsthand how service-based businesses experienced exponential growth when online, I felt drawn towards digital marketing, particularly SEO. This led me to recognize the pivotal role SEO plays in driving visibility and cost-effective leads; I dedicated significant time to researching, learning and practical learning. Combining digital marketing skills with my traditional expertise allowed me to build my current brand. I'm successfully generating quality leads through Google at a fraction of traditional marketing costs. One crucial lesson I've learned is the importance of mastering digital marketing fundamentals, even if I eventually delegate these tasks. Understanding the ins and outs of digital marketing ensures better communication with hired specialists and more informed decisions for sustainable growth. Here is my advice for entrepreneurs that are considering their digital business model, "Invest time in truly learning digital marketing. Whether you are offering digital services, launching a digital product, or creating a subscription-based business, digital marketing tactics, especially SEO, will not only significantly amplify your success potential but also will help you stay ahead of competiton." Remember, real growth is rarely instantaneous; patience, resilience, and consistent hard work are essential ingredients to lasting success.
When I first ventured into the digital side of my photography business, I naturally gravitated toward the digital services model because it aligned perfectly with my skills, resources, and the immediate needs of my audience. As the founder of WASIO faces, a premium photography brand specializing in headshots and portraits for business professionals, I was already deeply immersed in providing a high-touch, personalized service. Transitioning this expertise into the digital space felt like an organic extension rather than a reinvention. Then, as I built WASIO Digital, my platform dedicated to helping photographers and small business owners grow, I expanded into a hybrid approach. We started offering digital services like SEO optimization, Google Ads management, and marketing strategy sessions--leveraging my deep experience as a CPC Google Ads expert and SEO strategist. These services provided immediate value and cash flow, which is crucial when you're scaling from zero. What worked exceptionally well was focusing on delivering outcomes, not just tasks. Photographers and entrepreneurs don't want another service provider--they want someone who understands their challenges and brings them leads, clients, and growth. By leaning into that, we built real trust and long-term client relationships. What didn't work as smoothly at first was underestimating the time investment in custom services. Services are powerful but time-intensive. That realization led me to explore digital products and membership models to scale smarter. Now, we're actively building our 'Google Ads Profit Lab' and a membership program for photographers under WASIO Digital to complement the service side with scalable revenue streams. If I were to give one piece of advice to someone choosing between services, digital products, or subscriptions, it would be this: Start with services to deeply understand your audience's pain points, then productize your expertise into digital products or subscriptions for scale. Services give you cash flow and market insights, while digital products and subscriptions provide scalability and freedom. This layered approach has allowed me to grow two brands synergistically--WASIO faces, serving clients with high-end photography, and WASIO Digital, empowering fellow photographers and entrepreneurs to thrive in the digital landscape.
When I first transitioned into the digital space as a wellness entrepreneur, I chose the digital service model, specifically offering 1:1 coaching and personalized wellness consultations. This approach aligned perfectly with my skillset--deep listening, intuitive guidance, and tailored wellness strategies. It allowed me to generate revenue quickly without the upfront cost or tech complexities often associated with product or subscription models. What worked beautifully was the immediate feedback loop; offering personalized services gave me a crystal-clear understanding of my client's needs, struggles, and desires. This insight became invaluable later when I expanded into digital products. The scalability didn't work as well initially; there's naturally a limit to how many clients I could serve at one time without compromising quality or my own well-being. My advice to anyone starting out and trying to choose their ideal model is to start by leveraging their strongest skill set in a service-based model. Services allow you to validate your ideas, build credibility, and deeply understand your audience. Once you've done that, it's easier and much less risky to confidently build digital products or subscriptions, knowing exactly what your community needs and will invest in.
Online chess instruction combined with educational materials became my selected business approach. The skill-based nature of chess offered me the chance to develop educational learning curriculums that serve beginner and advanced players at all skill levels. Minimal capital investment through this model lets me begin operations directly with my audience. My choice rested on three critical influences which included my love for chess combined with expanding online learning preferences alongside the potential for growing business by serving groups with both educational courses and digital content. It proved successful in developing brand identity through social media platforms and letting positive feedback spread through word-of-mouth. Our service distinction in the competitive market became our first initial obstacle but we solved it through individualized coaching paired with engaging training. My advice for potential business starters suggests picking a business model that matches their expertise with what their target clients require. People who own specialized skills should consider digital service opportunities because they provide lower risk along with shorter validation times.
When diving into digital business models, I opted for a service-oriented approach at FLATS®, focusing on data-driven marketing and resident engagement strategies. This choice leverages my skills in blending creativity with analyrical insights, as evidenced by initiatives like our resident feedback system, which reduced move-in complaints by 30% and tangibly improved occupancy rates. Choosing a service model was driven by the goal of using marketing innovation to improve property experiences over time, ensuring measurable results without significant overhead costs. For example, the implementation of video tours not only expedited the lease-up process by 25% but also cut unit exposure by 50%. It’s a strategy that aligns well with my fine arts background, allowing for storytelling that resonates with potential residents. A key takeaway is the importance of strategic partnerships and technology integration. Our UTM tracking, which improved lead quality by 25%, exemplifies how targeted use of tech can optimize resource allocation. For someone starting out: carefully analyze performance data to tailor solutions that fit client needs, and keep evolving those strategies to maintain fiscal health while scaling operations.
Four years ago, I decided to launch a new kind of company: remote, international, no employees, and cash-flow positive from day one. I didn't want to build tech. I wanted a fast go-to-market. So I asked myself: What gives me energy, what can I launch alone, with almost no investment, and without raising funds? The answer: coaching founders on how to scale. I had launched in 2016 thehub.io in Norway (now the #1 startup job platform in the Nordics), helped scale companies as CEO at TheFactory.no, and taught entrepreneurship at university. Sharing that knowledge gave me energy. Step 1: I posted on LinkedIn that I had a step-by-step program for startups putting together everything I know from Idea to Fundraising & scaling. That post brought over 50+ interested founders. Step 2: I sent them a simple Word doc with the offer, priced at €600. Each time someone signed up, I increased the price by €50 to test sensitivity. Within six months, the price reached €3,000. I ran sessions via Google Meet, shared slides on Google Drive, and hosted recordings on a private YouTube channel. I kept posting on LinkedIn and built a personal brand by consistently sharing insights and educational content, growing to 40,000+ followers. That visibility sparked new demand: founders and leaders started asking how to grow on LinkedIn. I repeated the same process and launched a LinkedIn branding program, priced up to €6,000. Then I noticed another need: founders struggling to find competent board members. That led to launching The Visionary Board, a 3-day program, training and connecting board members with startups. To this day, my company has stayed lean and profitable. Still no employees--only freelancers, agencies, and commission-based sales professionals. We run a mix of online and in-person programs. High-touch coaching allows for premium pricing. One piece of advice? Start with services. It's the fastest way to generate revenue, test your offer, and build deep relationships. Once you have demand, brand, and proof--then consider scaling with products, group coaching or subscriptions.
When Giorgio and I launched Kaya Bliss Dispensary in Brooklyn, we chose a hybrid approach, combining a brick-and-mortar experience with digital outreach and community engagement. This model allowed us to leverage our local roots and backgrounds to create an immersive, luxurious cannabis experience while utilizing online platforms like Instagram and LinkedIn to build anticipation and trust before opening. A key factor was understanding our unique value proposition—combining art and cannabis to foster wellness—and using our personal brand stories to resonate with potential customers. Prior collaborations with local influencers and business leaders through digital channels helped us establish crucial partnerships that brought a steady stream of engaged visitors from day one. By focusing on community connections both online and offline, we created an ecosystem that didn't just offer products but a whole experience custom to our audience's lifestyle. One piece of advice I'd give is to align your choice of business model with your expertise and community needs. If using a digital approach, build authenticity in your brand story and connect with partners who share your mission to amplify reach. This isn't just about sales; fostering connections can establish a foundation for long-term growth and sustainability.
In my journey of building Rattan Imports, I chose the digital product e-commerce model for its scalability and potential to create a personalized shopping experience. This was well-suited to my background in customer service and passion for home décor. By focusing on curated home environments, we carved out a niche that appealed to our target audience, especially older customers who value a hands-on approach. One factor that guided this choice was the ability to blend traditional shopping experiences with digital convenience. For instance, our proactive customer support strategy helped us convert hesitant online shoppers, particularly baby boomers, into loyal customers. They enjoyed our "in-person" feel that was rare in e-commerce, proving successful and creating repeat business. My advice to entrepreneurs is to look for intersections between your passion and market needs. In my case, the integration of art and functionality in home décor was vital. Emphasize customer experience, especially if your target demographic finds the digital landscape challenging. This can set you apart in a crowded market.
We spent over 14 years as hobby wildlife photographers--chasing tigers through central India, tracking wild dogs in the Western Ghats, waking up before dawn just to catch that one moment of perfect light on a leopard's coat. But over time, we realized we weren't just collecting photos--we were collecting knowledge. About landscapes, animal behavior, forest politics, permits, and where to go when no one else knew what was happening. That's how Safari Lab was born in 2023. We didn't want to create just another tour company. We wanted to build something digital-first, experience-driven, and rooted in the kind of insight you only get from years spent in the field. We chose a hybrid digital service model--part curated travel planning, part content platform--because it allowed us to blend storytelling, logistics, and community into one offering. What worked: focusing on niche depth. Instead of trying to be everything for everyone, we spoke directly to people like us--serious wildlife travellers who wanted something deeper than a standard itinerary. What didn't: trying to scale too fast. At first, we thought we needed to build a massive product or app. But what people really wanted was access--to insight, to conversations, to real advice. Slowing down helped us build stronger connections. If you're choosing between launching a service, digital product, or subscription model, start with what people already come to you for--and why. Build from that. We didn't start with a grand business plan. We started with, "Hey, you seem to know where the tigers are this summer. Can you help me plan my trip?" That single question turned into a business. And now it's turning into a brand.
In nearly 25 years in e-commerce, I've seen various digital business models, but my focus and success have largely been in digital services by leveraging my expertise in online store management. Redline Minds thrives by offering expert advice in ecommerce consulting, web development, and online marketing, a field where rapid changes and sharp acumen are indispensable. Our model worked well because we filled a significant gap in the marketplace: providing custom strategies and actiomable plans that focus on fast growth and maximizing ROI for e-commerce businesses. What influenced my decision to pursue this model was my ability to leverage long-standing relationships in the e-commerce software space, which I built over two decades in Austin, Texas. This network improves our service quality as clients benefit from strong support and insider insights, which can be crucial in ecommerce. This ability to effectively use relationships in conjunction with intensive, strategic effort set our services apart and generated consistent client growth and satisfaction. One thing that didn’t work early on was assuming that tools like Shopify alone could drive success for our clients’ e-commerce shops—many assume platforms will solve all issues, but they are just tools. Testing this assumption with failed platforms produced the crucial lesson that it's the clients’ strategy and continuous dedication that bring results. If you're deciding between models, ensure your choice complements your skills and allows leverage of your unique advantages; for services, ensure you can deliver specific, measurable improvements for clients.
I chose digital services because it was the world I was already working in. At the time, I had a 9-5 office job I didn't enjoy. I was getting home late, had no time for myself, and felt like I had zero control over my schedule. One of my biggest priorities was freedom. Being able to manage my own time and build something on my terms. That's what led me to start offering digital services. I threw myself into learning everything I could: what clients cared about, what common mistakes agencies made, and how to actually deliver results. The best part? I was learning while getting paid. By the time I launched my own business, I already had real experience, knew the gaps in the market, and had a solid idea of how I could do things better. If you're choosing between services, digital products, or subscriptions--my advice is this: work inside the industry first. You'll learn what works, what doesn't, and how to stand out. That firsthand knowledge is more valuable than any course or guesswork.
When we founded RankingCo, we opted for offering digital services like SEO and online ad campaigns. This model leveraged my expertise in digital marketing and allowed us to provide custom, results-driven strategies for clients. We focused on accessibility and effectiveness, ensuring even small businesses could thrive online. Our approach worked due to a commitment to adaptability and keeping strategies simple yet impavtful. For instance, by slashing a client's cost per acquisition from $14 to $1.50 using Google Performance Max, we demonstrated how embracing new tools can deliver strong ROI. Each service is carefully designed to meet the unique needs of our clients, ensuring growth and satisfaction. One key piece of advice I’d give is to focus on building strong, multi-channel strategies integrating SEO, PPC, and social media to maximize impact. The efficiency of combining these tactics was proven in numerous campaigns, showing that an interconnected approach can lead to exponential client success, seen in increased visibility and engagement across platforms.