How Does Your WISP Benefit from’s Move to Hong Kong?

Your competition is constantly cutting costs and evolving. If you don’t proactively cut costs, your competitors will force you to cutback in ways you may not like, such as cutting valuable staff or your own salary. When you have a small business, every cost counts. Shouldn’t your vendors also be looking for ways to help you cut costs and drive your company’s success?

You’re well aware that the WISP market is relatively small with pressure from competition growing on all sides. In technology industries, we must evolve or die. Recall not long ago, ISPs that boomed but did not evolve past dialup and DSL are dead. In the same way, businesses that fail to embrace a global economy face the same fate. It’s like swimming upstream; they eventually tire and drown from fighting the current. For the wise, the trend is your friend. You’ve seen it countless times, businesses that leverage trends early, position themselves not just to survive, but thrive.

As you can imagine with nearly a 30-year history, Visp survived many boom-bust cycles. Visp was born and raised in the U.S., and its DNA is American. Our CEO is hyper-focused to raise the value you get when you partner with Visp to grow your business. Visp’s U.S.-based operations carried substantial unnecessary overhead that was ultimately borne by its customers -the same overhead carried by all U.S. companies that most take for granted. Visp’s move to Hong Kong cut that overhead by more than 95% and passed the savings on to its customers with improved service.

How? When you call Visp, you get support. When you report an issue, it gets attention. Visp serves you with a highly-responsive global team that is much larger than could ever have been staffed with a U.S.-only team. That gives your WISP advantages while your costs stay low. If we do our job right, instead of cutting staff when others struggle, you’ll be giving yourself and your team a raise.

Sometimes we get the question - Why Hong Kong? - Click here to expand.
A note about Hong Kong from CEO, Todd Grannis
Businesses want to be lean and efficient. They also want their vendors to be lean and efficient because in the end the cost of red tape is borne by the customer. It’s one thing if you can’t do anything about wasteful overhead, but it’s irresponsible if you can do something about it and don’t. I had already moved to Asia. Enter Hong Kong.
How does Hong Kong compare to the US? You don’t have to dig too far to learn the surprising fact that Hong Kong has been ranked by the US-based Heritage Foundation as the world’s freest economy for 24 consecutive years. It’s also rated one of the least corrupt places in the world. Compare this with U.S. economic freedom, and you might start to feel sorry for U.S. businesses where economic freedom has trended down over the same 24 years. It’s not a coincidence that Hong Kong also tops the global indices of the Fraser Institute and Cato Institute that have meticulously measured economic freedom as well.
But isn’t Hong Kong part of China? On 1 July 1997, sovereignty over Hong Kong was officially transferred from the United Kingdom to China, marking the end of 156 years of British colonial rule. Hong Kong maintains a separate British-modeled legislature, executive, and judiciary from the rest of China with guarantees of autonomy until 2047. The social and economic success of this model is evident in the studies above.
What’s an HQ in the age of the Internet, anyway? In Visp’s case, Hong Kong is a corporate shingle in the world’s freest jurisdiction. You know those corporate registration documents that live out their lives in your file cabinet? Ours now say Hong Kong. Not much else changed. The soul of the company and team members remained the same but with a lot less overhead.
Stepping out of the box. These were key drivers after extensive research for a better business environment. Visp was already a modest multinational organization. Before Visp’s move from the U.S where I founded the company in 1996, as much as a third of my work year was spent dealing with red tape. It was a lot of time and money with no value to the ISPs we serve. When we identified the opportunity to cut such a massive chunk of overhead, we stepped out of the box and seized it. Since then, we doubled the size of our R&D and support teams, and I spend more time solving our client’s challenges. The value has gone directly back to our customers.