This is a guest post in our Product Innovator Series from Matt Sornson, Head of Growth Marketing at Clearbit.
A decade ago, using any data at all to make your product better was huge. If you were lead scoring, sending behaviorally-triggered messages or even doing the heavy lifting to find inflection moments in your product, you were probably doing more than enough to give you one-up on your competition.
Today, many of those basic techniques have become table stakes. You can A/B test your emails without a whole lot of heavy lifting on the back-end. You can pretty easily score your leads. It’s not enough to just do it anymore.
This is a guest post from Suneet Bhatt, the former Chief Growth Officer at HelpScout and VP of Marketing at Chartbeat.
When Charles Dickens penned the introduction to A Tale of Two Cities, he did not know he was also describing the relationship between Product and Marketing at nearly every startup I’ve come across…
Should the core metric you defined when you started building the product be the same 1, 3 or 10 years into its lifetime? On one hand, your product might change in the early phases, but its core purpose is probably going to remain consistent. And your users are still those same people who are attracted to that core value.
Or are you asking for trouble when you cling onto your early metrics for too long?
Spoiler: it’s asking for trouble.
Many of the most successful product companies today rely on ‘network effect’ to drive growth, improve product stickiness, and create barriers to entry for competitors.
Even if you’ve never heard of a network effect, it’s likely you’ve been a part of it. Put simply, network effect is the principle that your product becomes more valuable to the user as more people use it, increasing the likelihood of advocacy and user retention.
Startups that prioritize going viral at launch miss a valuable opportunity to learn from their early users and maintain sustainable growth. Launching a new product is not about attracting as many users as possible through referrals. It’s about building a viable product!
Growth has come to dominate all conversations that concern developing new products. Marketers, engineers, and product managers are under great pressure to deliver growth. Many have found that the best way to achieve it is to combine skills from all three areas. Enter the Growth Marketer.
No matter whether you see yourself as someone who’s main goal is to deliver growth, or a marketing generalist who’s looking to develop their skill set in order to stay competitive, developing technical skills is important to everyone who wants to grow a product in the Digital Age.
But where do you start? Being able to code and run regression analysis sound great, but developing those skills takes many years to master.
To help you on the journey of becoming more tech savvy, we’ve identified five essential technical skills growth managers need and how you can apply them to deliver on your growth strategies.
While there are hundreds of well-written articles cataloguing the latest product growth metrics and frameworks used by Consumer teams, the same can’t be said for Enterprise businesses.
True, we have seen a “consumerization” of Enterprise software over the last decade with the proliferation of freemium SAAS models making Enterprise products more and more like Consumer experiences. We have also seen consensus emerge on biz-ops strategy for B2B business models — from structuring sales contracts for higher ARRs to optimizing inbound and marketing conversion.