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Magento Growth Hacking
This document provides an overview of growth hacking by defining what it is, explaining its history and key concepts. It describes growth hacking as having an obsessive focus on growth above all else. The term was coined in 2010 to describe entrepreneurs who use non-traditional marketing tactics to achieve rapid user acquisition and retention. Examples are given of how AirBnB leveraged Craigslist to grow their user base by reverse engineering Craigslist's platform without an API.
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Magento Growth Hacking
- 1. WHY DID WEWRITE THIS GUIDE? There is a revolution taking place in the world of startup growth, and we wanted to help people understand this new phenomenon. Those who understand growth hack- ing will have a competitive advantage that is hard to overstate, and we wanted to pro- vide a robust framework for thinking about it. WHO IS THIS GUIDE FOR? This guide is for entrepreneurs, founders, growth leads, or anyone else who is trying to grow a startup. If acquiring new customers (and retaining existing ones) is import- ant to your business then you should read this guide. If customers matter to you, then growth hacking should matter to you. HOW TO USE THIS GUIDE? Each chapter is a standalone mini-guide that can be read in isolation, but to get the most of the book it would make sense to read it all the way through at least once, and then return to it as a reference resource when needed. INTRODUCTION PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O
- 2. THE PROFILE OFA GROWTH HACKER THE GROWTH HACKING PROCESS WHAT IS GROWTH HACKING? Growth hacking is so misunderstood that there is a desperate need for this chapter. Few concepts have been as polarizing and revolutionary, simultaneously. Is it mar- keting in disguise? Is it a buzz phrase used to increase salaries? Is it the future of TAKE ME TO CHAPTER ONE TAKE ME TO CHAPTER TWO As this new world of growth hacking comes to prominence, and jobs begin to open up, individuals who are enticed by the possibility will wonder if they have what it takes to be a growth hacker. As with any career, certain kinds of individuals will be growth hackers. that are going through a skilled growth hacker’s mind, either consciously or subcon- sciously, when they attempt to grow their company. This chapter will outline the six fundamental steps in the growth hacking process. 0 1 02 03 TAKE ME TO CHAPTER THREE
- 3. THE GROWTH HACKERFUNNEL PULL TACTICS FOR GETTING VISITORS PUSH TACTICS FOR GETTING VISITORS A funnel is a way to guide something which is usually unwieldy and uncoopera- tive, like people. If you are trying to grow a product then your task is to guide peo- ple towards a particular goal (signup, checkout, etc.). The problem is that people are unpredictable and full of free-will. If you are going to get people to do what you wish, en masse, then you must employ a funnel. This chapter will help you understand the funnel that growth hackers use. a reason to come to you. You entice them, incentivize them, and draw them to you. This chapter will outline some of the various ways that growth hackers pull people into their world. A push tactic usually involves interrupting the content that is being consumed. You aren’t the tweet they want to read, but instead, you’re the tweet ad that they read on their stream. You aren’t the YouTube video they want to watch, but you are the Push methods may not seem as pure as pull methods, but they are valid tactics for a growth hacker, and this chapter will show you how to use them. 04 05 06 TAKE ME TO CHAPTER FOUR TAKE ME TO CHAPTER FIVE TAKE ME TO CHAPTER SIX
- 4. The ability touse the product itself to get new visitors is one of the most exciting aspects of growth hacking. Pulling visitors into the top of your funnel is good, and so is push- ing them in, but there is something magical about using the and pull methods alone. This chapter will introduce you to By now, you’ve found a way to get visitors to come to your product, but if this is all you do then they will bounce at an incredibly high rate. Your goal is to activate them. Activation is the act of getting them to take an action in your product that you are guiding them toward. Activation is when they do something that you’ve decided beforehand would further your goals. This chapter will show you how the Two chasms have already been crossed. You have successfully gotten visitors to your product using push, pull, or product methods. You have also successfully activated them by getting them to take certain actions within your product. It might seem like you are out of the woods, but there is one more necessary com- ponent to growth, retention. Retention is the act of getting your members to use your product in such a way that it becomes habitual. Many growth hackers actually consider retention the most important aspect of the funnel, and this chapter will help you master it. PRODUCT TACTICS FOR GETTING VISITORS HOW TO ACTIVATE MEMBERS HOW TO RETAIN USERS 07 08 09 TAKE ME TO CHAPTER SEVEN TAKE ME TO CHAPTER NINE TAKE ME TO CHAPTER EIGHT
- 5. TOOLS AND TERMINOLOGY PDF DOWNLOAD GETSTARTED! Most growth hackers have a set of tools that they use to collect and analyze the data being produced by their products. This chapter will give you an overview of some of the most popular tools while also introducing you to some of the common jargon that is used to describe and understand the metrics. 1 0 Dd TAKE ME TO CHAPTER TEN
- 6. Growth hacking isso misunderstood that there is a desperate need for this chapter. Few concepts have been as polarizing and revolutionary, simultaneously. Is it mar- keting in disguise? Is it a buzz phrase used to increase salaries? Is it the future of internet products? Let’s start at the beginning... The phrase “growth hacker” was coined by Sean Ellis in 2010. When I asked Sean why he felt the need to coin a new phrase he said that it stemmed from his frustra - tion when hiring replacements for himself. I’ll explain . WHAT IS GROWTH HACKING? THE SHORT HISTORY OF A CONTROVERSIAL CONCEPT WHAT IS GROWTH HACKING? ONE C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O
- 7. tion when hiringreplacements for himself. I’ll explain. Sean had helped a number of internet companies achieve incredible growth, and a few of them even had an IPO. Needless to say, Sean became the guy that the val- ley went to when they needed to grow their user base, and he would take equity and payment in exchange for his services. He essentially became a one man growth shop, setting up systems, processes, and mindsets, that could be maintained after he left. Eventually, he would hand over the keys to his growth machine to someone While searching for his replacement he would often receive resumes that were legit, but not relevant. They had marketing degrees, and they had marketing experience, but they were still missing something. Sean knew that the kind of strategies he em- ployed did not represent the typical playbook used by traditional marketers, and if A traditional marketer has a very broad focus, and while their skill set is extremely - up you don’t need someone to “build and manage a marketing team” or “manage outside vendors” or even “establish a strategic marketing plan to achieve corporate objectives” or many of the other things that marketers are tasked with doing. Early in a startup you need one thing. Growth. Sean asked for marketers. He got marketers. So Sean changed what he asked for. The title of his watershed blog post was “Find a Growth Hacker for Your Startup” and the idea was born.
- 8. A growth hackeris not a replacement for a marketer. A growth hacker is not better A growth hacker is a person whose true north is growth." Every decision that a growth hacker makes is informed by growth. Every strategy, every tactic, and every initiative, is attempted in the hopes of growing. Growth is the sun that a growth hacker revolves around. Of course, traditional marketers care about growth too, but not to the same extent. Remember, the power of a growth hacker is in their obsessive focus on a singular goal. By ignoring almost everything, they can achieve the one task that matters most early on. This absolute focus on growth has given rise to a number of methods, tools, and best practices, that simply didn’t exist in the traditional marketing repertoire, and as time passes the chasm between the two discipline deepens. Traditional marketers are skilled at understanding traditional products, product. For thousands of years a product has been a physical good, but now they are invisible bits and bytes in the form of software products. Products used to only be things like cars, shampoo, couches, and guns. Now Twitter is a product. Your online accounting software is a product. Things you can’t hold, per se, are products. This transition is most responsible for the new age of growth hackers. The internet has given the world a new kind of product, and it demands a new kind of thinking. adoption. Sound crazy? It is. A product like Facebook allows you to share their product with other friends to make your own experience on their platform better. Shampoo can’t do that. A product like Dropbox can give you free cloud storage if you get a friend to sign up with them. Couches don’t do that. If you don’t come to won’t fully grasp growth hacking. in charge of Dropbox’s growth. He understands what is new about internet prod- ucts. Just look at the growth scheme in this screenshot: REDEFINING PRODUCT Pp
- 9. ucts. Just lookat the growth scheme in this screenshot: Growth hackers understand the latent potential of software products to spread themselves, and it’s their responsibility to transform this potentiality into a reality. Despite the importance of product, it would be foolish to restrict your will be able to use that knowledge for the sake of their startup’s growth. Consider the highway system built in America starting in the 1950s. McDonald’s understood that the interstate roads were a new channel for getting customers, and they took advantage of this. Exits are lit- (if there is such a thing). REDEFINING DISTRIBUTION Ddd
- 10. The internet isthe modern counterpart to this analogy. If you grock the invisible online maps that now direct people, data, and ideas, then you can setup your own golden arches where you know they will be seen. Here are some basic examples to get you thinking in the right direction: Instead of highways providing a way to brick and mortar businesses, we have search engines providing a path to digital businesses. Those who master SEO are being seen by everyone who drives by digitally. Instead of roads that lead us to local movie theaters, we choose to browse YouTube. Those that truly understand this will be able to get eyeballs on their Instead of streets providing a way to our friend’s house, we opt to socialize us- ing Facebook. Those who are aware of this will be able to inject their own agen- da into the conversation in implicit and explicit ways. There are many more examples of the online infrastructure that is creating massive opportunities for product distribution, but the point is that those with an accurate notion of how people move about online will have growth advantages that are hard to imagine. Above are the examples that we all sort of get, but there are hundreds of other examples that take work to uncover, and that’s where the notion of a hacker comes in. meaning of growth hacker. INGENIOUS HACKER Hacker is sometimes used to refer to someone who is clever, original, or inventive. They will use whatever is at their disposal to create a solution that might have been overlooked by others. A “life hacker” would be an example of this use of the term. This same attitude is found in growth hacker because they are forced to be inge- nious if they are going to achieve growth. Paths to growth are not usually obvious WHAT DOES THE “HACKER” IN GROWTH HACKER MEAN?
- 11. SOFTWARE HACKER Hacker issometimes used to refer to a software engineer, and while a growth hacker may or may not be a programmer, they use technology based solutions to achieve many of their goals. Growth hackers will use software, databases, API’s, and related tools to grow a startup. If a growth hacker is also a programmer they can sometimes must understand technology very deeply to be successful. If a growth hacker isn’t a programmer they will still have to understand programming enough to coordinate others who do write code. Remember, products are now technology based, and mas- tering the technology will be essential for growth. ILLEGAL HACKER Hacker is also used to describe someone who gains unauthorized access to a system. They break into something without permission. A growth hacker will not hack in the illegal sense of the word, but they will push the boundaries of what is expected or generally advised. A popular idea within computer hacking is “zero-day exploits”, which are security holes which create instant vulnerabilities once they are known. There are zero days between the knowledge of the security hole and the exploitation of the security hole. Likewise, a growth hacker will take advantage of similar kinds of exploits. When a new social platform releases an API a growth hacker might use are on the lookout for system weaknesses which will allow growth. Up until now we’ve been talking very philosophically about growth hacking. We ideas. But I know what you’re thinking — give me an example! In one sense the rest of this guide will be concrete examples, but here is one popular case study that we can use to wrap our head around growth hacking. It’s none other than the poster child of growth hacking, AirBNB. As many of you know, they allow anyone to convert their spare bedrooms into a hotel room that can be rented by per- fect strangers. It’s an amazing idea, the execution is incredible, but growth hacking is what possibly put them on the map (pun intended). WHAT DOES GROWTH HACKING LOOK LIKE IN PRACTICE?
- 12. They leveraged Craigslist,a platform with millions of users looking for accommo- to list your bedroom on AirBNB they give you the option to also post the listing to Craigslist, so that it will show up there also, creating inbound links for you and for AirBNB as a platform. This seems so obvious in retrospect, you may wonder why other companies hadn’t already saturated Craigslist with these kinds of cross postings, making it a noisy channel for customer acquisition. Good question. The answer lies in the fact that way for other companies (like AirBNB) to post to their service. There wasn’t a tech- any reference documentation that AirBNB could use to make their listing appear on Craigslist automatically. Instead, they had to reverse engineer how Craiglist’s forms work, and then make their product compatible, without ever having access to the Craigslist codebase. API’s are easy. Reverse engineering is not. Using this case study, think about how our philosophical meanderings from earlier actually ring true. First, AirBNB did something that a traditional marketer would have a hard time envisioning, much less executing. A bachelors in marketing, as it is cur- rently being taught, is not going to give you the tool set, or even the conceptual framework, to arrive at this sort of deep integration with Craigslist, especially sans API. Second, AirBNB used their product as the primary means of distributing their product. The integration with Craigslist wasn’t something external to 1 2
- 13. Third, AirBNB realizedthat the distribution mechanism that they needed to hijack was Craigslist. No product exists in a vacuum and the users they needed Fourth, they were ingenious. They didn’t read about someone else using Craigslist to cross promote something. They thought of it themselves. Then they had the guts to execute on a beautiful solution when there weren’t any guarantees that it would actually work. Fifth, their growth mechanism was heavily technology based. The team at general understanding of how web products are built in order to reverse engi- neer Craigslist. Sixth, they took advantage of holes in an existing marketplace to acquire us- ers. Craigslist didn’t create a public API for a reason. Craig Newmark doesn’t want you doing this on his service. AirBNB pushed the bounds of what is ac- ceptable by not asking for an API, and moving forward without one. - gration. Now there is a FAQ answer on AirBNB’s site that says they no longer post to Craigslist. This serves as a great object lesson for growth hackers. Most growth they could post to Craigslist for the next 10 years, as if Craig would allow them to - porary opportunity gave them a base of growth that they could use to propel them- selves forward. Growth hacking is an interesting trend that gives us glimpses into the future of inter - net based companies. There has often been a barrier between the product team, and those responsible for acquiring users for the product. The coders build. The marketers push. It seemed to work for a while that way. Now, those in charge of growth are hav - ing to learn what an API is, and those in charge of programming are having to think about the customer experience within the product. Worlds are colliding. This cross pollination makes sense. If growth really is the lifeblood of an organi - zation, then why wouldn’t growth be woven into every aspect of the organization. Even customer support should be done by people that think about growth because angry customers churn. And designers should design with one eye on growth be cause beautiful art alone doesn’t always acquire users. The future of internet compa THE FUTURE OF INTERNET BUSINESSES 3 4 5 6
- 14. One more noteon the future. For now growth hacking is relegated to startups, but eventually, growth hacking will be a part of fortune 500 companies. Startups gen- erally lack resources, and the established relationships, that would allow them to be growth hack. However, there is nothing about growth hacking that cannot be ap- plied to larger corporations. If growth hacking can work without resources, imagine what it can accomplish with resources. Marketers are important, but early in a startup you need someone with a narrow- er focus on growth. The nature of internet products has produced a new way to think about growth. Product features can now be directly responsible for growth. Distribution channels are being redrawn, and those that understand the move- ment of people online will have control over where they end up. - nious, technology-based, avenues for growth that sometimes push the bounds of what is expected or advised. AirBNB is a great example of a company that embodies growth hacking. department. Growth matters and multiple roles within companies will someday Growth hacking is primarily found in startups, but it will eventually be found in larger organizations. CHAPTER 1 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER TWO TAKE ME TO THE INTRO
- 15. As this newworld of growth hacking comes to prominence, and jobs begin to open up, individuals who are enticed by the possibility will wonder if they have what it takes to be a growth hacker. As with any career, certain kinds of individuals will let’s debunk a few myths. Gagan Biyani, the co-founder of Udemy and a growth hacker himself, said, “many of the growth hacking descriptions on the web are unnecessarily restrictive. I don’t believe growth hackers must be formal engineers when many of the most well-re- garded growth hackers don’t code regularly.” It’s understandable why this mistake is sometimes made given the dependence upon code to achieve many growth hacking goals, but it just simply isn’t true that a growth hacker needs to be a programmer. A growth hacker usually needs a pro- grammer on his team, but he doesn’t have to be the programmer. Consider the fol- lowing example, which is a composite of actual situations: THE PROFILE OF A GROWTH HACKERTWO C H A P T E R PDF DOWNLOAD YOU HAVE TO BE A PROGRAMMER TO BE A GROWTH HACKER T H E D E F I N I T I V E G U I D E T O 01 mythmyth
- 16. A growth hackerat a small startup has a team of three people: himself, a front- end developer, and a back-end developer. The team has just been assembled and no growth hacking has taken place. The two developers have never really thought about growth much. They know it’s important, and they are excited about learn- they are together the growth hacker talks to everyone about event-based analytics and why they matter. The growth hacker then makes a list of every event he wants tracked on the product (signups, referrals, interactions, etc.), and then he shows them KISSmetrics - tation which will help them track events on their product, and then he leaves them to implement the code. Some weeks pass, and the growth hacker calls everyone together. He uses the data that has been coming in to build a funnel within KISSmetrics. He teaches them what makes a good funnel, and he lays out some goals for each step of the conver- sion process. The team decides to focus on the unique visitor to signup conversion rate. The growth hacker’s hypothesis is that people are bouncing instead of sign- ing up because the copywriting isn’t clear enough, or powerful enough, so he crafts some new copy, and the front-end developer makes it look beautiful on the site. The conversion rate goes up by 7% for that part of the funnel, in the most recent month over month cohort. This team, as a whole, is now responsible for growth hacking, but ask yourself this question. Which person, of the three, was the fuel that made growth a real possibil- ity? The engineers alone would not have increased conversions by 7%. Of course, some programmers could do everything in this story, but that’s not the point. This is a thought experiment to show that a growth hacker doesn’t have to be a programmer. Growth hacking has become a sort of religion, in a bad way, and marketers are viewed as the opponent, instead of a very close ally. If anything, a growth hacker is a marketer which has restricted their activities to growth alone. Yes, this focus has created a subculture which looks less and less like marketing as time passes, but their roots are not diametrically opposed. Consider the story from above about the growth hacker and the two engineers. Traditional marketers usually have copywriting within their skillset. So they have a leg up on someone without any training. In the example above, if a marketer took their copywriting skill, then narrowed their focus to growth alone, and implemented event- horts to track improve- TRADITIONAL MARKETERS CAN’T BE GROWTH HACKERS02 mythmyth
- 17. has created asubculture which looks less and less like marketing as time passes, Consider the story from above about the growth hacker and the two engineers. Traditional marketers usually have copywriting within their skillset. So they have a leg up on someone without any training. In the example above, if a marketer took their copywriting skill, then narrowed their focus to growth alone, and implemented event- horts to track improve- ments due to copywriting, then they would be growth hacking. The traditional mar- keter is best poised to become a growth hacker (compared to the general population), should they choose to, if they have a strong analytical and technical mind. market- er at Dropbox. Marketer was the title he most associated with when there wasn’t another label for his role. Many of the best growth hackers working today contin- companies are choosing to have a Growth Lead, a VP of Growth, or even a Growth Hacker, but they used to just be called marketers, so let’s not forget our roots. Whenever you narrow your focus to one singular goal (in this case, growth) then you run the risk of making decisions that are not in the best interest of others. Every growth hacker must draw the line somewhere, and like any discipline, it will have bad actors. In recent months Path has been accused of going too far because of their aggres- sive practices around obtaining the phone contacts of their users, and the way in which they messaged those contacts. Many think they went too far. I tend to agree. However, I don’t think that AirBNB went too far because they were actually serving people while they served themselves, and Craigslist could change their site at any- time to disallow AirBNB’s actions. Path users can’t undo the spam that went out in their name. But here’s the real point. Most growth hackers don’t even have to ask the question of what is ethical. They are building harmless product features that increase con- versions, and they are getting that product into the public through their knowledge of distribution channels. It’s smart, not unethical. Every growth hacker has to decide if they are going to be a Jedi or a Sith. YOU HAVE TO BE UNETHICAL TO BE A GROWTH HACKER03 mythmyth
- 18. ANALYTICS KEEP GROWTHHACKERS HONEST The world of marketing has been a place of feelings and emotions for quite some time. What was the ROI of the billboard in Times Square? Who knows, but it looks cool, right? Times have changed. Now it doesn’t matter how charismatic you are in a meeting, or how powerful your ideas seem, or how many sheep in upper manage- The analytics will uncover your awesome- ness or your daftness. Period. Dan McKinley, a principal engineer at Etsy - people were buying fewer things through search. What? Needless to say, they got rid Hot isn’t enough: There are a lot of takeaways from this anecdote, but for our purpose we’ll focus on the analytics. If they hadn’t depended on analytics they might not have realized their error. Analytics keep growth hackers honest. Ok, we’ve talked enough about what a growth hacker isn’t, so let’s talk about what a growth hacker is. One of the core aspects of any growth hacker, whatever background they come from, is their love of, dependence upon, and understanding of, analytics. hacker. Almost everything they do has an element of analytics either in the foreground or the background. Without analytics a growth hacker feels naked. Here are some of the ways that growth hackers use analytics: GROWTH HACKERS ARE EXTREMELY ANALYTICAL 0 1 truthtruth
- 19. their error. Analyticskeep growth hackers honest. ANALYTICS SHIFT THE FOCUS OF GROWTH HACKERS When you have systems that are tracking your product and activities, the num- bers have a way of shifting your focus in unforeseen ways. You might have never dreamed of spending more resources on your referral loop. It might have been a throw away feature that you put in the product just to see what would happen. Then, after you dig into the data, you realize that over 20% of all new signups are coming from this loop, and their lifetime value is higher than your average user. You your team for the next two weeks to focus on this feature. Analytics can help stack rank your to-do list in interesting ways. ANALYTICS MAKE SUCCESS REPEATABLE - es. If all you know is that the company made more money in Q4 than in Q3, then you know nothing. Why was Q4 better? Were there more users signing up for your product, or did you just convert higher numbers of those that did sign up. Was there a particular feature that began to be used because of a recent redesign? Did who bidded up the cost per click stopped running Google ads? If you know what is leading to your success then you can repeat what is working (and stop w hat isn’ t w or king ). ANALYTICS PREDICT THE FUTURE FOR GROWTH HACKERS Companies make bets on the future everyday. They guess what the competition will do. They guess what the market will want. They guess at ways to skate to where the puck is going, instead of where it’s been. They guess. Let me be clear, the future will always be a guess to some extent, but inductive reasoning based on analytics allow us to make informed decisions about tomorrow, based on yesterday’s data. Will the sun rise tomorrow? Technically, there is not a deductive way to know, but inductively we can reason that it will since it always has. When you look at your charts and there is clearly a line moving in a particular direction there is no guaran- tee that it will stay the course, but if other factors remain the same, it probably will. This isn’t an exact science, but it’s better than guessing. This is also where correlation and causation become important concepts. If your analytics show that A and B follow a similar course then this information could be used to change the trajectory of those stats. You could run experiments to see if A and B are just corollaries of one another, or if one of them actually causes the oth- er. When a growth hacker uncovers causation, a process heavily aided by analytics, they have a very powerful weapon at their disposal.
- 20. When it comesto the skills possessed by a growth hacker, they need to be shaped - resents all the various skills and disciplines that a growth hacker needs to be fa- need to know a little about psychology. You need to know a little about viral loops. You need to know a little about drip email campaigns. You need to know a little about...well, you get the picture. There shouldn’t be anything mentioned in this book that you couldn’t hold a conversation about. But that's not enough. You also need to have a few skills that create the vertical line of the T. These are the skills where you dominate. You are the expert in these areas. You go deep. Maybe you know everything about onboarding and 85% of everyone that signs up for your product gets to the MHX (must have experience) which keeps churn down. This can make up for a lot of mistakes. If you can take any piece of building your growth around. You need a few things that you’re awesome at to even have a chance at scaling. However, here is what separates the professionals from everyone else. Professionals are not happy with a T-shape. They want a V-shape. As they begin to master more and more disciplines they don’t have one or two vertical lines representing deep knowledge, but rather 10 or 20. This creates a V. Growth hacking seems mysterious, but it really isn’t. A growth hacker is less like an illusionist and more like a marathoner. There’s no smoke and mirrors here, but rather a lot of hard work to master the skills that pertain to growth. If you want to have to train in the right way. Likewise, if you want to grow a product you need to become a T-shape, then a V-shape, and who knows, maybe eventually a U-shape, and this will take months of training. There is no shortcut to running a marathon or growing a product. Growth hackers spend so much time talking about analytics (truth #1) that it’s GROWTH HACKERS ARE T-SHAPED G CKERS ARE ALSO RIGHT-BRAINED 02 truthtruth truttrut
- 21. Growth hackers spendso much time talking about analytics (truth #1) that it’s easy to forget that they are also heavily right-brained. Analytics are super import- ant, but so is curiosity, creativity, and a general fondness for anecdotal evidence and qualitative facts. If I were forced to select between analytics and anecdotes, I would choose analytics. Luckily, I don’t have to make such a choice, and there is have the right mix of whimsy and hard science. Don’t err in either direction. CURIOSITY KILLED THE CAT, BUT... A lack of curiosity will kill your product. Growth hackers have an urge to think new thoughts and try new things. If you want to follow a manual that outlines every pro- cedure for your job then become a middle manager. If you want to follow orders then join the army. If you want to grow a product then get curious. Maybe some- thing has never been tried until now because it’s a dumb idea, but maybe it’s never Here are some examples of curiosity... What would happen if we made our entire product invite only, and not just for the beta period? What would happen if we made our users do something every week to keep their account from being deactivated forever? What if we let our customer’s pick their own price, including free? What if we gave away an upgrade to our product to anyone who pays to have it every time it happened. What if we made our entire homepage an homage to the heroes of our industry on the 1st of every month, and we made it easy to share with friends? What if we went through and rewrote all the error message copywriting on our site using famous quotes from cult classic movies? What if customer support requests triggered a drip email campaign of hilarious videos from YouTube pertaining to their problem? Are these ideas stupid? Many of them probably are, but at least I’m brave enough to write them down in a book that will be read by thousands of people. Why are you function of overcoming fear. Fear of being wrong. Fear of being right. Fear of being the opportunity to execute brilliant ones. GROWTH HACKERS ARE ALSO RIGHT-BRAINED03 truthtruth
- 22. Do you reallyhave what it takes to think about growth all-the-time? Sure, it’s fun for a week, but will it be fun in 6 months? Do you have the capability to focus on a nar- row goal to the exclusion of everything else, for the foreseeable future? Here is why it’s important to be obsessive: IT’S THE 213TH TACTIC THAT WILL PROBABLY WORK, NOT THE 7TH. the users signup and the money roll in, then there would be no need for a book like this. The truth is that growth hacking only looks simple once you’ve found out the things that work for your product. Until then you have to try hundreds of dead ends. WITH ENOUGH PAPERCUTS YOU CAN KILL YOUR COMPETITION There is sometimes the assumption that all you need is one breakthrough to win. One big awesome growth hack to own your market. I do think that you can kill your compe- tition, but it usually occurs because of a million micro-lacerations, not one huge one. Small successes compound over time. If you are able to stay the course and improve your numbers day by day, then you’ll look up after a year and realize that you ac- tually moved the needle in some pretty remarkable ways, but there might not be a breakthrough moment. Bryan Goldberg, writing for Pando Daily, said: THE SQUISHY, EPHEMERAL, FLUFFY STUFF IS NOT YOUR ENEMY Logicians and mathematicians crave a binary world. Everything would be yes or no. The data would be clear. The plan would obvious. But alas, we live in a world of grey, where “sort of” and “maybe” are the answers to many questions. The growth hacker must never forget this. The data may be showing a drop in conversions from the second to the third screen could go to Starbucks and ask a total stranger to checkout using your credit card. I bet you’d learn something. Sure, one person isn’t a large enough sample size to make statistically relevant decisions, but not all problems need mountains of data. You might realize, after watching Jenny from Starbucks trying to check out, that you didn’t give a description of what “CVV” stands for and that she had no idea what to that corrects this? Sometimes one anecdote is enough. GROWTH HACKERS ARE OBSESSIVE04 truthtruth
- 23. breakthrough moment. BryanGoldberg, writing for Pando Daily, said: “W henev er I p itch a V C , one of the m ost com m on q uestions I g et is this one: “ W hen R ep or t is one of the 5 0 lar g est w ebsites in the U nited S tates. . . B ut w hat is ev en m or e fantastic is the char t of how w e g ot ther e. N ow , I challeng e any r eader to p ull out a p en and p ut an “ X ” ov er the sp ot in w hich B leacher R ep or t achiev ed es- - ” You don’t have to be a programmer to be a growth hacker. Traditional marketers can become growth hackers if they narrow their focus and deepen their skill set. Most growth hackers are not unethical. Growth hackers rely heavily on analytics. Despite their reliance on analytics, growth hackers are also right-brained, as they use creativity, curiosity, and qualitative research at times. Growth hackers are obsessive about growth. This allows them to persist until they uncover the tactics that will work, and it allows them to build upon minor successes as they slowly move their product forward. CHAPTER 2 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER ONE TAKE ME TO CHAPTER THREE
- 24. consciously or subconsciously,when they attempt to grow their company. I g no re these si x check li st i tem s at y o ur o w n ri sk . THE GROWTH HACKING PROCESS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R Everything begins by focusing on a narrow, actionable goal. This is im- portant because a growth hacker can easily have a focus that is so broad it becomes meaningless. Yes, the overall goal is growth, but you don’t attain that kind of end-result without breaking it into smaller, achievable, tasks. Let’s say you have a product and you want your DAU (daily activ e user s) to increase, but that’s too broad of a goal. Then you decide to focus just on the retention of existing users since this will increase the DAU, but retention is still too broad. Then you decide to focus on helping current users create DEFINE ACTIONABLE GOALS01 STEPSTEP If you’re doubtful of checklists, like the one this chapter promotes, you should read the C hecklist M anifesto by Atul Gawande. There is a reason why surgeons need checklists. There is a reason why pilots need checklists. I propose that growth hackers need checklists also! They keep us from making stupid and costly mistakes that are completely avoidable. T H E D E F I N I T I V E G U I D E T O
- 25. content because yournumbers show that when someone becomes a content creator (and not j ust a consum er ) within your product then their activity on the site is far greater. Content creation leads to retention which leads to increased DAU. Therefore, you decide to make the goal to increase content creation by 2x. T o o B ro ad: Increase daily active users A p p ro p ri ate: Increase content creation by 2x Many people have a hard time knowing when they’ve narrowed their goal enough. Here is a rule of thumb that I use. Think about your goals as nested hierarchies, tasks which can be completed once and for all, then you’re not narrow enough. In this case our hierarchy might look something like this: GROW MY STARTUP INCREASE DAU INCREASE RETENTION INCREASE CONTENT CREATION BY MEMBERS EDUCATE MEMBERS ABOUT CONTENT CREATION THROUGH EMAIL WHEN SOMEONE COMMENTS ON ANY CONTENT AUTOMATICALLY SEND THE CREATOR AN EMAIL TO MAKE ONBOARDING EXPERIENCE INCLUDE CONTENT CREATION FEATURES IMPROVE IMAGES ON HOMEPAGE TO SHOW CREATORS AND NOT JUST CONSUMERS ADD “WHAT’S NEW” CATEGORY TO HOMEPAGE THAT WILL HIGHLIGHT NEW CONTENT CREATION GROW MY STARTUP INCREASE DAU INCREASE RETENTION INCREASE CONTENT CREATION BY EDUCATE MEMBERS ABOUT CONTENT CREATION WHEN SOMEONE COMMENTS ON ANY CON AU MAKE ONBOARDIN EXPERIENCE INCLUDE IMPROVE IMAGES ON HOMEPA ADD “WHAT’S NEW” CATEGORY TO HOMEPA THAT W
- 26. IMPLEMENT ANALYTICS TOTRACK YOUR GOALS grow my startup” from a to-do list? No. The goal is too broad. Is there ever going to be a time when you can you’ve narrowed your goal appropriately. Now that you’ve decided to increase content creation by 2x, the next ques- tion is, are you in a position to know if you actually attain this goal? Are the appropriate analytics in place? Here are some questions to ask yourself: 02 STEPSTEP Do you currently track content creation metrics at all? Do you track content creation by cohorts or just in aggregate? Do you track metrics around the content itself Do you track the devices that are used to create and consume the content? Do you track the referring URL’s which are most responsible for content creation? And many more... reached then you have not completed the requisite requirements before moving ahead. Furthermore, analytics will give you valuable data which can change your -
- 27. LEVERAGE YOUR EXISTINGSTRENGTHS Archimedes once said, “Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.” This quote is not just poetic. It’s true. With a long enough lever a very small amount of strength can lift massive objects. 03 STEPSTEP Every startup has inherent strengths or assets that can be used as leverage. When there is something at your disposal which requires little energy, but can produce big results, then you've found a lever. in- crease content creation by 2x,” but then you realize that there is something more important than just content creation in general as it relates to retention, then you might restate your goal. If content over three minutes is the only kind of content which improves the retention of the creator and the consumer then your goal might on a startup, attacking one goal after the other, you’ll realize that the amount of his- torical data you have to work with has become very powerful. Eventually, when you create a new goal you might already have the relevant metrics being tracked, and now you have past data to look at which predates even the goal creation. All growth hackers begin with a dull axe, but the edge gets sharper as a function of time. Just don’t give up.
- 28. content creation by2x. You’ve already completed step 2, and now you are tracking the necessary data that will tell you if you’re successful in your goal. You’ve already completed step 3, and now you are going to focus on educating your members through an email blast, since this is where you possess lever- age. Now it’s time to execute the experiment, which means actually sending an email in this case. Here are some things to keep in mind as you execute the experiment (note: we call them experiments at this point because no one really knows what will happen): WRITE DOWN YOUR HYPOTHESES BEFORE YOU EXECUTE AN EXPERIMENT Before you actually run the experiment you should write down your best guesses at to what will happen. Do you think this email will have a higher or lower click through rate than the emails you already send? Why do you think this? How much do you think the email will increase content creation over the next month? Will it single handedly give you the 2x content creation goal you’re shooting for, or do you think it will get you part of the way there? Continuing our example from above, you may be trying to decide if you should send rock solid, and you can probably create the email in question within a day, then this looks like a promising lever. If the “what’s new” category will require at least a few days of planning, a few days of design mockup revisions, a few days of programming, and your engineers are already completely stressed out about their to-do list, then this doesn’t look like a promising route. Especially, if you’re looking for low hanging fruit. The law of leverage essentially makes the decision for you at this point. Send out the email. Your startup’s unique leverage comes from the size of your email list and your email distribution system, not the amount of engineering horsepower that you Plans, goals, and tasks, that are stack-ranked in a vacuum, without concern for leverage, are usually misordered. Plan your attack based on strengths. I would rec- ommend reading chapters 3-6 of this book and then give each tactic that is men- EXECUTE THE EXPERIMENT 04 STEPSTEP
- 29. It may seemsilly to write these kinds of things down when you can just send titude then you’re ssumption before you are given the chance to rewrite the past to make yourself look like a genius. For instance, imagine that you write down the hypothesis that the click through rate will be lower because you already send users one email a week, and you think the second email will annoy them. Then you run the exper- iment and it has a higher click through rate. If there wasn’t proof of your wrong hypothesis you would be tempted to rewrite history, and you would tell the team members that this is what you expected to happen because you’re such a godsend to the startup world. Hypothesis keep you honest. Now, in- stead of trying to prove to everyone how smart you are, the discussion is about why your assumptions were wrong. You might come to realize that you underestimate the amount your users want to be in contact with you, and this If the idea of forming a hypothesis makes this feel too much like science and less like the traditional culture of startups, that’s probably a good thing. DO NOT BE NAIVE ABOUT THE RESOURCES NEEDED TO RUN THE EXPERIMENT experiments so that they can be ready for any mishaps that might occur. Second, know when your startup is already resource constrained, and be mindful of this when planning your experiments. If Tuesdays are when the server is already on the brink of failure, then don’t do something that will - be ran, then don’t overlook the time requirements needed. You would do well to remember Hofstadter's Law: Hofstadter's Law: It always takes longer than you ex- pect, even when you take into account Hofstadter's Law.
- 30. OPTIMIZE THE EXPERIMENT05 STEPSTEP notthings you do one time and then move on. You tweak experiments. You re-run experiments. You only give up on experiments when it’s ap- propriate to do so, not when you’ve grown tired of them. HAVE A CONTROL GROUP You should always have a control group when you are able to because this will ac- count for environmental changes that are hard to track. If you send out the email to only 80% of your users then you can track how much content creation goes up in that group as opposed to the control group. There might be an unforeseen reason, outside of your company’s control or knowledge, that has actually led to a wide- spread decrease in content creation on your site. Without a control group you might be led to think that the email actually decreased content creation, which would be far from the truth. Look at the table below. Without a control group you might think that content creation went down by 10% (instead of up by 5%) for everyone, and you DO NOT GET DISCOURAGED BY THE INITIAL RESULTS There is a phenomenon which I have experienced countless times, and that is the ever-present belief that whatever experiment I’m working on right now is the one that will change everything for the better. The experiment that I’m currently devoted to seems to be the obvious answer to my company’s prob- lems. If it’s worthy of my time then it must be the thing that will allow us to reach escape velocity. Oh, the joys of the entrepreneur’s disease. Like we mentioned in the last chapter, most things fail. It’s ok to be optimis- tic (hey, it keeps me going too), but then you can’t be devastated every time an attacked from multiple angles. Most of the attacks simply won’t work. LEARN FROM SUCCESS AND FAILURE Data is like publicity. There is no such thing as bad publicity and there is no such thing as bad data. Even if an experiment fails you will have undoubted- ly gathered a lot of information about your product and your users that can be used in future experiments. Thomas Edison failed more than 1,000 times when trying to create his light bulb. When asked about it, Edison allegedly said, "I have not failed 1,000 times. I have successfully discovered 1,000 ways to not make a light bulb." You can learn from successes, and you can learn from failures. You only stop learning when you give up.
- 31. Step 2: Implementanalytics to track your goals Step 3: Leverage your existing strengths Step 4: Execute the experiment Step 5: Optimize the experiment Step 6: Repeat REPEAT CHAPTER 3 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER TWO TAKE ME TO CHAPTER THREE UTILIZE A/B TEST A/B tests are championed by growth hackers for a reason. They’re magical! You may think you know what the subject line of an email should be to ensure it’s opened, but an A/B test will tell you the truth. You may think you know what landing page the email should send them to, so that they will start creating content, but an A/B will tell you the truth. There are very few tools that create such large gains overall. Remember, if you are going to run A/B tests then you must decide this before you start running an experiment. Otherwise, in our example, you would have emailed everyone WHEN TO GIVE UP ON AN EXPERIMENT I usually will not give up on an experiment until my leverage has proven to be weak- er than I initially thought, or I can’t logically conceive of the experiment yielding better results without an inordinate amount of resources dedicated to it. CONTENT CREATION +/- (AFTER EXPERIMENT) GROUP A (TEST GROUP) -10% -15% GROUP B (CONTROL GROUP) 06 STEPSTEP Now it’s time to select a new experiment, or an optimized version of a previous exper- iment, and move through these steps all over again. If you work the system that I’ve enumerated here, then success is more a byproduct of tenacity, and less a child of luck.
- 32. If you’ve everput oil in a car then you know what a funnel is. A funnel has a wide opening at the top and as oil runs down it (sticking with our car analogy) the open- ing becomes smaller and smaller until the oil reaches the engine, which is the ulti- mate goal. A funnel is a way to guide something which is usually unwieldy and un- cooperative, like liquid. If you are building a product then your task is to guide people towards a particular goal (signup, checkout, etc.). The problem is that people are unpredictable and full of free-will. If you are going to get people to do what you wish, en masse, then you must employ a funnel. When you think about growth hacking the image of this fun- nel should dominate your understanding: THE GROWTH HACKER FUNNEL C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R - this stage because they don’t belong to you yet. They haven’t opted in to any- thing. They aren’t members, or users, because that would imply that they have some sort of relationship to you, and they don’t. They are just strangers that just happen to be on your site. They are visitors. There are three, and only three, ways to get someone to visit your website or app. You can pull them in, push them in, or use the product to bring them in. The three P’s will be the topic of the next chapter. DEFINING THE THREE LEVELS OF THE FUNNEL FOUR T H E D E F I N I T I V E G U I D E T O
- 33. WHAT ARE GOODCONVERSION RATES FOR THIS FUNNEL? what good conversion rates actually are. As you move down the funnel, less and GETTING A VISITOR IS LIKE GOING ON A BLIND DATE. After a visitor lands on a site, this is when rookies think they’ve done their job as a growth hacker. Not even close. Now you have to activate them and turn them into members. An activation happens when they have taken an action, large or small, that creates a relationship with you. This might be joining an email list, or creating an account, or even making a purchase. You could even have multiple activations that you track. Now, they are not just visitors, but they are members. They have joined what you are doing in some way. Chapter 8 will outline various tactics that growth hackers use to activate a member. ACTIVATING A MEMBER IS LIKE BEING IN A RELATIONSHIP WITH SOMEONE. It’s hard to turn a visitor into a member, but it’s even harder to turn a member into a user. A user is someone who, as the name implies, uses your product regularly. This is someone that you’ve retained. You’ve kept them around for a period of time. If you create retained users then you’ve reached the holy grail of growth hacking. Chapter 9 will outline some of the best practices that growth hackers have discov- ered to retain users. RETAINING A USER IS LIKE GETTING MARRIED. GET VISITORS ACTIVATE MEMBERS RETAIN USERS
- 34. WHAT ARE GOODCONVERSION RATES FOR THIS FUNNEL? what good conversion rates actually are. As you move down the funnel, less and less people stick around. In a given month, you might get 100k visitors, but only 1k members (1 % conv er sion), and only 700 retained users (7 0 % conv er sion). Are these numbers good? It’s almost impossible to know for a number of reasons: - D oes y our activ ation g oal include a p ur chase or ar e y ou sim p ly tr y ing to g et an I n ter m s of r etention, does y our m ar ket usually ex p er ience hig h r etention r ates, or w ould it be an anom aly to hav e r ep eat user s? L ikew ise, is y our p r oduct a consum er w eb p r oduct that should ex p ect to hav e incr edibly hig h r etention if it’ s g oing to sur v iv e? Given all the variables that go into knowing whether you have good conversion ra- tios through the funnel, here are some tips to keep in mind: Y our num ber s should alw ay s be im p r ov ing , or y ou’ r e doing it w r ong . D esp ite all the unknow ns, y ou should at least be im p r ov ing m onth ov er m onth r elativ e to y our ow n histor ical p er for m ance. S om e com p anies p ublish their conv er sion r atios for cer tain asp ects of this fun- nel. I f y ou com p ile enoug h of them then y ou can beg in to benchm ar k y our p er - for m ance ag ainst their m etr ics. T her e is a g ood study of the conv er sion r ates of ov er 1 0 0 S aaS com p anies at: http : / / w w w . totang o. com / w p - content/ up - loads/ 2 0 1 2 / 1 1 / 2 0 1 2 - S aaS - C onv er sions- B enchm ar k2 . p df 2012 SaaS Conversions Benchmark Based on the engagement with about 100 SaaS companies Website visitors 2% 50% 60% 2.5% Monthly churn Paying users Active paying users Website visitors Free trial signups
- 35. LET THE FUNNELSET YOUR GROWTH HACKING PRIORITIES As you consider where to place your energy, the funnel can sometimes make this decision for you. If you are converting 50% of all visitors to members, and 50% of all members to users, but you are only getting 200 new unique visitors a day then you should obviously spend your time getting visitors. In other situations you might want to wait on getting visitors until you are more successful at moving people through other aspects of the funnel. has a lot of value as you decide your priorities using this funnel. Sean has often said that if at least 40% of your existing users wouldn’t be “very disappointed” if - ly means that your product doesn’t solve enough of a pain. It isn’t adequately loved by the users, and the team needs to focus on product more than growth. His overall until you have a product that people actually want. absence. However, focusing solely on growth would be a bad move, as you’d be opti- Therefore, here is what I recommend. Use this funnel, use the process from the pre- vious chapter, and use the tactics in the following chapters, to get an adequate user before taking things to the next level. You have to grow some to know if you’re even on the right path to grow more. Just don’t put yourself in a situation where you are expending massive energy in an attempt to growth hack a product that people don’t love. It’s that simple. another growth hacker that has a similar (but non-competing) product, then you can both agree to open up your numbers for the other person. This is one of the best benchmarking tactics for understanding the success or failure of your funnel conversions rates. Ratios throughout the funnel are not siloed. You might do something that drives up visitors by 1,000%, but by doing so it drives down retention by .05%. If you make this change and then dwell on the fact that your retention dropped then you’d be missing the point. The retention ratio is going down, but the number or retained users is actually going up. Your goal is to create conversion rates throughout all the stages of the funnel that work together to create the largest overall impact. Don’t miss the forest for the trees.
- 36. IT ALL BEGANWITH PIRATES I need to give Dave McClure some credit. A few years ago he started presenting a slide deck that he called Startup Metrics for Pirates. What did these metrics have to do with pirates? Well, the acronym he used to present his material was A.A.R.R.R. which stood for Acquisition, Activation, Retention, Referral, and Revenue. This framework has been celebrated and for good reason. I would be lying if I said that it - work that I use is similar (get visitors, activate members, retain users). Dave’s funnel: It uses the words visitor, member, and user, which actually corresponds to a Referral as a subset of getting visitors, not it’s own category. Also, referral is only one way to use the product to gain new visitors, as we’ll see. Revenue (the second R in Dave’s framework) is really just a kind of activation. If you choose your activation step to be a purchase of some kind then it doesn’t need to be another step in the process. This will help us think about activation tactics in reference to revenue more easily. It’s simpler, but doesn’t lose any of the organizational power or depth of insight.
- 37. F unnels helpg uide thing s w hich ar e har d to contr ol, like liq uid or p eop le. T he g r ow th hacker ’ s funnel has 3 p hases: A c R etain U ser s - help ing p eop le becom e habitual user s of y our p r oduct I t’ s har d to know w hat g ood conv er sion r ates ar e for y our p r oduct, but the follow ing thing s help : A lw ay s be im p r ov ing r elativ e to y our self F ind com p anies online w ho hav e p ublished their conv er sion r ates F ind allies that w ill let y ou see their num ber s (a nd v ice- v er sa). C o Y ou should p lace y our ener g y into p laces w her e y ou hav e w eak conv er sion r atios. Y ou need T his fun CHAPTER 4 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER THREE TAKE ME TO CHAPTER FIVE
- 38. think that growthhacking is only about getting new visitors to your site. You don’t really care about the groundwork that was done in chapters 1-4. You probably don’t Look, I get it. Getting new eyeballs on your site is super-important, and I’m not going to say it isn’t. However, do yourself a favor and don’t focus on this aspect of growth hacking exclusively. You’ll get visitors if that’s all you want, but without a holistic view of growth you won’t activate or retain them, and you’ll learn the hard Read this entire book, and not just this chapter. Do it for the children (or something like that). PULL TACTICS FOR GETTING VISITORS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O THE 3 P’S OF GETTING VISITORS FIVE
- 39. PULL them a reasonto come to you. You entice them, incentivize them, and draw them to you. This book is an example of the pull methodology. You were drawn to us. We PUSH As the name implies, this is a bit more aggressive than pulling. Instead of enticing people, you just go get them and push them onto your site. Someone may be want- ing to watch a YouTube video, but not until they see your ad. They may want to do they are online and you push them towards your product. PRODUCT you’ve ever invited your friends to a new social network, then you understand how people to use the product. - entice them or strong arm them onto your site, but if you don’t understand where people congregate and what causes them to travel to other places (digitally), then product) like pull and push), but it relies on the play a role in their own customer acquisition, which is a very radical concept in the history of the world. It is important to realize that all three P’s work really well in the right context, when - bly assumed that one method was better than the other, but they all have their place in the growth hacker’s arsenal. Many products actually employ a combination of push, pull, and product methodologies. This isn’t the time to get on a soapbox for a certain camp. Growth hackers are about growth, not just a certain kind of narrowly
- 40. THE FUNDAMENTALS OFA PULL STRATEGY BLOGGING OR GUEST BLOGGING As you think about the following pull tactics, here are some of the things they have in common: The cost of these tactics are usually measured in time or personnel, but you are not directly paying to get visitors. These tactics revolve around providing something of value that entices people to visit your site. If you stop providing value then you’ll stop pulling them in. is through blogging or Blogging is a no brainer. The only decision you have to make is whether to start your own blog or guest blog for others. The main reason to guest blog is that you don’t have to create the audience. You only have to create the post. Trust me, it’s easier to create a post than to gather the people together that are willing to read it. However, 01 pull tactic pull tactic Blog posts are keyword rich, and are easily indexed by Google, which aides an overall SEO strategy. Blog pos chances you’ll have of pulling people towards your product over time. Blogs are then you can tap into large swaths of your market with a single post. Blogs are usually disseminated through RSS readers, so there is an inbuilt mechanism to deliver your thoughts to others. Blog posts are great at educating people, and people that are informed about your product are more likely to move through your funnel. Blog posts can position you as a thought leader, and people would rather use a product that has been created by an expert rather than a nobody. Blog owners are always looking for new guests post, which makes this low hanging fruit in many cases.
- 41. Blogging is ano brainer. The only decision you have to make is whether to start your own blog or guest blog for others. The main reason to guest blog is that you don’t have to create the audience. You only have to create the post. Trust me, it’s easier to create a post than to gather the people together that are willing to read it. However, the blog, but if someone else owns all your content then you don’t have this possibil- ity. Neither answer is wrong as long as you choose for strategic reasons. Remember, you can always do both. Maybe you start by guest blogging but then transition to your own blog. Whichever route you choose you must not make your blog posts an extended pitch for your product. You’re gently pulling people in, not begging them to visit your site. If you get too overt about your intentions it will turn people away. With a little cre- ativity you can easily get click throughs without making your post feel like an ad. Always start a new post with a bio that links to your product (no one will begrudge you this), and try to link to your product once within the post, but only when it’s rel- evant to what you’re saying. Also, the blog posts that get read and shared are the ones that tap into something emotional, trendy, educational, enjoyable, or surprising (amongst others). Take note of the kinds of posts that get your attention, and then reverse engineer them to in- form your own writing. - ging as an engine of growth. Their founder, Leo, even wrote a blog post about how he used guest blogging at http://leostartsup.com/2011/06/ how-i-used-guest-blogging-for-my-startup
- 42. PODCASTING OR GUESTPODCASTING Podcasting is another great pull tactic because audio has inherent in- bound qualities. When you hear someone speak then you are given a than reading their thoughts. Like blogs, podcasts have inbuilt distri- bution mechanisms (podcast listening apps between blogging and podcasting when viewed through the lens of Podcasts are not easily indexed by search engines. It’s easy to click a link in a blog post, but it’s hard to visit a site that is men- tioned in a podcast. Podcasts are fewer in number, and tend to have smaller audiences. think very creatively about it. Here are some twists that you could try: Whatever you do, go niche. You probably don’t have the production experience or the budget to compete with general interests podcasts. Instead, select a very narrow niche, and dominate it. Don’t start a podcast with a goal of doing an episode every week. Rather, set a goal of 10 episodes total and make it more like an educational course on a cer- tain topic that your market would love to learn. With beautiful album art and - what your intention is. Go on a few podcasts as a guest, and then use those episodes as a part of a drip email campaign in order to inform your email list about your product further, via audio, to increase conversions. Note: the same thing can be done with blog posts also. Of course, it is possible to go the traditional route by creating a podcast that pub- lishes new episodes every week, but there is something you must know. Podcasts to matter. Therefore, get creative and think like a growth hacker, not like a podcast- er. Use their medium, but not their methods. 02 pull tactic pull tactic
- 43. Tweak! was apodcast about running a web agency and they only produced 9 epi- sodes, but they were more like a class and less like a show. EBOOKS, GUIDES, AND WHITEPAPERS03 pull tactic pull tactic - up of your team to inform which tactics you try. Some people love the idea of doing little things on a very regular basis (like blogging, or maybe podcasting). Others would rather invest large chunks of en- ergy at spread out intervals, and produce things that are a bit more monumental. This is a valid tactic, and large written documents have Ebooks, guides, and whitepapers have a certain draw to them. It’s somewhat easy to ignore a new blog post, but when there is a new hefty document on a niche subject you care about, it’s hard to ignore. Ebooks, guides, and whitepapers have a high perceived value, and you can ask for an email address in exchange for downloading them. It feels like a fair trade, and it helps you build an email list that you will eventually work through your funnel. when they are executed well. As an author (even a self-published one) you are a thought leader of sorts, and people will want to use the product you’ve created. about your product. Informed visitors are more likely to become members and users.
- 44. INFOGRAPHICS MailChimp has anumber of guides at http : / / m ailchim p . com / r esour ces which they publish for all the reasons listed above. 04 pull tactic pull tactic Infographics can entice people to your product because they simultaneously display expertise and aesthetic taste. Visualizations are powerful tools, and they are spread using social media extremely easily. Adam Breckler, of Visual.ly, provides the fol- lowing advice when creating an infographic: SELECT A GOOD TOPIC Pick something that is clever, exciting, noteworthy, or that stands out for some other reason. Just don’t be boring or irrelevant. FIND THE RIGHT DATA People sometimes assume that they have to create the data themselves, but often a simple Google search will uncover data sets that have already been compiled. ANALYZE THE DATA Look at the data that you have with journalistic integrity. Don’t bend the data to suit your needs.
- 45. BUILD THE NARRATIVE Brainstormwhat story the data should tell. You need to transform the numbers into a coherent narrative, and not just present them as a collection of facts. COME UP WITH A DESIGN CONCEPT Now it’s time to consider ways to tell your narrative visually. POLISH AND REFINE THE DESIGN to be to gain the public’s attention. DISTRIBUTE THE INFOGRAPHIC You can distribute it using your own audience (em ail list, social m edia, etc. ), or you can use services like Visual.ly which is a marketplace for browsing inforgraphics. online. Their infographics showed the typical markups that department stores charge for t-shirts. Since Everlane sells similar quality shirts at lower prices it’s easy to see how this infographic brought them the right kind of visitors.
- 46. WEBINARS are very successfulchannels at bringing in new visitors for a few reasons: Webinars are usually live, so people are forced to put them in their schedule, and view it as an event. A YouTube video can be watched anytime, but people must “attend” a webinar. When something is in their calendar they tend to take it seriously, and they take the information shared during the webinar seriously. Webinars usually have limited seats, and this faux scarcity makes people feel like the content is exclusive and important. If you are important in someone’s Webinars allow for interaction, and if someone gets to interact with you then they will have a connection to you and your product that will carry over into activity on your product. Webinars educate people, and the more you give away in terms of educational A webinar can end with a special promotion of some kind for your product and A webinar can be done in conjunction with another company so that you can Unbounce hosts something called “unwebinars.” Above is one they did with Joanna 05 pull tactic pull tactic
- 47. CONFERENCE PRESENTATION that’s justbecause you’re not thinking of it creatively enough. A confer- ence presentation may pull in a few more visitors to your product, but not many, and the amount of preparation required is very high. However, a conference presentation creates a number of by-products which can be 06 pull tactic pull tactic SLIDE DECK If you’re presenting at a conference then you probably have a slide deck. This deck can be uploaded to slideshare.com and now you have a left over piece of collateral that can easily be shared, and it will bring people into you product for the foreseeable fu- ture. Sildeshare.com is a social network in it’s own right, and you would do well to invest in it. VIDEO/AUDIO Many conferences will record your presentation, and this will allow you to put it on your company blog, upload it to YouTube, place it in email signa- tures, or use it during a drip email campaign. Besides the by-products of a presentation, here are some other things to keep in mind: INSTANT RETWEETS I once spoke at a conference, and I ended my presentation by telling the audience that if they retweeted my last tweet that I would give them a discount to my product. I created a social media tornado in a matter of seconds. PERSUASION Why did Steve Jobs do presentations? Because they’re are powerful. If you have the gift of gab, and can command an audience, then sometimes a few Remember, growth hackers are right-brained and left-brained. Sometimes the ROI is fuzzy, but that doesn’t mean it is non-existent. Rand Fishkin, the CEO of Moz, has over 60 slideshares, and they have been viewed hun- dreds of thousands of times, creating countless new visitors for his product at Moz.com.
- 48. Rand Fishkin, theCEO of Moz, has over 60 slideshares, and they have been viewed hun- dreds of thousands of times, creating countless new visitors for his product at Moz.com.
- 49. SEO In a sense,all the tactics we’ve covered so far are incredible from an SEO point of view. As you create content of various kinds (blogs, podcasts, ebooks, whitepapers, guides, infographics, webinars, slide decks, video/audio presentations) then the search engines are going to realize that you are an authority on your topic of choice, and you’ll rank high for certain keywords. However, there are really two kinds of SEO strategies. I call them content and code. 07 pull tactic pull tactic CONTENT By virtue of creating content, even if you don’t know how SEO works, you will be optimizing for it. Just keep producing and you’ll be using SEO to your advantage even if you don’t know what an algorithm is. CODER There are also things you can do at the code level which enable a solid SEO strategy. Are your links seo optimized with keywords? Are H1 tags properly labeled. Do you use If you can use both content and code to your advantage then this is obviously the best case scenario. However, even if you can’t do both, you should do at least one or the other. Search engines are still the primary way we navigate the internet, and to ignore this simple truth is very unwise. SEO is important, and for many businesses Udemy is experimenting with creating transcripts of their courses, just for the sake of SEO. Considering that their courses usually cost money then SEO must be im- portant for them to give away some of the content for free in the form of text. Dd >_
- 50. SOCIAL MEDIA 08 pull tactic pull tactic ugh social media(T w itter , F acebook, T um blr , etc. ). There are actually so many spam- D on’ t follow and unfollow p eop le on a social netw or k j ust to g et their attention if y ou don’ t intend to actually hav e som e kind of r elationship w ith them . D on’ t buy follow er s of any kind. T hey ar en’ t y our m ar ket. T hey can’ t am p lify y our m essag e. T hey ar e a w aste of m oney . D on’ t bother p eop le. A sk y our self w hat kind of p ing s y ou w ould like to r eceiv e if y ou w er e in their shoes. r funnel using social media: E ng ag e w ith p eop le w ho m ig ht actually use y our p r oduct. K now y our dem og r ap hic. P r ov ide v alue at ev er y chance. A nsw er q uestions. G iv e adv ice. H elp them in som e w ay . D on’ t j ust take, but also be a g iv er . B ecom e a hub of inter esting content, w hether y ou p r oduce it or not. I f y ou g ain a r ep utation as a g r eat cur ator of content then p eop le w ill p ay attention to y our p osts and tw eets sim p ly because of y our tr ack r ecor d (e v en thoug h y ou actually didn’ t p r oduce any thing y our self). S ocial m edia is a m ar athon, not a sp r int. S ocial m edia usually w ill not g iv e follow er counts and like counts r ep r esent. E v en if som eone w ith 1 0 0 k follow er s - g r ap hics ar e p er fectly alig ned (b ut ev en then I ’ d be skep tical). S ocial m edia is as m uch about custom er sup p or t as any thing else. S ur p r ising ly , hap p ening in p ublic then they w ill be m or e ap t to tr y y our p r oduct them selv es. U se social m edia to am p lify all the content y ou cr eated in tactics 1 - 7 . S ocial m e- dia w or ks g r eat in conj unction w ith other tactics. L ike ev er y thing , cr eativ ity can op en up new p ossibilities. S kittles once m ade their entir e hom ep ag e a T w itter feed of a sear ch for the w or d S kittles. T hey r e- ceiv ed countless m entions of S kittles on T w itter that day , and the inter net col- lectiv ely p aid attention to their ing enious p loy .
- 51. CONTESTS Here is theSkittles homepage showing every mention of the word Skittles. This is very brave and very creative. 09 pull tactic pull tactic are actually unaware of how well contests work. Ever heard of AppSumo? Want to know how they grew an email list to over 700k emails? They started with contests. Ever heard of AirBNB? Want to know what they started doing this week to drive small companies and big companies alike, so here are a few of things to remember as you create a contest: G iv e aw ay p r iz es that ar e m eaning ful to y our audience. E v er y contest shouldn’ t include a fr ee iP ad. G iv e them som ething that r ep r esents y ou. A s an ex am p le, if y ou ar e A ir B N B then g iv e aw ay fr ee housing (w hich they ar e). T his is im p or tant because if y ou ar e cap tur ing their em ail addr ess as a p ar t of the g iv eaw ay then y ou don’ t w ant a j unk list that doesn’ t r ep r esent y our dem og r ap hic. J ust g iv ing them thr oug h y our funnel. G iv eaw ay ex p er iences, not j ust g oods and ser v ices. W hat do y ou think som eone w ill r em em ber m or e, an iP ad or a tr ip to som e aw esom e destination to see their fav or ite band? T hey m ig ht cost about the sam e, but the im p act could be dr asti- som e celebr ity in an U ber cab. N ow that’ s an ex p er ience.
- 52. Have pr they havea chance of winning, and if you only have a grand prize then they might not play along. Give them more entries to win the contest based on how much they give you in exchange. For an email address they get one entry. If they share a friend’s email address with you they get two more entries. For a retweet they might get three more entries. You get the point. Help them increase their chances of winning the more they grow your list and promote your product. Run the contest long enough to gain some traction. Consider running it for a month. Anything less and you might not get enough entries to make the ROI work. Make a big deal when you announce the winner and use this occasion as an- AppSumo is still running contests to this day. They found something that worked so why should they stop? Also, notice how experiential their prize is.
- 53. APP MARKETPLACES 1 0 pull tactic pull tactic Oneof the channels for gaining new visitors which has arisen in the past few years is marketplaces. The Apple App Store is a marketplace. The Google Play Store is a marketplace. There are actually two kinds of B2C APP MARKETPLACES If your company made an app for a consumer then you’ll probably be in a B2C app store like the Apple App Store. Here are some things to keep in mind if you are try- ing to get new users through this method: Reviews matter immensely. Do whatever is necessary to not get bad reviews in the Screenshots are a window into your app so make them perfect. If you don’t vi- sually entice people you can’t pull them in. You canno too many apps now and you are a needle in a haystack. You must use the other tactics in this book also. B2B APP MARKETPLACES If your product can be used for businesses then you might consider this relatively new kind of marketplace. Companies like Salesforce or Mailchimp now have their own marketplace for apps that integrate with their product. Here are some helpful tips concerning B2B app marketplaces. These marketplaces are less crowded so they are easier to stand out in. B2B marketplaces are apt to promote your product on their blog, in an email blast, or other ways, if you just ask them. Sometimes B2B marketplaces will even pay you to build an integration with their product. Shopify recently had a fund that they used for this very purpose. As with consumer marketplaces, reviews and screenshots matter, so don’t skimp on these. You can include a “coming soon” in your description on these marketplaces which will list upcoming products that you will also integrate with. This is a great way to be found more easily on the B2B search engine since you will have a number of products listed in your description as keywords (this was one of the tactics that Wishery used, and they were eventually purchased). B2C B2B
- 54. DEAL SITES The AppExchangeis Salesforce’s B2B app marketplace. In the aftermath of Groupon’s rise (and slow demise) there have been a number of deal sites created in their wake. For many niches there is a deal site which has a substantial email list and is willing to promote your prod- uct. The arrangement with these companies is usually pretty straight for- ward. You provide a discount to their audience, and in exchange they provide you deal sites is the number of people who will purchase your product at full price even though they came from the deal site. The internet is a strange place and this will happen more than you would guess. Mighty Deals is a niche deal site that serves designers. It would be worth it to see if 1 1 pull tactic pull tactic
- 55. P ull -Y ou entice them to com e to y ou. P ush - Y ou coer ce them to com e to y ou. P r oduct - Y ou use y our p r oduct itself to br ing them to y ou. T her e ar e 1 2 p ull tactics that w e cov er ed: B log g ing or G uest B log g ing P odcasting or G uest P odcasting E books, G uides, and W hitep ap er s I nfog r ap hics W ebinar s C onfer ence P r esentations S E O S ocial M edia C ontests M ar ketp laces D eal S ites L O P A CHAPTER 5 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER FOUR TAKE ME TO CHAPTER SIX LOPA (LEVERAGE OTHER PEOPLE’S AUDIENCE) 1 2 pull tactic pull tactic Although this is built into many of the tactics already covered I still wanted to talk about L O P A explicitly. Basically, building an audience blogging is a form of LOPA. Guest podcasting is a form of LOPA. Even marketplaces are a form of LOPA. Here are some other ways that you can take advantage of LOPA: R each out to g r oup leader s on M eetup . com that r un com m unities that could use y our p r oduct, and ask them if they ’ d tell their g r oup about y ou. ex p er ience they w ill shar e it w ith their audience. T her e ar e liter ally too m any p ossibilities of L O P A to ev en beg in listing them all. I f y ou ar e cr eativ e enoug h y ou w ill alw ay s hav e new op p or tunities for L O P A .
- 56. We have alreadycovered pull tactics, so now we are going to focus on the push tac- tics for getting visitors. When utilizing a pull tactic you usually are the content being consumed. You are the slide deck they want to learn from. You are the video they want to view. You are the book they want to read. You are the actual goods. A push tactic usually involves interrupting the content that is being consumed. You aren’t the tweet they want to read, but instead, you’re the tweet ad that they read on their stream. You aren’t the YouTube video they want to watch, but you are the pre- Pull is analogous to Hansel and Gretel. The sweets lure the children into the house push tactics for getting visitors. PUSH TACTICS FOR GETTING VISITORS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O you are going to make from a customer throughout their life. If you built an e-com- S I X
- 57. PURCHASE ADS The lifetimevalue of a customer (LTV) is basically the amount of money that you are going to make from a customer throughout their life. If you built an e-com- - cally buy for 5 consecutive years before they get bored with your inventory and stop shopping with you, then your LTV is $500. - tics is that push tactics usually cost money. Going back to our example above, if a customer is worth $500 on average then it would be foolish to spend $501 to move someone through your funnel. You would ultimately lose $1 each time you retained a user. Keep this simple idea in mind with all of the tactics covered in this section. you just purchase ads without a strategy, void of creativity, doing nothing to gain an edge, and ignore the process of multivariate testing, then you will be like everyone else (and it probably wouldn’t be considered growth hacking). But that’s not what we’re going to do. Here are some things you must keep in mind as you approach this push tactic: UNDERSTAND YOUR AD PLATFORM OPTIONS is just Facebook, Google, and Twitter, but there are so many more. You can also purchase ads on LinkedIn, which would make a lot of sense if you’re selling to corporate customers. There are niche ad networks such as Carbon (carbonads. net) or The Deck (decknetwork.net verticals. There is BuySellAds (buysellads.com) which allows you to purchase website banner ads, tweets, newsletter sponsorships, RSS includes, and even spots on mobile apps. There is a relatively new ad network that just focuses solely on email sponsorships called LaunchBit (launchbit.com). There is even a solution called Trada (trada.com) that will crowdsource the purchasing of your paid advertising and only take a cut if they exceed your goals. If you want to focus exclusively on mobile users then you can advertise using Tapjoy (tapjoy.com). UNDERSTANDING LIFETIME VALUE OF A CUSTOMER 01 push tactic push tactic
- 58. Here is ascreenshot of Carbon, a niche ad platform. Here is a screenshot of BuySellAds, one of the generic ad platforms. This doesn’t even include the platforms that focus on retargeting. Retargeting gives you the ability to track users to your site and show your ads only to those people as sounds magical it’s because it is magical. In this space alone you have a number of platforms like AdRoll (adroll.com), Perfect Audience (perfectaudience.com), and Retargeter (retargeter.com). Here is a screenshot of AdRoll, which was named the #1 advertising company by Inc. Magazine.
- 59. There has beenan explosion of ad networks over the last few years. Some would argue we have too many ways to purchase ads. This can be a good thing if you are LEARN THE TECHNICAL DETAILS OF YOUR CHOSEN PLATFORM knowing the technicalities or not. The most complicated and advanced platform is probably Google AdWords, and it could easily take months to truly master their product, but most of the other options can be learned in a weekend with a high BUYING ADS IS A BUSINESS MODEL COMPETITION It’s always hard to know how much you should spend for a single click, or for a set of impressions, but the answer is actually a factor of your business model. If you are targeting the same audience as another company, but your business model is without going upside down. The best thing you can do to win customers using ads is to have a great business model. It’s almost an unfair advantage because no amount of tips or tricks can overcome this one stronghold. If you can pay twice as much to acquire a customer then you have a very defensible strategy. CONSIDER THE VARIOUS PERSONAS OF YOUR CUSTOMER Your customers can probably be reached using various platforms. For instance, they are more than likely on Facebook and LinkedIn. You must then decide which persona they are utilizing when they want a product like yours. When someone is on Facebook they are thinking about friends and family. They are looking at photos of other people’s experiences. When people are on LinkedIn they are thinking about climbing the corporate ladder and how networking with others can help them reach their goals. If your product is for project management in agile environments then I wouldn’t choose Facebook, even though technically you could reach your demographic there. Yes, they would see your ad, but their mindset would be incorrect because you are introducing yourself to them in the wrong place. Always think about the persona your customers exhibit while using your particular product before choosing an ad platform. CIRCUMVENT THE AD NETWORKS WHEN POSSIBLE This tactic may not scale easily, but it is still well worth mentioning. You could go to BuySellAds (or other places) and buy banner ads on a particular blog that your audience reads. However, if you cut out the middleman (BuySellAds) and go directly to the owner of the blog then you can get cheaper rates for two reasons. First, BuySellAds is making a cut of every transaction, so if you go direct that is money that you can recoup without the blog owner losing anything. Second, you are able to negotiate. Very rarely is the lowest price and the advertised price the same thing. You can ask for a lower rate and often close a deal relatively simply.
- 60. PROMO SWAP already servingyour target demographic, and you wouldn’t be consid- ered a threat to them, then there are plenty of ways that you could co- ordinate to promote each other. Here are some ideas to help you brain- storm possibilities: IF YOU ARE PAYING PER CLICK THEN QUALIFY EVERY CLICK There are two ways to buy ads. First you can purchase them on a CPM basis, which means you pay for set number of impressions and it doesn’t matter how many clicks they get. Second, you can pay per click and this means that it doesn’t matter how many times your ad appears, you only pay when your ad is clicked. If you are paying per click then you don’t want people to click your ad unless they are seriously interested, because it costs you money every time they do. Luckily, there are things you can do to qualify clicks using the ad itself. Consider putting the price of your product in the copy so that people don't click unless they are interested in spending money. Also, don’t use emotion to pull them in unless that same emotion will cause them to buy from you. Don’t put a picture of cute cat on your ad, just to get cat lovers to click on it, if your product doesn’t have something to do with cats. TEST VARIATIONS OF YOUR AD One of the most fundamental lessons of ads is that you have no idea what your audience will respond to. You have to test multiple versions of the copy, multiple versions of the imagery, and then multiple combinations of the copy and imagery together. The numbers will tell you the truth about which ads you should be running, but your intuition or gut is probably not accurate. 02 push tactic push tactic SWAP TWEETS Each company sends out a tweet to their followers about the other company. SWAP FACEBOOK POSTS Each company writes a post on their Facebook page about the other company. DEDICATED EMAIL SWAP Each company send out an entire email about the other company.
- 61. AFFILIATES SPONSORED EMAIL SWAP Eachcompany puts a “sponsored by” link in their existing newsletter, linking to the other company. AD SPACE SWAP Each company allows the other company to place a banner ad on their website or blog. PRE-ROLL VIDEO SWAP Each company gives away video ad space to the other company. GIVEAWAY SWAP Each company promotes a giveaway from the other company on their blog. 03 push tactic push tactic arrangement where you pay someone every time they reach a certain goal might use many of the tactics in this book, but you are paying them to do it instead of worrying about it yourself. Here are a few things to know if you are going to use this tactic: THINK CAREFULLY ABOUT THE INCENTIVES new signup has to stick around for a certain number of months, would be rewarded for DON’T ROLL YOUR OWN AFFILIATE SOLUTION There are a number of products that will allow you to easily get up and running on - (cj.com direct- track.com) or Omnistar ( 3:20
- 62. DIRECT SALES I’m goingto be honest, this is a hard one to categorize as a growth hacking - miss to completely ignore it. Direct sales teams do not work for every kind of product, but in some cases it is a worthwhile tactic. AppStack (appstack. com), a startup that creates mobile websites in conjunction with mobile ads for lo- cal businesses, was able to grow revenues to over 50k a month in a relatively short amount of time, and their primary strategy was direct telephone sales. I use them as an example because it’s hard to imagine a startup using this method, but some of them do, and it actually can work. Here is a screenshot of AppStack, a startup that gained initial traction through di- rect sales. VET EVERY NEW AFFILIATE EARLY ON - ness to some extent. The tactics they use, the language they employ, and their gen- 04 push tactic push tactic
- 63. Here is ascreenshot of AppStack, a startup that gained initial traction through di- rect sales. A p ush tactic usually inv olv es inter r up ting the content that is being consum ed. P ush tactics usually cost m oney . S ince m oney is inv olv ed w ith p ush tactics y ou m ust under stand the lifetim e v alue of y our custom er s (L T V ), so that y ou don’ t sp end m or e m oney on a custom er then y ou’ ll m ake fr om them . W e cov er ed 4 p ush tactics: P ur chase A ds P r om o S w ap D ir ect S ales CHAPTER 6 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER FIVE TAKE ME TO CHAPTER SEVEN
- 64. The ability touse the product itself to get new visitors is one of the most exciting aspects of growth hacking. Pulling visitors into the top of your funnel is good, and so is pushing them in, but there is something magical about using the product itself replicated with push and pull methods alone. For instance, if you utilize the pull method of creating an infographic then you can day and eventually level out at a relatively low number. Compare that with some of the product tactics listed in this chapter. It’s possible, using the product itself, that each time someone comes to your site they bring their own network of relation- ships into your funnel as well. This is where the idea of viral loops come into play. If you are able to use a product tactic in such a way that for every visitor that en- ters your product, they bring along more than one other person into your product, sometimes referred to as K). You’ve achieved exponential growth. You’ve gone viral. However, I need to caution you at this point. Most products don’t go viral. If you are trying to growth hack a B2B enterprise product then I highly doubt that you will but because it’s just hard to use these tactics in certain markets. Even if you have a PRODUCT TACTICS FOR GETTING VISITORS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O SEVEN
- 65. So how shouldyou view these tactics? If it really is that hard to get a K factor of 1+ then should you just scrap the product as a strategy for getting visitors? Absolutely even if it never approaches the illustrious 1+. Let me explain. If you have a K of .5, then this essentially means that for every one new visitor to your product they bring half a person into your funnel. 10 new visitors actually becomes 15. This isn’t virality because it doesn’t keep going up and to the right ex- ponentially, but you’re still bringing new people in that wouldn’t have seen your product. Consider the pull method of creating an infographic in this light. If you bring 500 people into your product this month because of an infographic then this a product tactic. That’s how to think about product tactics. They amplify anything that comes into your funnel. A K factor of .5 also means that if you’re using the push tactic of purchasing ads then you can spend less to get a certain number of visitors because every 10 ad clicks becomes 15 visitors. Saving money is obviously a good thing, but this also allows you to pay more per click, and possibly outbid competitors. Remember what we said in the last chapter. Ads are just a business model competition and your your business model. NETWORK INVITATIONS We now live in a world where many people have already compiled their social networks in various places. We have a group of friends on Facebook. We follow people on Twitter. We are connected to business relationships on LinkedIn. We have a list of email addresses in Gmail. We have the phone that we’ll discuss for getting visitors hinges on our ability to use pre-exist- PHONE CONTACTS If you are building a mobile app then you are basically a few clicks away from per- mission to message their entire phone book about your app. We don’t usually think of a phone book as a social network, but it might be our most intimate network of relationships. Umano, a new service that provides the ability to listen to popu- lar online articles, utilizes this tactic. They prompt you to share with friends after using their service a couple of times, or you can do so from the settings menu (be- low). Notice how they preselect everyone for you, and you have to either manually deselect people or “unselect all.” This is a common practice for many of the net- work invitation tactics. It is also worth noting that you can call or text with access to a phone number, so this gives you a few options on how to message people once you’ve gained permission. There might also be email addresses associated with a phone number that you can also access. 0 1
- 66. EMAIL CONTACTS Another networkwhich people have already developed, that we can use to our advan- tage, is their email contacts. This was much more popular a few years ago, but vari- ations of it are still possible. LinkedIn allowed you to import your email addresses,
- 67. SOCIAL CONTACTS Besides phonebooks and email contacts, the third kind of network that we can leverage is social contacts. Twitter, Facebook, LinkedIn, Instagram, Pinterest, and more, are all networks where we’ve created a social graph. We have existing rela- network because people probably won’t give you access to all of them, but one can be enough. Focus also helps you make technical decisions about your own prod- uct. If you know that you are going to use Facebook as the primary social network for inviting new users into your product then this might cause you to use Facebook Connect as your product login. This means that it will be fewer clicks on the end user, and less friction, when you ask them to invite their Facebook friends later. Below is the example from the Facebook developer documentation of what a friend invitation screen looks like.
- 68. SOCIAL SHARING your productvia their established connections or friends. This tactic is more about allowing anyone to talk about your product on their social network for SOCIAL CONTACTS Besides phone books and email contacts, the third kind of network that we can leverage is social contacts. Twitter, Facebook, LinkedIn, Instagram, Pinterest, and more, are all networks where we’ve created a social graph. We have existing rela- network because people probably won’t give you access to all of them, but one can be enough. Focus also helps you make technical decisions about your own prod- uct. If you know that you are going to use Facebook as the primary social network for inviting new users into your product then this might cause you to use Facebook Connect as your product login. This means that it will be fewer clicks on the end user, and less friction, when you ask them to invite their Facebook friends later. Below is the example from the Facebook developer documentation of what a friend invitation screen looks like. 02
- 69. SOCIAL SHARING your productvia their established connections or friends. This tactic is more about allowing anyone to talk about your product on their social network for whoever may be reading it. For instance, instead of asking someone to invite their Facebook friends to use your product, you instead allow them to eas- ily post something to their Facebook feed about your product. If they have most prevalent example of this is seen in popular blogs. The Next Web (seen below ) prominently displays the ability to share each and every post with your social connections in various places. Most social networks have code snippets that you can copy and paste into your product to make this kind of social sharing extremely easy. There are also solutions that combine all the popular social sharing options into a single interface. Flare, by Filament (show n below ), is a simple, lightweight solution for social sharing that is coming out soon. - to share your product on Facebook then you are missing an easy opportunity. Make sure that people can share your product in the places that are most likely to bring 02
- 70. API INTEGRATIONS The nextstep, beyond social sharing, is to actually integrate your product with an existing social network at the API level. Instead of just asking them to share, you can actually bake sharing into the experience and make it hap- pen in the background without forcing the user to give you permission each time. A great example of this is Spotify. It’s no secret that Spotify heavily used Facebook to grow their product, and they did so through an API integration. Once you login to Spotify using Facebook Connect and give Spotify the needed access, then your activity on their service is automatically published to your Facebook feed, and it’s also published inside of the Spotify app to anyone that you are connected with on Facebook. Below is a screenshot of the Spotify app, notifying me of new users who are also connected to me on Facebook, and listening habits. These are done completely in the background, which creates frictionless sharing that can only really happen through an API integration. 03
- 71. Another example ofthis tactic is the Nike+ API integration with Path and Facebook. Every time I go for a run and track it using the Nike+ app on my phone, then the data about my run is pushed to Path and Facebook, so that my friends can see my activity. Friends can even cheer me on from within Path or Facebook which will trigger an applause sound as I run. This is borderline genius. Below you can see my Nike+ app asking me to share on Path, and on the right you can see the results being published to my Path friends. Again, this it totally seamless. Once I set it up initially it does this automatically. API integrations, despite their incredible upside, are not 100% stable. As certain products become extremely popular, and gain momentum on existing social net- work, then it is not entirely uncommon for exposure to be throttled. Facebook, for instance, has the incentive to give you access to their platform. This keeps them in a dominant position if many developers use them. However, Facebook does not have incentive to give you the complete social graph of their billion users. If you start to have too much success with an API integration then you can’t count on the rules staying the same for you. On a similar note, API integrations are great as a way to growth hack your prod- uct, but the more you intertwine your product with a 3rd party service, the more at risk you are. Twitter is a great example of this. Many companies were built on the Twitter API, but then Twitter changed the number of API calls allowed. This left many Twitter clients without a backup plan. Use APIs to grow your product, but be vvv that the API doesn’t become your product.
- 72. BACKLINKS INCENTIVES 04 which would drasticallychange their trajectory. They included a link at the bot- tom of emails that were sent using their service that said “Get your free email at Hotmail.” A viral loop was born. Certain products lend themselves easily to creating incentives for users to bring new people into the product. The classic example of this is Dropbox. They have a This tactic works especially well if you have something which is of low cost to you, but of high value to users. In Dropbox’s case, they use storage space like a currency because the exchange rate is in their favor. Storage is not that expensive, but getting new users is very valuable to them. The user is in the opposite situation. Storage space is valuable to them, and their contacts don’t seem that valuable. This makes for a perfect storm. This tactic is still being used to this day. A modern example is found in services that allow you to embed a popup on your website for various reasons. Notice the backlinks in the screenshots below. Widgets of any kind are good candidates for backlinks. 05
- 73. It’s worth cautioningthat many startups, in an attempt to imitate Dropbox, have that Dropbox goes beyond just giving away storage for friend invitations, but they also give away storage for actions that will help you understand their product. Educated users churn less.
- 74. ORGANIC06 As much astechnology within the product can spread the product, there is some- didn’t orchestrate. They are compelled to tell people whether you incentivized them or not. Organic communication can’t be measured, and it can’t be controlled, but it can be a force that propels your product forward. You can’t make someone share your product organically with their coworkers or friends and family, but you can do certain things to make it more probable. S im p le p r oducts sp r ead or g anically B eautiful p r oducts sp r ead or g anically P ain r eliev ing p r oducts sp r ead or g anically P r oducts that m ake p eop le look cool sp r ead or g anically E m otional p r oducts sp r ead or g anically F un p r oducts sp r ead or g anically U niq ue p r oducts sp r ead or g anically S ur p r ising p r oducts sp r ead or g anically You can’t be all these things, but you must be one of these things, or you probably don’t have a chance of spreading organically. CONCLUDING THOUGHTS ON GETTING TRAFFIC Now that we’ve talked about all three ways of getting visitors into the top of the growth hacker funnel (p ull, p ush, p r oduct GETTING TRAFFIC IS A RECIPE, NOT A SINGLE INGREDIENT Imagine that you start to bake a cake, but you decide that you are going to include only one ingredient and leave out all the others. It would be a cake and 1 product tactic. It might be 0 pull tactics, 1 push tactic, and 4 product tactics. It would be nice if there was a silver bullet for every product, and once you found that one ingredient you could ignore everything else, but that’s not the way it usually works in reality.
- 75. M ost pr oducts don’ t g o v ir al W e cov er ed 6 p r oduct tactics: N etw or k I nv itations P hone C ontacts E m ail C ontacts S ocial C ontacts S ocial S har ing A P I I nteg r ations B acklinks I ncentiv es O r g anic CHAPTER 7 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER SIX TAKE ME TO CHAPTER EIGHT GETTING TRAFFIC IS A RECIPE THAT IS ALWAYS CHANGING may be tempted to set- tle in and stop trying new things. You may assume that what is working today will always work. This is not wise. The recipe that is working for you today will probably change and DON’T JUST COPY THE TRAFFIC RECIPES OF OTHER STARTUPS It’s so tempting to just do what everyone else is doing, but your startup is unique. It has unique personnel, unique advantages, unique disadvantages, unique customers, and it - ed. Learn to create your own recipe for growth. It will taste better that way.
- 76. Now you havevisitors to your product, but that’s the problem. They are just visi- tors. You’ve found a way to get them to come to your product, but if this is all you do then they will bounce at an incredibly high rate. Your goal is to activate them. Activation is the act of getting them to take an action in your product that you are guiding them toward. Activation is not just the act of them clicking around random- ly and not bouncing. Activation is when they do something that you’ve decided be- forehand that they should do, something which furthers your goals. Here are some possible activation goals: Get their email address Get them to create an account Get them to read something Get them to comment on something Get them to share something Get them to buy something Get them to watch something Get them to interact with someone Get them to friend request someone And many more HOW TO ACTIVATE MEMBERS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O EIGHT
- 77. Some of theseactivation goals may seem silly, while others seem relevant, but your particular goals will depend entirely upon your product. If your product is a blog that makes money from advertising then you may want to focus on numbers 1, 3, 4, or 5. If you have an email address then you can message them in the future about new articles. If they read what is already on your site they will see the quality of your journalism and want to read more. If they comment on an article then they will be more apt to come back, especially if others respond to them. If they share your article on Twitter then it will get you more readers. All of these goals lead to It is also important to recognize that the fewer goals you have, the more likely you of your product you should have one primary activation goal. LANDING PAGES When someone visits your website the use of a landing page can greatly increase your chances of activating them. A landing page is - ments, but not all. A landing page is a page you create within your product that you can direct people toward for certain campaigns. For instance, if you are always tweeting about certain kinds of things from the company Twitter account then you might make your Twitter bio URL send them to a landing page that highlights those same topics. Here are some of the distinct characteristics of a landing page and why you would use one: 01 LIMITED NAVIGATION you can hide many of the navigational elements, since this will just distract people from completing the goal you have decided on. They’ve already shown interest by SINGLE CALL TO ACTION A landing page only needs one call to action for the same reason that you don’t need many navigational elements. If you give them options then you will lose them, and which means they are ripe for activation.
- 78. CONGRUOUS LANGUAGE Since youknow the source of a person that ends up on a particular landing page then you can tailor the experience for them. You should use language which will appeal to them, even if it doesn’t appeal to your visitors at large. The language, and even imagery, of your landing page should be congruous with their expectations based on the source they came from. some distinct characteristics, and that is the launch page, or coming soon page. A launch page is a landing page that you put up before your product is even public, and the goal is to collect email addresses of visitors so that you can inform them about your product when you do go live. Here are some things to understand about this kind of landing page: USE IT TO GET TRAFFIC, NOT JUST ACTIVATIONS c. You can tell people that can only let them sign up on your beta list if they tweet about THE HEADLINE AND SUBHEAD IS EVERYTHING Since you haven’t launched yet you probably won’t have much detail to add to the launch page. This means that the headline and subhead become very important. If those few words don’t get someone’s attention then they will bounce. EMOTIONAL IMAGERY IS A MUST Besides the headline and subhead, you also need a very emotional image. A fullscreen background image is the common practice. Make them feel emotion, de- spite your lack of content. DON’T LET THE LIST GROW COLD As you build a list of people that are interested in the launch of your product you must not let the list get cold. If you don’t email them for months, then suddenly tell them about your launch, your click through rate will be very low. Stay in touch with them through the process of building your product to keep them warm, or don’t even take email addresses until you are within a month (or less) of launch. POST YOUR LAUNCH PAGE TO BETALI.ST AND ERLIBIRD.COM There is a whole ecosystem of people that are looking for new products. You can post your launch page on betali.st or erlibird.com and you can easily jumpstart your email list if you have a good launch page. If you are trying to create landing pages quickly then you can use a service like un- bounce.com, and if you are creating a launch page then you can use a service like launchr ock. co. Dd
- 79. COPYWRITING 02 If you wantpeople to take a certain action, and not bounce, then the words you use are more important than you realize. We spend so much time obsessing over visu- als that copywriting sometimes takes a back seat. As important as visuals are, if you want someone to know something, or understand something, or do something, then you probably have to use words. Here are some insights around copywriting: THE HEADLINE SHOULD MENTION YOUR UNIQUE VALUE PROPOSITION Why is your product unique? What do you do that competitors don’t do, or can’t do. If you don’t tell people that you’re unique then visitors will assume you're not. THE SUBHEAD SHOULD FURTHER EXPLAIN YOUR UNIQUE VALUE PROPOSITION The subhead is smaller text below your headline that further illustrates your unique value. It might give reasons why the headline is true. Use this to take away doubts or clarify the headline. LONG COPYWRITING IS GOOD FOR EXPENSIVE ITEMS If you are selling something that costs $500 then you need lengthier copywriting. This will give you a chance to inform, answer objections, and just generally convince them to become activated members. SHORT COPYWRITING IS GOOD FOR LESS EXPENSIVE ITEMS If you are selling something for $20 then long copywriting will bring up more objections than it answers. It will confuse people more than it helps people. For low cost products, short, precise, copy is better. DIFFERENT AUDIENCES WILL RESPOND TO DIFFERENT KINDS OF WORDS audience. You should use jargon if you’re talking to doctors, but not if you’re talking to laymen. You can use slang if you’re targeting kids, but not if your audience is USE CUSTOMER DEVELOPMENT TO INFORM COPYWRITING By researching your audience online (m essag e boar ds, sur v ey s, etc. ) you will start to see which words they already use. If you use their own words in your copywriting then you’ll be able to activate them much easier. Dd
- 80. SOCIAL PROOF ISCOPYWRITING It would be wise to use testimonials within your product because humans behave with a herd mentality. If everyone else is doing something then so will I. Social proof is a form of copywriting that will help you activate visitors. DON’T FORGET THE MICROCOPY Microcopy is the short tooltips, hover boxes, or other text that helps a visitor navigate the interface. Little clues, at the right place, can help people navigate your UI. Confused visitors don’t usually do what you want. To learn more about copywriting I recommend Joanna Wiebe’s series of books at copyhackers.com.
- 81. CALLS TO ACTION We’vealready mentioned it a few times, but calls to action deserve their own sec- tion. The best way to get someone to do what you want is by giving them a clear call to action. Leave nothing to their imagination. Tell them where to click and make the button obvious. Tell them who to call and make the phone number prominent. Activate visitors by telling people, in the most explicit way you can, what you want them to do. Below are some examples of great call to actions. 03
- 82. ONBOARDING04 When people arriveon your site it’s like they’ve been dumped in the middle of New York City without a map and no sense of direction. Your job is to give them orientation, and lead them to the places where you want them to go. One of the best ways to guide visitors is through onboard- ing. Onboarding can take the form of visual directions placed on top the screen, or a series of pages that lead vis- itors from one place to another. Think of onboarding like a digital tour guide for your product. An explanatory video could even be a part of your onboarding strategy. Twitter has one of the most talked about onboarding experiences because they care- fully guide people from creating an account to using an account, and it’s all through the onboarding. They know that an account that doesn’t follow anyone is kind of useless, so they make following others a part of the signup process. Another great example of onboarding is InVision. They give you large, obvious, pop ups through- out their product that guide you and tell you what you need to know (below ). how to use it. If you want to activate visitors, making them take certain actions, then you must carefully craft your onboarding experience.
- 83. GAMIFICATION There is somethingabout gameplay that is hardwired into the human brain. We love to complete actions they normally wouldn’t complete. Here are some examples: 05 PROGRESS a certain percentage complete. This prompts us to get to 100% be- AWARDS We are all still in little league baseball. Trophies matter, even if they are meaningless. If you can award something within your product then you will cr - centive for people to take certain actions. Just think about Foursquare. It’s one big baseball game for adults with mayorships and badges instead of cheap trophies.
- 84. PRICING STRATEGIES Getting someoneto make a purchase is really just a unique kind of activa- tion. You are getting a visitor to take a certain action, that action just hap- pens to be making a purchase. There are a number of best practices around activating people to make a purchase. They may not all apply to your situa- tion, but some of them probably will. LEADERBOARDS Just by showing someone their rank you can prompt them to compete. If you let someone know that they are in 3rd place for most comments on your message board there is a good chance they’ll take actions to get in 2nd place. Leaderboards can acti- vate people to take certain actions. There are countless ways to gamify your product, but you have to think about your product as a game (ev en if it is a B 2 B ap p ). 06 PERFECT PRICE DISCRIMINATION Pricing is an important aspect of activating people to make a purchase. There is something called perfect price discrimination which is the act of creating a pricing structure that charges based on the consumer’s purchasing power. Ecquire does this well by making their lowest tier only support basic integrations. This is everything for an expensive plan.
- 85. MULTIPLE TIERS Another popularstrategy to activate purchases is to have three pricing tiers. Just the fact that there is a more expensive option makes you feel like you’re not wasting money, and you are getting a good deal. Having a pricing tier below you to buy. SUGGESTIVE TIER NAMING If you name your pricing tiers something vague like gold, silver, and bronze, then you don’t really help people discover which tier is good for them. By naming the tiers things like “Starter,” “Professional,” or “Team,” you are giving people the FREE TRIALS People are afraid to make an irreversible mistake with their money. If you give them a money back guarantee, or a free trial of some kind, then you are taking the risk away from them and placing it on yourself. DISCOUNT CODES One of the most powerful forces, in terms of getting someone to make a purchase, is a discount code. But there is a trick that makes discount codes even more a decision. Udemy is a great example of this kind of activation tactic. They send out emails on a regular basis which include discount codes that are only valid for a limited time.
- 86. G etting visitor s to y our p r oduct is not enoug h. Y ou need to activ ate them . A ctiv ation is w hen som eone takes an action that y ou decided w as necessar y for the suc- cess of y our p r oduct. Y ou should only hav e one activ ation g oal for any g iv en section of y our p r oduct. A ctiv ation g oals w ill v ar y based on y our p r oduct. W e cov er ed 6 activ ation tactics: L anding P ag es C op y w r iting C alls to A ction O nboar ding P r icing S tr ateg ies CHAPTER 8 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER SEVEN TAKE ME TO CHAPTER NINE BUNDLING Another way to get people to make a purchase is through bundling your product with other products. If you can overwhelm people with value then they are more willing to make a buying decision. Hacker Bundle is a good example of a service that uses this activation tactic.
- 87. Two chasms havealready been crossed. You have successfully gotten visitors to your product through using push, pull, or product methods. You have also success- fully activated them by getting them to take certain actions within your product. It might seem like you are out of the woods, but there is one more necessary compo- nent, retention. Retention is the act of getting your members to use your product in such a way that it becomes habitual. That's why we call them users at this stage. if you retain them then they are literally using your product often. If you are a SaaS company then this means lowering your churn. If you are an ecommerce site then this means helping people become repeat buyers. If you are a content company then this means getting people to consume your content on a regular basis. You get the point. Many growth hackers actually consider retention the most important aspect of the funnel. There are a number of reasons for this: If your retention is low then all of the ingenious growth hacks that you apply to your product are basically meaningless. Your members will leave your product at the 11th hour (the very end of your funnel). Leaky buckets don’t need more By the time someone has become an activated member then they’ve shown themselves to be extremely interested in your product. They are the most quali- are neglecting the most high quality leads that you have. HOW TO RETAIN USERS C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O NINE
- 88. the bottom linemore easily than getting new visitors. Increasing your retention by 20%. An increase in retention increases the lifetime value of the customer (LTV). This opens up the potential to try a number of push methods at the top of the fun- whole more than we sometimes realize. People that have been retained for long periods of time are more likely to evan- gelize for your product. If your product is built into their weekly routine then they are going to talk to their friends about it, take it into the workplace, and generally be an advocate for you. Retention, like anything, is a skill set that can be learned. Here are the tactics that we recommend trying as you focus on retention: STAGED TRAFFIC When you look at the growth hacker funnel it might seem as if you should focus on - ality this is not the smartest way to work through the funnel if you want to make the those visitors to test the rest of your funnel before you decide to put more of your Imagine that you have a growth budget of $4,000. Let’s say you spend all of it in a couple weeks. You spend some on the production of a whitepaper for inbound leads (1k), you spend some on Google ads (2k), and some on a contest (1k). You probably feel good about what you’ve done, but what if you realize after a month or so that were totally broken. You spent your budget and have very little to show for it. It would be smarter to try a single tactic and use only some of your resources just so imized to capitalize on it. In essence, you test your funnel, including retention, when the stakes are low, so that when it’s time to accelerate growth you’ve done the requisite work that will allow to master retention.
- 89. SPEED TO AHA Peoplecome to your product and give you a chance because of the promises you’ve made to them. You’re going to save them X, provide them Y, and make Z much more simple. The moment that a visitor or member actually feels the truth of your promise, and sees the obvious benefit of your product, that’s what we call the “aha moment”. If you want to retain users then part of your task is to get them to the aha moment as quick as humanly possible. When someone is new to your product then they are open to your promises. They are excited about the possibility that you will deliver on them. If you waste time getting them to the aha moment then they will not stay around. Here are some questions to ask yourself: Do you know what the aha moment for your product is? What are the actions which a member can take on your product which are leading indi- cators of their retention rate? If it currently takes two days to get someone to the aha moment, can you make it two hours? If you currently ask them to create an account to see the benefit of your product, is there a way to show them a sandboxed version of your prod- uct that allows them to have an aha moment before signing up? Are there features which you promote in your product which don’t lead people to an aha moment, thereby cluttering your product and lowering the chances they will ever get to the aha moment? Is there an email you can send to a new user which outlines exactly what the aha moment is? Can you give them a clear call to action to have that kind of moment? 02
- 90. DON’T FEAR EMAIL Twitterrealized that after you followed a certain number of people that your retention rate would increase drastically. So guess what they did? Yep, now they help you follow people as a part of the signup process. Retention is built into their registration flow because they knew the speed to aha matters. 03 Engineers and product purists have a hard understanding email. They actually think email is universally unwanted, and that most of it is borderline spam. This is just patently false. People opt-in to receive emails, and they opt-out when they no longer want them. Let people make their own decisions about the email they want or don’t want, and don’t preemptively decide for them, handicapping your product in the process. Email is a massively useful tactic for retaining users, and those who ignore that your product should send, and they each have their own purpose. DRIP CAMPAIGNS A drip campaign is when you send people prewritten emails at preselected intervals. A new member might get an email on day 1, day 3, day 7, day 14, and day 21. You can use a drip campaign to introduce them to your product, share testimonials, give them case studies or other inspirational reasons to use your product, and many oth- er things. A drip campaign burns your product into people’s minds when they are most impressionable, right after they’ve signed up. Every email sent is a chance to bring them back into your product and retain them. Fools ignore drip campaigns.
- 91. ALERTS AND NOTIFICATIONS Ifyou are building a mobile app then in addition to email you have another avenue - mobile app? Are you currently using badges to alert people to new features, or new updates, or anything else? The same hangup that some people have with email also relevant updates. EVENT BASED NOTIFICATIONS are all familiar with these because of Facebook. Every time someone does anything which is remotely related to us on their social network then we get an email notify- ing us about it. Facebook has become very clever with their event based emails, and one of the things they do is force you to click through to their website to get the most out of their emails. They tell me that someone liked a photo I was in, but I have to click a call to action to see the photo. This is smart because once I’m back on their site then I’m sucked into the Facebook world again. What actions are people already taking in your product that could also warrant an email? 04 GENERAL UPDATES The third kind of email is a general update. These are emails that update people People love to see how other people work (it’s a weird obsession, I know), so use these emails to also give people a behind the scenes view of your company. Show them photos of your new workspace. Show them an image of your team next to the company logo. If people feel like they know you then they will be more likely to be retained by you.
- 92. EXIT INTERVIEWS THE REDCARPET truth, and the truth can hurt your ego. Well, get over it, because one of the best ways to learn is by dialoguing with your members. Recently, we’ve heard a lot in the start- up world about customer development (the process of talking to customers early), but there is another kind of communication with customers that can well, and that’s an exit interview. When people cancel your service, or go long periods of time being inactive, or gener- ally show themselves to not be retained, then you have an opportunity to learn from them. I would recommend emailing them and asking them the worst thing about your product that made them cancel (or whatever the appropriate verbiage is for your situ- ation). Just cut to the chase and ask them what sucks the most. Have thick skin. You can use the responses of this exit interview to inform the product roadmap, and there- by increase future retention. 10 more minutes of their time. They might shoot you back a quick response if you send them a short, one sentence email. Be wise about how much you ask for at this point. An exit interview like this can also be a chance to bring them back into your product. - ing a less expensive package that isn’t advertised during signup. You’ve already lost them, so you might as well try something to bring them back. One way to keep people from leaving your product is to roll out the red carpet for your most engaged users. Exit interviews are about getting the most out of a bad situation, but the red carpet is about avoiding a bad situation. Here some ways that you can give the red carpet treatment to your best users: 05 06
- 93. 07 INCREASE VALUE Atthe heart of any product is the value it provides. This means that keeping one eye on the value of your product is always going to help retention. Just because some- value in it on day 100. You have to always stay ahead of the value curve if you want to retain users. Here are a few generic ways to provide value: ADD FEATURES If your product is lacking important features then adding them might lead to better re- tention. If two out of every three people tell you the same thing during the exit interview, and it pertains to something that you don’t currently provide, then it might make sense to just give them what they want. This isn’t about feature creep, it’s about giving people what they actually need to hang around as retained users. SUBTRACT FEATURES It may seem odd to now discuss taking away features, but sometimes that’s also the way to increase value. Features that aren’t useful (or aren’t used), only serve one purpose. don’t stay around because of the number of features you have. They stay around because you have the right features that provide them value. Give your best users a shout out in an email newsletter. Keep a Twitter list of your best users and retweet them often. Give your VIP users access to exclusive content. Have a drawing for a free trip to a relevant conference, but only power users can enter. makes your primary users feel appreciated. Not only will this help prevent them from churning, but when someone feels like the center of attention, or unique, or other places. Give your best users yet another reason to advertise for you by giving them a treat every once in awhile.
- 94. COMMUNITY BUILDING A productis good, but a movement is better. A startup is good, but a family is better. Are there things you can do to actually make people feel like they are a part of something? This is community building. People who belong to some- thing stay longer than people who subscribe to something. Here are some ways that you can build community around your product: 08 CUSTOMER SUPPORT omer and someone who spreads the news of how horrible you are. We may not all be Zappos (let’ s be hon- est her e), but we can still up our game to the point that people feel like they belong to a community and they are not bothering us with their support requests. DOCUMENTATION If your product needs documentation then providing it in the best possible way is actually a service to your community. Besides, if people don’t have the needed docu- mentation to install or use your product then you’re not going to retain them. SOCIAL FEATURES Is there a way that you can let your users interact with each other within your prod- uct. One of the best ways to retain users is by providing a way for them to connect to others. The other people may be the reason they stay around, even though they might have left if is was just about your product.
- 95. MAKE THEM HAPPY Retention m ig ht be the m ost im p or tant asp ect of y our funnel. W e cov er ed 8 tactics to r etain user s: S p eed to A ha D on’ t F ear E m ail E x it I nter v iew s T he R ed C ar p et I ncr ease V alue C om m unity B uilding M ake T hem H ap p y CHAPTER 9 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER EIGHT TAKE ME TO CHAPTER TEN All retention comes down to one thing: happiness. If people are happy they will be- come habitual users. If people are unhappy then you won’t retain them. Don’t over- think retention. Just make people happy with your product. 09
- 96. It may seemlike a chapter dedicated to the tools and terminology of a growth hack- er should be closer to the beginning of this book. Tools are so basic, so fundamental. Terminology is the shared jargon we use to communicate. Well, there is actually a good reason why I’ve saved this chapter for the end. Tools and terminology can make people feel like they are growth hacking when they have no clue what they are doing. If you just install an analytics tool, without a philosophy on what growth hacking is, or an understanding of how growth hacking works, then you will just be play- ing with numbers, randomly changing things in your product, with a false sense of grounding. The metrics will make you think you know what you are doing. The words to describe what you’re looking at. Don’t do that. Another reason I saved this chapter until now is because the tools are always chang- ing, but the process of a growth hacker doesn’t. Whatever tool you use you’ll always be guiding people through your funnel. You’ll always be creating hypotheses, run- ning experiments, and optimizing the results. However you get the data, and how- ever you label the data, you’ll always be engaged in a process that is deeper than the tools and terminology you use. Growth hacking is a mindset and process more than it is a collection of tools. of tactics outlined in this book). Growth hacking is the process that arrives at those TOOLS AND TERMINOLOGY C H A P T E R PDF DOWNLOAD B Y N E I L P A T E L & B R O N S O N T A Y L O R T H E D E F I N I T I V E G U I D E T O TEN
- 97. In fact, growthhacking is not just a collection of tactics either (despite the number of tactics outlined in this book). Growth hacking is the process that arrives at those kinds of tactics. Sure, use the tools, use the terminology, and use the tactics, but understand the fundamentals of growth hacking before jumping to the conclusion. If you allow yourself to think like a growth hacker then you’ll uncover tactics that no one else is aware of, and you’ll be able to survive even when the current round of tips and tricks have run their course. This is far from an exhaustive list, but following are some of the terms that you will hear often in growth hacking circles. I’m not going to give a confusing, super precise technicalities for clarity: VIRAL COEFFICIENT (K) KEY PERFORMANCE INDICATOR (KPI) that helps you get a quick grasp of how things are going within your company. If you are selling software subscriptions then a KPI would be how many new subscrip- tions you have sold today. Another KPI would be how many people canceled their subscription today. A KPI is not an obscure data point that doesn’t have meaning unless it’s ran through a complicated equation. A KPI is a number that matters for obvious reasons, and by simply looking at you can get a sense of company trends and company health. Here are a few best practices around KPIs: Have an automated email send out KPI data every day, week, and month. Have a dashboard that has KPI data displayed in such a way that you can see trends based on past performance. It’s helpful to see if a KPI is going up or down in general. Allow everyone in your company to access KPI data. This will inform people brought into your product because of your existing users. If every 50 visitors to your product bring in 100 new visitors to your product then your viral Here some things to know about virallity:
- 98. COHORTS SEGMENTS MULTIVARIATE TESTING Going viralis based on an equation. It’s not just a phrase thrown around to describe something that is seemingly everywhere online. above 0 means that you are amplifying your product distribution to some degree. Virality is probably focused on too much. Growth hacking is a large set of skills, - rying about virality. A cohort is a portion of your users based on when they signed up for your prod- uct. Everyone that signed up in January is in the January cohort. Everyone that signed up in February is in the February cohort. It’s important that you use co- horts because otherwise your data won’t be as clear as it could be. If every month your KPIs are improving for new cohorts month over month then things are going in the right direction. If you just look at a single metric, and average it across all users since the beginning of your product, then your data is being skewed by the good and bad of past cohorts, and you are not seeing how things are currently go- ing with your product as clearly as you should. Segments are like cohorts, but instead of basing the group on signup date, you base the group on other segmenting factors. You might categorize your users into even break cohorts into segments if this gives you relevant data for your product. Multivariate testing (or A/B testing) is when you make product changes that are only seen by some of your users. This gives you some people that see the A version of your product and other people that see the B version of your product. Then you can see if version A or B gives you the results you want. A debate within multivariate testing is whether or not multi-armed bandit testing is the best kind of A/B test. Bandit test- ing is a continuous form of A/B testing that always send people toward the best performing options. In essence, the experiment never ends. I’m not going to get into this debate here, but I wanted you to know that there is a debate.
- 99. CUSTOMER ACQUISITION COST(CAC) When running A/B tests it is important to remember that sample size matters. If option A and B are only shown to a few hundred visitors then it doesn’t really mat- ter what the results say. You don’t have enough participants in the test to make the statistics meaningful. Here is an anecdote to illuminate this point. If you run an A/B test for 1 day, and on that day you have 2,000 visitors, and option A gave you the results you wanted 70% of the time, then you’d think this experiment is a success. - your A/B test has uncovered something about the audience of this blog, not about the users of your product as a whole. A nifty web app that let’s you calculate experiment variables which are relevant for a successful test can be found at www.experimentcalculator.com. The lifetime value of the customer is the expected amount of money you’ll make on someone throughout their entire lifecycle on your product. If people pay you $300 a month for your product, and stay customers for an average of 2 years, then your LTV is $300 x 24 (months) = $7,200. Segments come in handy when calculating LTV because you might discover that certain segments of your users have a much higher LTV than other users. This will can have an impact on hiring and other initiatives not related to growth hacking. Customer acquisition cost is the amount of money it takes to get a new custom- er. If you spend $500 on Google Ads and this gives you 2 new customers then your customer acquisition cost for this channel is $250. It’s important that you know the CAC for each channel because it can very greatly. Also, once you know the CAC per channel then you know how much you can spend on that channel, or if you should spend anything on that channel. LIFETIME VALUE OF CUSTOMER (LTV)
- 100. Google Analytics isby far the most popular analytics platform for general data. It’s free and it’s very powerful. Google Analytics is best for high level - ple based analytics (like the kind of tracking that is becoming popular). If you want to watch geography data, device data, bounce data, and other common people churn less after they watch your demo video (a kind of event/people based analytics to provide this kind of information. Most companies have a number of ana- lytics platforms running simultaneously, so despite the drawbacks of Google Analytics you should still have it installed. There has been a renaissance of sorts within the tools that growth hackers use. Due in large part to the limitation of Google Analytics, a number of new soft- ware products have been introduced which allow growth hackers to track the kinds of information that they are interested in. When you install Google Analytics then you place a single piece of Javascript Now that we are familiar with some of the growth hacker jargon the question is, how do we get this data. For that we turn to the tools that growth hackers use. The most common analytics tools used by growth hackers fall into a few broad categories: GENERAL ANALYTICS EVENT/PEOPLE BASED ANALYTICS
- 101. When you installGoogle Analytics then you place a single piece of Javascript in each page of your site. When you install event/people based analytics tools then you actually attach a script to each event on your site (not just the site as a whole). This simple change opens up huge possibilities. Now you can get an answer to the following kinds of questions: Do people who use feature X have a higher LTV? Do users in segment Y have higher engagement with feature Z? And almost anything else you can dream of. Notice how we are now tracking events, and people, and this leads to new kinds of within your product, then you are stuck in the dark ages. Sorry, but it’s true. Two of the most popular tools used by growth hackers to track events and people are KISSmetrics and Mixpanel. NICHE ANALYTICS Another trend in analytics are the platforms which focus on certain ver- mobile apps, or primarily for lean startups, or primarily for ecommerce. There are too many of these to list, but it would be worthwhile to do a for your industry.
- 102. If you madeit this far then I have to assume that you are very interested in learning how to growth hack, so let me leave you with some advice. Growth hacking is a skill set that can be learned, and I hope this book has pointed you in the right direction, and helped you begin that learning process. However, there is only one way to really master a skill, and that is through practice. Reading a book is one thing. Growth hack- large or small) and begin applying the mindset of a growth hacker to it. You’ll learn more from your own successes and failures then you will from those of others. Your own success will feel so sweet that you won’t ever forget it. Your own failure sting so much that you won’t repeat it. If you want to be a growth hacker then go growth hack something. because growth hacking is not going away. Some people want to label it as a fad, but it is simply too powerful to disappear. The name may change, but not the substance. Growth hacking is a new way of thinking, and those who ignore it will be handicap- ping themselves for no apparent reason. - nies in the world and they also have one of the most sophisticated growth hacking teams that I’ve ever seen. They approach their experiments with the rigor of a sci- group focused exclusively on the funnel once they are inside the product. It’s a well oiled machine. But here’s the rub; they are an enterprise B2B software company, selling products that the general public has never heard of. They have boring prod- ucts that enable communication and collaboration within software environments. They are not spreading because they are sexy. They’re growth hacking their way to the top. If you ignore Atlassian, and the companies that are following their lead, then good luck competing in the future. CONCLUSION CUSTOM ANALYTICS As much as software products are used by growth hackers, many of them also use solutions that are built in-house. Sometimes it’s just easier to roll your own it to. This will depend on your internal engineering resources also. If you don’t have the engineers then you might not be able to build a custom analytics plat- recommend installing Google Analytics, some event based product, and build- ing in-house solutions when necessary. It’s always better to have too much data than not enough.
- 103. G r owth hacking is a p r ocess, not j ust a set of tools, tactics and ter m inolog y . W e cov er ed 6 p r oduct tactics: K ey P er for m ance I ndicator (K P I ) C ohor ts S eg m ents M ultiv ar iate T esting C ustom er A cq uisition C ost (C A C ) L ifetim e V alue of C ustom er (L T V ) 4 K inds of tools w er e cov er ed: G ener al A naly tics E v ent/ P eop le B ased A naly tics N iche A naly tics C ustom A naly tics CHAPTER 10 SUMMARY PDF DOWNLOAD TAKE ME TO CHAPTER NINE BACK TO THE START!