Growth is a combination of clean data infrastructure, excellent customer experiences, and rapid experimentation. Achieving sustainable growth therefore requires an understanding of all stages of the customer journey and how to leverage them. Whilst there are best-practice approaches that are applicable across businesses, there is no out-of-the-box solution, or gung-ho approach that will get you there.
When push comes to shove, growth is about enabling the right team, with the right culture and the right tools. It takes time and effort to do this, as you have to centralise processes, keep teams aligned and build a culture that values experimentation. In our experience, businesses who are in need of better growth methodology observe one of the following mentalities internally:
This is a natural product of bigger companies, as rigid structure and process is often necessary for order. But it can also appear in scale-ups too, who can become over-invested in some of the legacy processes they set up in their formative days. With this in mind, let’s talk about where there is some more specific room for improvement:
Companies held back by these hurdles struggle to implement a build-measure-learn cycle that let’s them grow their understanding of customers, markets and trends at high speed. On one end, start-ups don’t have the luxury of relying on institution knowledge that has been created over years or even decades—to survive they need to learn much faster. On the other end, the business landscape for established corporates is changing rapidly—whether it’s marketing channels, the competitive environment, or consumer preferences, they need to stay on-top of these changes.
We believe three factors are critical to a business’ successful growth: Culture, Process, and Skills/Tools.
A growth culture should exist across all areas of the business—from product and engineering through to sales and customer service. However, the growth team needs to have the authority and capability to prioritize and implement experiments across the business. Several building blocks can help with this.
Growth is everyone’s job. Growth is not only about customer acquisition, but also (or even mostly) involves customer retention, various stages of activation (e.g. from trial to paying customer and later to advocate), pricing strategy and of course product development. This means everyone can and should contribute their ideas. Within the growth team itself, all areas of the business should be represented as otherwise you may miss the critical insight that is obvious to one but not the other. The growth team can then prioritise, derive and run experiments from these ideas and coordinate implementation of validated.
Celebrate ‘failure’ as a learning opportunity. Fear of failure and being wrong stifles ideas and leads to teams shifting goalposts to demonstrate success, robbing the team and business of the ability to do better next time. In order to accomplish this, ‘framing’ is important. As long as a growth experiment generates knowledge it did not fail. To encourage this thinking we suggest to categorise experiments as ‘accepted’ and ‘rejected’ upon their conclusion instead of ‘success’ and ‘failure.'
Ask for forgiveness, not permission. Speed is fundamental as the faster you are able to validate or reject your hypotheses the faster you’ll generate the insight to drive further growth. One of the major barriers in larger organisations is red-tape and fear of making decisions without coverage from ‘above’ (this goes hand-in-hand with fear of failure). This slows down the experimentation process significantly. In order to address this, the growth team should have clearly defined authority—and testing budget without return expectations—within which they can run experiments.
Keep in mind: If you make 100 decisions a day and get only 50% right instead of making 10 decisions and getting 100% right you’re still moving at 5x the speed of your competitor. And this assumes you’re not even learning from those incorrect decisions.
Solve problems. Be creative. Collaborate. Growth hacking is about solving problems. Each experiment needs to minimise cost—in both time and money—and maximise the insight generated by the experiment. At the same time, identifying high-impact tests (more about this in the process section below) requires creativity and collaboration across team boundaries.
Building culture is a slow process. Buy-in and leading by example from senior management is critical in making it possible at all. At the same time constraining the culture shift to the growth team while the rest of the business continues on as usual can lead to counterproductive friction between teams.
There are a number of different schools of thought around team structure and processes. We’ve found the following building blocks to work well.
A full-time growth team to manage the processes, infrastructure, testing backlog, implementation and analysis. This should cover growth, marketing, product, engineering and analytics experts. Sales, customer service, operations, and other teams should be included in addition to their primary role. For these ‘part-time growth members,’ it is important they have sufficient time carved out of their primary role to actively contribute to the growth team.
A Kanban to outline and track your experiments: those in the backlog, planned, active & completed. We like to use Notion, but this works just as well in Trello, Asana, JIRA or even Google Sheets when you’re starting out. There are some specialised solutions, but these are usually overkill. We’d generally recommend using the same todo/project management solution your teams are already using.
Within the Kanban each experiment should consist of six sections:
In order to prioritize the experiments we recommend using a scoring model like ICE: Impact, Confidence, Effort. For each experiment, give a rating for these factors 1-10, average them, and you have your aggregate ICE score. This gives you a rough priority list from highest to lowest. It isn’t perfect, generally we believe it makes sense to split effort into two components: Effort to test and effort to scale, so you can separate your quick wins from your long-term projects. Something that may be easy to test manually can be much harder to implement across the business.
Once an experiment has reached the ‘in-progress’ phase, your hypothesis, rationale, implementation and acceptance criteria should be locked and unchangeable. This structured approach will ensure your experiment is always run with a clear learning outcome and documents its approach outcomes and new questions, making it easier to reference old experiments and get new team members up to speed.
Experiments should be clearly time-bound, whether based on duration or KPI (e.g. number of conversions). This ensures experiments don’t run forever and gives you a clear point at which to evaluate the experiment (whether via significance testing or Bayes).
Sprints are also very helpful in focusing the team on high testing velocity. However, the sprint duration is highly dependent on how quickly you are able to generate a sufficiently large sample for meaningful statistical analysis. Some experiments may have to run through multiple sprints, but your sprint duration should be set to allow the majority of your experiments to complete within a single sprint. At the end of each sprint, the team should come back together for a retrospective to discuss not only the experiment outcome and learnings, but also what improvements can be made to the experiment and implementation processes.
Finally, running successful growth experiments requires the ability to measure experiment results accurately. This is best achieved with a solid analytics infrastructure.
Growth teams need to combine a wide array of skill sets, from marketing, copy-writing and psychology to analytics and engineering. These skills don’t need to be combined at expert level in a single individual, but all team members should have a good technical and analytical understanding.
Many growth experiments consist of combining existing systems in novel ways to create value—take for example the early-days Airbnb example of posting their listings on Craigslist. This required ‘hacking’ together a solution that was able to convert Airbnb’s listings into a craigslist post and then post it on the platform. In order to be truly creative, growth teams need to understand what is technically possible—and what 3rd party solutions that are out there.
These golden ticket growth hacks are only possible with a robust growth process, culture and infrastructure. They result from shifting away from the traditional approach, moving away from campaign-driven promotions, and looking towards layered, automated strategies. Throw in some hustle, and at the very least you are sure to achieve fantastic, sustainable, long-term growth. Throw in some out-of-the-box thinking, good timing and some good-luck for measure, you are in the perfect position to pull off your one-in-a-million growth hack.
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This interview was originally posted on Marketing Trends which features Australia’s top marketers. Daniel Lohrmann founded ikaros in 2019 as a Growth and Analytics consulting business, yet always with the vision of eventually building and monetising products. In this interview, he shared how his career in Marketing and Growth started, pivoting from Investment Banking and how ikaros has grown into becoming the two-sided business he had envisioned.
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