3. To grow a digital product, we must first understand the processes & vocabulary.
Then, we need to understand when to grow, who is involved in growth, what metrics to focus on and
what processes are required
5. Understanding stage awareness, processes and
vocabulary
Input metrics vs
output metrics
Vanity metrics vs
valuable metrics?
What is growth?
When to grow?
How to grow?
Who is needed for
growth?
Product Market Fit
before Growth
Crawl
Understanding user
segments, cohorts,
journeys
6. Growth is not acquisition
Retention is the lever for growth Daily/weekly active users is the key growth metric, not
new users or acquisition.
8. When to grow?
Growth stage happens after 1) problem/solution fit 2) product/market fit 3) business model fit.
N.B. Growing before product/market fit is like a pouring water into a ‘leaky bucket’
10. Who is needed for growth?
Early stage company with 1-10 people: skills in product, engineering, design, data
Scale stage company with 100+ people: growth team for each part of the growth funnel
11. How to model the inputs of growth?
In terms of priority: #1 Core product value #2 Aha moment upon contact with the product #3 Top of marketing funnel
12. What is the key metric to focus on?
North Star Metric should be the focus of growth efforts. Represents value experienced by users. E.g. daily active users, rides per
day
13. What metrics should we avoid?
Vanity metrics are metric that don’t represent value to the user or the business. They are not actionable.
14. Why are vanity metrics deathly dangerous?
Measuring and managing vanity metrics will lead to vanity goals and meangingless growth
15. Input vs Output metrics
Focusing on input metrics is key to driving output metrics.
E.g. increasing conversations / user (input) leads to weekly active users (output metric)
16. Input vs Output metrics
Inputs to input metrics are leading metrics to output metrics. These are more actionable on a day to day basis.
17. Why isn’t it simpler?
I’ve read top 10 acquisition hacks on an online blog. Why can’t we just try paid ads and see what
happens? Why can’t we just try what’s worked with similar products?
Each product’s
business model is
different
E.g. distribute for free
or via paid?
Messaging and
experience changes
with business model
Each audience has
unique language,
pain points
E.g. we need the right
copy and messaging
on marketing and
product to resonate
Each product (e.g
mobile apps) has a
unique audience
E.g B2C, B2B,
regional, metro
Each product has a
‘fit’ with a distribution
channel.
E.g. A b2c product like
Angry birds grows via
Facebook. A b2b paid
product like Salesforce
grows via direct sales
Each unique
audience has unique
customer research
journey
E.g. Segment A may
need to research a lot
on line. Segment B
may need little
research but more
social proof
19. Virality/ReferralsInputs to retentionHow to measure
product/market fit?
Growth Sprint
Process: process,
documents,
socialising results
and learnings
Walk
Now that we understand growth basics, what next?
Growth Tactics:
Before
product/market fit,
do things that don’t
scale
20. A leading indicator of product market fit is a score of >40% on the ‘Sean Ellis Product Market Fit Survey’
Measuring Product Market Fit
21. Inputs to retention
Onboarding, activation, engagement
Onboarding: Initial experience
New user journey T=0-30 seconds
Activation: Time to experiencing core
product value
T=30-60 seconds
Engagement: Frequency of
experiencing core product value
T=60sec-ongoing
22. Virality and referrals
Key acquisition channel is virality/referrals (low in CPA and high in conversation rate)
23. Growth Sprint Process
Overview - Process Team Documents
1. Experiment Backlog
2. Experiment Design & Decision Audit Doc
3. Playbooks
_____________________________
Hi, I’m Ani Moller Delivery Director in Melbourne
I’ve been at Isobar since 2013
I’m a Certified Scrum Master
Have run a number of agile projects
The biggest being the Jetstar.com project which evolved from a small waterfall discovery project to a full team agile transformation
_____________________________
Hi, I’m Ani Moller Delivery Director in Melbourne
I’ve been at Isobar since 2013
I’m a Certified Scrum Master
Have run a number of agile projects
The biggest being the Jetstar.com project which evolved from a small waterfall discovery project to a full team agile transformation
Rebuilding foundation stability
Acknowledging change and uncertainty, resetting our direction, focus and drivers.