Growth Series Flashcards

Question

Acquisition - funnels drawbacks

Answer 1

1. Funnels create strategic silos, think acquisition, product and monetization as silos. 2. Funnel create functional metric silos, end up optimizing at the expense of each other 3. Funnels push us to invest in linear activities.

Answer 2

1. If you are not compounding, you are dying. If your competitors are getting better faster, you are dying. 2. Loops are more defensible. Loops combine how your product, channel and model work together. 3. Loops create a more efficient cost of distribution over time. Linear strategies on the surface are easily copied, increasing cost over time.

Answer 3

1. Viral loops, Word of mouth, organic, casual contact and incentivized 2. Content loops, UGC - SEO, UGC - Social, CGC - SEO and CGC -Social. 3. Paid loops, varies by platforms, google, facebook etc 4. Sales loops, Inbound sales (a sales loop combined with a content lead loop), outbound sales (a sales loop combined with another human powered lead loop) and channel partnership.

Answer 4

But more loops does not equal a better strategy. Every loop has a cost and a return. 1-2 high return loops is better than a lot of low return loops.

Answer 5

Growth Multiplier If I put one user into the loop how many more does it produce over time through all of the different cycles of the loops? 1 / (1 - V) where V is the ratio of new signups between two cycles it shows how small improvements to your loop can lead to big results

Answer 6

1. Direct reinvestment of the output 2. Time based growth multiplier, high average revenue per user (ARPU) only needs low growth multiplier. Vice versus 3. High ceiling, every loop has a saturation point, we need to make sure it is not saturated already.

Answer 7

1. Feed loops 2. Activation energy. Some loops require a certain amount of activation energy to hit a sustainable point.

Answer 8

1. There are 4 types, Word of mouth, organic, casual contact and incentivized 2. The loops are not mutually exclusive 3. The primary constraint is interaction between branching and response 4. We measure the K factor to understand the shape and velocity. K factor means every 1 new signup will produce K new users. 100 users eventually got 15 new users from their invite, then K is 0.15

Answer 9

Three keys?? 1. Natural trigger 2. Trigger frequency 3. Response rate

Answer 10

Three keys 1. Branching, need high branching number 2. Time, require time to reach escape velocity (It’s a point when the business grows exponentially, at a rate that is considerably greater than it was progressing previously) because of the low intent 3, Ripple effect, often don't show up as a direct source. But via other channels.

Answer 11

Three types 1. Money, coupon 2. Content, Games gem 3. Features, more storage Three keys to incentivized loop 1. Meaningful 2. Alignment 3. Positioning, is it positioned in a compelling way? kind of cheesy though

Answer 12

1. 4 types of content loops, UGCD - SEO, UGUD - Social, CGCD - SEO and CGUD -Social. 2. They are not mutually exclusive, typically combined 3. The primary constraints of content loops are cost/volume of content be generated and return per piece of content.

Answer 13

1. Why. What is the core motivation for a user to generate content? 2. Volume. What is the volume of the content created with this specific content loop? 3. Return. What is the return over time for a specific piece of content? The return from search engine is slowly increasing then reach a cap point, while the return from social is increase fast in the beginning but drop really quickly

Answer 14

Due to the costs of company generated content, main constraint is about return. Normally pair company distributed and user distributed to maximize return.

Answer 15

1. Input costs. How much does it take to get started? 2. Targeting. How efficiently can you target your target audience? 3. Format/Steps. What is the format and the steps that the suer needs to go through? 4. Scale. How much of your target audience is within that channel? The primary constraint on paid loops is the capital to reinvest in the loop.

Answer 16

Return on ad spend (ROAS) The key idea of ROAS, it shows the time when we get the capital back.

Answer 17

Pros: 1. Quick results 2. Control 3. Targeting Cons: Least sustainable. So another loop should always be the core of your model. Paid loop should always accelerate other loops.

Answer 18

Company distributes value prop via humans in a way that attracts more customers that can be reinvested into more humans. Sales loops are always paired with another loop that generates leads

Answer 19

1. Rep productivity 2. Time to productivity 3. Capital

Answer 20

The follow list has efficiency going low to high and touch point from humans to product 1. outbound sales (a sales loop combined with another human powered lead loop) 2. Value added reseller (VAR) 3. Inbound sales (a sales loop combined with a content 4. Product, product usage to sales leads

Answer 21

1. Timing. Understand how to sell to customers yourself before you can train others to sell to customers. 2. Market size. There needs to be enough VARs in the market that the loop is repeatable 3. Value proposition. What is your value prop beyond just financial incentives? Value prop = Motivation + Constraint

Answer 22

1. Alignment. Alignment between the value prop of the content presence and the value prop of the product. 2. Signals. Finding the right signals of content engagement to engage at the right time. 3. Amplification. To justify the return, the content needs to have a strong enough amplification/influence.

Answer 23

1. Signals. What are the right signals that indicate priority and readiness of a lead to interact with sales 2. Cannibalization. How do you ensure the sales team doesn't cannibalize revenue that would have happened anyway? 3. Complexity. The product needs to follow the guidance of product channel fit/product model fit.

Answer 24

1. Optimize our loops 2. Add loops 3. Increase linear channels.

Answer 25

1. Adding new loops increases ceiling and makes others more efficient 2. Order of operations matters. One loop may enable another loop, but not in the reverse order 3. Adding new loops is extremely difficult. Normally requires new products/features.

Answer 26

1. Ceiling and saturation 2. Audience shift 3. Product channel fit breaking.

Answer 27

1. Traction a. ROI: High b. Ceiling: Low c. Risk: Low d. Strategy: best for traction. If larger company, won't make a dent. e. Example: Niche blogs 2. Golden age a. ROI: High b. Ceiling: Low to high c. Risk: High d. Strategy: Move fast, double down, don't just bolt on. e. Example: Slack, messaging apps 3. Saturation a. ROI: Medium b. Ceiling: High c. Risk: Low d. Strategy: Focus on retention, LTV, payback periods. e. Example: Mobile, content marketing 4. Decline a. ROI: Low b. Ceiling: High but declining c. Risk: High d. Strategy: Stay away if a startup e. Example: Print Ads, Facebook pages

Answer 28

1. How, how you charge (ads, transaction, subscription) 2. When, when you charge (upfront, free trial, freemium) 3. What, what you charge for (contacts, API calls, features) 4. Amount, the amount you charge (price)

Answer 29

Known New $10 ARPU $100 ARPU $1000 ARPU $10000 ARPU $100,000 ARPU Freemium Free trial Upfront Ads Transaction Subscription Low Friction High Friction

Answer 30

Balancing with Acquisition: Cost & Influence (Model Channel Fit) Balancing with Core Value Prop: Friction & Frequency (Model Product Fit) Balancing with Segment: Size & Willing to pay (Model Market Fit)

Answer 31

Low Model Friction Viral B2C SEO Paid B2B Content/Inside Sales Enterprise Sales Hight Model Friction Low CAC High CAC

Answer 32

The area between Paid and B2B Content/Inside Sales

Answer 33

Core Value Prop Fiction: If high friction, then free, freemium, free trial etc are difficult because it is hard for the customer to experience value in a free period. If low friction, those types of models become interesting Frequency: How often does the user experience the core value prop within a certain time period? High frequency lend itself well to free, freemium or subscription type models. Low frequency means you need to capture as much value at time of use. Best fits Low Model Friction & Low Core Value Prop Friction High Model Friction & High Core Value Prop Friction High Model Friction & Low Nature Frequency Low Model Friction & High Nature Frequency

Answer 34

Build $100M revenue/year company $1 100,000,000 Consumer Everyone $10 10,000,000 Mass Market Consumer $100 1,000,000 Niche Consumers Prosumers $1,000 100,000 Prosumers SMB $10,000 10,000 Mild Market $100,000 1000 Enterprise $100,000,000 100 Fortune 500, Governments

Answer 35

1 year ARPPU * # Customers in Market * % You think you can capture >= $100M 10% -------------------------> 80% Low Network Effect High Network Effect??

Answer 36

1. Revenue Creation. How fast do we create revenue from different points of acquisition? 2. Payback period. How fast do we make our costs of customer acquisition back? 3. Revenue retention. How well do we retain revenue and revenue-producing users once they convert to being a paying customer? 4. One year average revenue per paying user. How much is that paying user or customer worth to us over the course of a year?

Answer 37

1. Who, who do you want to include in the population to cohort? 2. Time period. What time intervals do we want to look at? 3. Cell value. What do we want to include in the value of the cells?

Answer 38

Start at the point of acquisition, not when they start paying. 1. Ad based. start with free user signup 2. Transaction. start with free user signup, whether they have transacted or not 3. Freemium. Start with user signup 4. Free trial. Start where the user signs up for their free trial 5. Subscription upfront. Start with acquired leads.

Answer 39

Ad, Transaction: Natural Frequency Subscription: Frequency of billing

Answer 40

1. Revenue. This helps us understand the velocity in the pattern of revenue creation along with payback period. 2. Paying customers. Understand the velocity and pattern of converting somebody into a paying user. 3. Revenue per user. 1/2

Answer 41

Same method Who + time period + cell value Who: Start with paying customer Time period: same Cell Value: 1. Revenue 2. Payment customers 3. Revenue per user (this help us estimate the 1 year ARPPU which in turns answers market fit)

Answer 42

1. Price metric. What do we charge for? 2. Price structure. What are the different buckets and segmentations? 3. Price amount. How much do we charge?

Answer 43

Criteria for metrics 1. They are easy to understand 2. They grow with the value of your customers. As your customers invest more in your product and they grow their business, they value that you get to capture also grows. 3. They are very well aligned with customer needs Max diff is useful here. What do you value the most and the least?

Answer 44

Still use max diff to figure out what features customers like the most

Answer 45

Use Van Westendorp We give description about the product and different tiers with features includes but NO price, then we ask 1. At what price would you consider the product to be so expensive that you would not consider buying it? (Too expensive) 2. what price would you consider the product to be so low that you would feel the quality would not be very good? (too cheap) 3. what price would you consider the product to get too expensive so that it is not out of the question, but you would have to give it some thought about buying it? (Not a Bargain) 4. what price would you consider the product to be a bargain, a great buy for the money? (Not expensive) Then convert the answers to a percentage curve The range of acceptable prices is the intersection of the too cheap and not a bargain and the intersection of the not expensive and too expensive

Answer 46

How do we convert more customers without changing the actual price? Perceived Value > Perceived Price + Friction

Answer 47

1. Emotional (More relevant in B2C) What feeling am I gaining from purchasing this? 2. Functional (More relevant in B2B). How much money/revenue or cost reduction will I gain? 3. Accrued. The longer they get to experience the product the more perceived value.

Answer 48

Difficulty High Perceived Value Perceived Price Low Friction Low High Impact

Answer 49

For a marketplace to be successful, it has to build supply, build demand and match supply and demand to create value.

Answer 50

The point at which supply can reliably sell what they offer and demand can reliably find what they seek In other words, they marketplace is reliably delivering value to both supply and demand. To identify when a market is at liquidity, we focus on demand. This is because demand is the ultimate decision maker in any marketplace.

Answer 51

1. Aggregate demand decision drivers and value metrics. 2. Identify which decision drivers are best correlated with value 3. Determine the tipping point of demand value.

Answer 52

Demand decision drivers: Any data point that influences demand's decision to transact on the marketplace. Inputs to the value for demand Demand value metrics: Metrics that measure the value that demand gained from the marketplace. Outputs of the decision drivers. E.g conversion rate, net promoter score(NPS), transaction repeat rate and long term retention rate.

Answer 53

A line chart with demand decision metrics on the x-axis and the demand value metric on the y axis 4 curves Positive S-curve Negative S-curve Linear curve, has some correlation, it doesn't create a step change in value for demand. It's the tipping point for liquidity. Random walk. No correlation

Answer 54

1. Incorrect demand decision drivers or value metrics 2. Metrics selected were not instrumented correctly 3. Marketplace has insufficient scale of transactions to conduct this analysis 4. Marketplace doesn't have product market fit.

Answer 55

This is the numerical value of the demand decision driver where value to demand spikes.

Answer 56

1. Define your market. The market is the most granular unit of supply which is not replaceable for demand. 2. Visualize Liquidity for those markets, the proportion of demand for which the tipping point of demand value was met. 3. Determine the optimal range of liquidity. Use a scatterplot of ll markets, On X axis is liquidity while Y alix is a growth metric, like month over month increase in demand or month over month in transaction.

Answer 57

Example of markets Definition Dimensions Plumers in Denver Service + Geography Service&Geography Studio for 2 min Manhattan Dates + Size + Location Travel Dates&Size&Location

Answer 58

Key is to narrow scope Other levers 1. Volume of supply a. Invest in low ROI paid marketing b. Build single player mode for supply c. Tap into existing sources of supply d. Acquire tentpole supply with favorable terms 2. Quality of supply a. Demand changes needs in pre-liquidity and post-liquidity b. Set rules or guidelines c. Incentivize quality 3. Matching supply and demand 4. Transaction risk a. Behavioral. Is this behavior acceptable? b. Financial. Am I going to lose money? c. Safety/Security. Will me and my loved ones be safe? the solution a. Acceptability signals b. Insurance c. Free returns and cash back policies d. Two way feedback mechanism e. Security feature f. Branding and PR

Answer 59

A qualitative or quantitative representation of how your product grows.

Answer 60

To answer a key question How does your product grow?

Answer 61

1. Qualitative model 2. Single loop quantitative model 3. End to end model Each is built on the previous one

Answer 62

Qualitative model Pros: Great for broader communication, brainstorming, strategic thinking and planning Cons: Lacks accurate quantitative measures so doesn't help with prioritizing, goal setting, and understanding outcomes Single loop quantitative model Pros: Helps validate and prioritize ideas around a single loop without dealing with the end to end model Cons: Doesn't help understand how multiple loops work together and influence each other End to end model Pros: Good for goal setting, building confidence on strategic investments, and directionally correct predictions. Cons: Typically complicated to understand fully unless you live in it. Terrible for communications.

Answer 63

1. Define output (the retention metric) 2. Add habit loops 3. Add acquisition loops 4. Add linear activities

Answer 64

1. Double loops, represent immediate areas of opportunity, as they have double the effect on your product. 2. Split Model, supply and demand 3. Current --> future

Answer 65

1. Write out the steps of the loop 1.a Steps should describe the core actions happening 1.b End where the first one begins 1.c Have an output 2. Define the output metric for each step 2.a Good output metrics are often total or new numbers 2.b Not conversion numbers or percentages 3. Define the conversions formulas between each step 3.a Previous step output 3.b Conversion variables 3.c External resources 3.4 Defining these is our hypothesis about the causal relationship between each step 4. Insert the baseline 4.a Choose a consistent time period for each one of these variables 5. Assemble and evaluate our quantitative model

Answer 66

1. Is the loop viable? Does it produce up into the right curve? Is it self sustaining? 2. What is the largest constraint on the loop? Which variable impacts the loop the most? 3. How does this loop compare to another loop?

Answer 67

1. Detail, adding additional detail to the conversion formulas to come close to reality 2. Conversion variables, Layer on how version variables may evolve/change over time. 3. Segmentations, Add in segmentations of different types of users and how they perform differently 4. Cohorts, key off cohorts rather than average numbers.

Answer 68

To make your model too complicated in an effort to make it exact

Answer 69

1. Identify the key output, what is the key output that indicates we are growing value for our users and the company? Common key output metrics are Retention metric and Liquidity Metric. 2. Break it down into its inputs 3. Insert its baselines 4. Project the output over time

Answer 70

1. Key action cohorts, What key actions drive the model? 2. State segmentation, Do my user base segments interact differently with my growth loops? 3. Retention loops, How are users returning to my product?

Answer 71

1. Predict + Project, Peering into possible futures 2. Set goals, What are possible paths to X goal? 3. Prioritize, deciding between X and Y initiatives 4. Communicate, explaining why X is so important 5. Continually update, your model is an evolving hypothesis.

Answer 72

Our job as growth professionals is to help your users/target audience make decisions to take an action that leads to growth

Answer 73

Growth model -> What User psychology -> Why

Answer 74

Technology changes, but people don't.

Answer 75

Decision hill 1. Emotion, start with here! 2. Logic 3. Motivation, ability + motivation 4. Reward

Answer 76

Emotions stem from the gain or loss of our desires Desire: Money/Economic +: Secured Powerful, Superior, Accomplished -: Stressed, Ripped off, Poor, Ashamed, Powerless, Worry Desire: Knowledge +: Curious, Understanding, Confident, Certain, Easy, Liberated, Trust, Clever -: Inferior, Incapable, Useless, Pathetic, Unsure, Confusion, Indecisiveness, Apprehension Desire: Social Approval +: Important, Reassured, Admired, Superior, Accomplished, Achievement -: Disapproval, Dejected, Rejected, Humiliated, Anxious, Depressed, Isolated, Inferior Desire: Companionship/Sex +: Confidence, Love, Passion, Sympathy, Comfort, Devoted, Frisky, Accepting, Happy, Affectionate -: Loneliness, Sadness, Crushed, Hurt, Heartbroken, Inadequate, Alone Desire: Entertainment +: Surprise, Interest, Anticipation, Amazed, Fun, Happy, Delighted -: Boredom, Disinterested, Annoyed Desire: Purpose +: Satisfied, Confidence, Optimism, Thrilled, Spirited, Eager, Free, Tenacious, Achievement -: Empty, Distressed, Frustrated Desire: Health +: Energetic, Alive, Playful, Confident, Courageous, Strong -: Fatigued, Pain, Unpleasant, Uncomfortable Desire: Understanding +: Comfortable, At ease, Calm, Devoted -: Nervous, Uncomfortable, Lonely Desire: Physical Feeling +: Secure, Reassured, Calm, Peaceful, Relaxed, Trust -: Fear, Scared, Anxious, Aggressive, Unstable

Answer 77

We use logic to justify the emotions we have used to make a decision 4 Logical Appeals 1. Features, The specifics of what the product does 2. Statistics, Facts and figures 3. Reliability, Can I rely on what this product says it can do? 4. Price, If we introduce price before emotion, the user can't justify the purchase.

Answer 78

1. Our logical brain is very lazy 2. Our logical brain is easily depleted 3. Our logical brain gets overwhelmed

Answer 79

Motivation + Capability The bigger capability required the steeper the hill is. To get someone over the decision hill, we can either increase motivation or decrease size of the hill. The motivation fuel is the first emotion part. But we can use motivational boosts to drive our motivational fuel even further.

Answer 80

Trust/Credibility/Authority: There is a greater chance we will do it if we feel it is from a trusted source Urgency: We will do more if we feel there is limited time to do it Scarcity: We want something more if we think there isn't a lot of it Bargain: We will more likely do something if we think we are getting a bargain Belonging: We will do more if we fell that everyone else is doing it. Liking: We will do more for people/things we like Reciprocation: If something is given to us, we feel the need to return the gesture. Consistency: We look to stay consistent with previous actions Completion: We have an urge to complete things we started

Answer 81

Time: How long does it take to complete an action? Money: How much is the financial cost to complete the action? Social: Is this an accepted behavior by others? Routine: Is this an action users are used to taking? Thought: How much thought is required to complete the action? i.e. Confusion

Answer 82

The reward is the confirmation that we made a good decision The effect of a reward decreases with repeated exposure We need to reward enough until organic habit takes hold

Answer 83

1. Extrinsic, Time, Money and Information 2. Intrinsic, Completion, Mastery and Joy 3. Social, Recognition, Confirmation and Competition

Answer 84

1. Increase with exposure, more money each time 2. Add new rewards 3. Decrease the time between completing the action and receiving the reward 4. Add variability. 5. Multiply the effect of one reward, by reminding them of the reward in multiple places.

Answer 85

Psych = A unit of measurement of user motivation Can have negative or positive psych We assign positive or negative psych to each element, then we add them up which would be the final psych for that page. Starting psych is influenced by where they came from and emotional fuel.

Answer 86

1. Identify emotional strategy 2. Identify core emotion 3. Improve product with emotion

Answer 87

Product need low candy -> medium vitamin -> high pain killer?? Lower emotional starting point will require more fuel to overcome friction

Answer 88

1. Identify the benefit/why of your product 2. Moments your product solves 2.a For Candy and Vitamin products, the moments around benefit 2/b For Pain killer products, moments around problem 3. How does your target audience feel in those moments? 4. How would they feel if that was eliminated/recurring?

Answer 89

4 S elements 1. Selfishness, Make it about them 2. Sensory, More visualize 3. Specific 4. Simple

Answer 90

1. Overestimate probability 2. Overestimate potential 3. Inflate in hindsight

Answer 91

1. Seasonality 2. Bugs 3. Acquisition changes 4. Product changes 5. Competitive movements Experiments isolate impact of changes while controlling for outside influences

Answer 92

Experiments help us identify the truth and learn about the truth.

Answer 93

1. The purpose of experiments is to optimize a metric 1.a Instead we view experiments as a way to improve the product 2. Hypotheses are guesses of how things will perform 2.a Hypotheses are statement, a testable answer to a problem. 3. Tests should always be the easiest/fastest thing to implement 4. Experiments are cheap so we should always run them 5. Analysis ends with success/failure 5.a success/failure -> accuracy -> why

Answer 94

1. Defining well structured hypotheses around key problems 2. Define minimum viable tests (MVT) that are both efficient and valid 3. Prioritizing MVTs 4. Analyze experiment results

Answer 95

Hypothesis is a testable answer to a problem or question 1. Problem, what is the problem you are trying to solve or the question you are trying to answer? 2. Hypothesis, What do you believe to be true that will solve the problem? 3. Evidence, What evidence do you have to back up your hypothesis? 4. Prediction, What do you believe will happen if your hypothesis is true? if, then ...

Answer 96

1. Problems should be tied to high impact areas in your growth model 2. Get specific on what you need to happen 3. The Goldilocks rule, not too wide nor too narrow

Answer 97

While problems are rooted from our growth model, the hypothesis is rooted within our user psychology.

Answer 98

1. Qualitative data, user research, surveys, sales conversations, support tickets etc 2. Quantitative data, analysis of metrics, data science projects 3. Prior experiments 4. Observations, observations of competitors or similar products and how they do it

Answer 99

Minimum Viable Test is the most efficient way we can test the hypothesis in a valid way

Answer 100

1. Scope, does this hypothesis contain one or multiple questions? 2. Design, what is the design of our experiment? 3. One success metric and tradeoff metrics, What will indicate our hypothesis is true? What tradeoff might we see???

Answer 101

1. What is the most aggressive thing that we could do to test the hypothesis? 2. What is the simplest minimum viable test to test the hypothesis? 3. Is there a smaller experiment to run towards an ideal experience?

Answer 102

Key questions: is this worth trying? 1. Effort, t-shirt size 2. Probability that this experiment will be a success, high medium or low 3. Upside, How much do we think our success metric will move? Upside = Reach * Impact 4. Sample Size + runtime, www.experimentcalculator.com 5. Scorecards, priority based on 1 dimensional and 2 dimensional scorecards?

Answer 103

It's better off thinking outside of your current user base?? 1. Core users 2. Active users 3. Registered users 4. Uniques 5. Channel 6. All channels combined

Answer 104

We need to look at impact over time from the model (loop specific or end to end quant model)

Answer 105

3 Common Leverages 1. Loops, especially compound loops 2. Retention + engagement 3. Constraints

Answer 106

Standard Statistical Significance Pros: Easiest to implement and most well understood Cons: Risk calling something significant when there is still large volatility in p-value; based on size of treatment effect, which is har to know. Continuous Monitoring Pros: Avoids calling a test too early when p-value volatility is high. Let's people peek Cons: The math is no different than a standard p-value test Sequential Sampling Pros: Can reduce the number of conversion observations needed for a successful experiment by 50% or more, Easy calculation. Cons: Less understood. Works better for small conversion rates Dynamic Decision Boundaries Pros: May enable ability to call experiments earlier on an automated basis Cons: Difficult to implement. Need tons of historical data to model decision boundary correctly

Answer 107

Typically less than 25% of experiments succeed. An experiment is only a failure if you fail to learn. 1. When to end 2. Analyzing the results 3. Applying + communicating experiment learnings

Answer 108

1. Choose sample size N assign 50/50 control vs experiment 2. Track experiment successes E 3. Track control successes C 4. If E - C >- 2√N standard deviation, declare variation the winner 4. If E + C > N, declare control the winner

Answer 109

1. Why, ask why the experiment was a success/failure. What are the potential reasons? 2. Accuracy, How accurate were the results to my hypothesis? Close or really far off? 3. Success/Failure, Was the experiment a success or a failure? Did it improve the metric in the hypothesis?

Answer 110

1. Break apart the pieces 2. Segment 3. Qualitative data 4. Additional experiments

Answer 111

Success How do we double down? New Experiment How do we apply to other parts of our growth model? Experiment / Backlog Does it inform a current backlog item? Re-prioritize Failure Alternative hypothesis Experiment / Backlog Does it inform a current backlog item? Re-prioritize How does it inform my growth model and user psych map? review growth model / user psych

Answer 112

Eteam: Charter -> N/A Roadmap -> Monthly Update Process -> Management Meetings + Wiki Learnings/Wins -> Monthly Update Entire Org: Charter -> N/A Roadmap -> Company Wiki Process -> N/A Learnings/Wins -> Company Showcase Growth team: Charter -> Onboarding & Offsite Roadmap -> Team Sync Process -> Onboarding & Offsite Learnings/Wins -> Team Sync Growth Pod: Charter -> Onboarding & Offsite Roadmap -> Pod Sync and 1:1s Process -> Onboarding and 1:1s Learnings/Wins -> Pod Sync

Answer 113

1. What, What are we communicating? 2. Who, Who are the key groups you need to be communicating to? 3. How, How are you communicating these items? 3.a Cadence 3.b Channel 3.c Contents 3.d Format 4. Evaluate, Where are you strong and week?

Answer 114

1. Network Effects 2. Brand 3. Embedding 4. Scale

Answer 115

More adoption leads to more product value then leads back to more adoption. Virality != Network Effects

Answer 116

1. Types of Network Effects 2. How network effects impact growth 3. Build network effects

Answer 117

1. Direct NFX, More users increase the product value 2. Data NFX, More data increase the product value 3. Cross-side NFX, marketplace 4. Platform NFX, More users leads to more developers then leads back to users. Value of network effects 1. Linear 2. Asymptotic 3. Exponential

Answer 118

1. Constraint, How do you constrain the initial audience to make density easier? 2. Hook, What is the hook/value you offer to your initial audience? 3. Time to Density, What is the minimal density you need for your target audience? How do you get there ASAP? 4. Leverage, How do you use your initial audience to build demand for the next audience?

Answer 119

Brand reinforces the key emotional constraint around the product, making acquisition and retention more efficient Reinforcing loop around the primary emotional constraint Every product needs to tap into a core emotion.

Answer 120

As a user adopts the product, switching costs increase, leading to more adoption.

Answer 121

As volume grows, value increases to end customers

Growth Series Flashcards

(145 cards)