When commencing 'growth' activities for digital products, the first step is to get your team across the vocabulary and processes.

1. Leveling up in Growth Maturity
P & V Growth Team

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

4. Crawl

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.

7. What is growth?
Growth is a metric that represents value experienced by the
user

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’

9. When to grow?
Learnings and optimisation focus depend on product maturity.

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

18. Walk

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

24. Growth Sprint Process
In practice - Day-to-day

25. Growth Sprint Process
In practice - Experiment backlog
Link to Qisper Experiment Backlog

26. Growth Sprint Process
In practice - Experiment Design
Meeting Room App: Experiment 1 Design link

27. Growth Sprint Process
In practice - Experiment Results, Learnings & Why & Action Items

28. Growth Sprint Process
In practice - Acquisition Results
Acquisition Model & Reporting for Qisper

29. Growth Sprint Process
In practice - Acquisition Results
Product Analytics for Qisper

30. Growth Tactics pre-Product Market Fit

31. Run

32. Stay Tuned!