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Kate Connally
- 1. Must-haves from Product toGrowth Seven critical stages for Product, Product Marketing and Growth to nail together.
- 2. The Product GrowthSpectrum Product Product Marketing Growth Decide what to build Build it Decide who to serve Get discovered Build regular use Get value for it
- 3. Seven Must-Do’s .. . (to get the Must-Have’s) 1. Clarify the Value Proposition 2. Find the Core Loop 3. Make the Core Loop Valuable 4. Measure the Funnels 5. Keep Optimizing the Core Loop 6. Instrument for Rapid Iteration and Scale 7. Guide your Creatives
- 4. Step 1: Geta CLEAR value proposition â—Ź Who are our customers? â—Ź Why will they be happy with us? â—Ź Behavioral and psychographics â—‹ not demographic
- 5. Step 2: Findthe Core Loop â—Ź What is the system of time investment / reward for consumer â—Ź What is the rhythm of use â—Ź What value do you signal to the user for participating?
- 6. Step 3: Makethe Core Loop Valuable; Map the Value Proposition ● Make sure the Value Proposition SHINES through ○ LOUD and CLEAR ● WHEN and WHERE the VP pitch matters most ○ Sometimes this means paywalls! ● Avoid listing the VP in places where it doesn’t make sense . . . that’s just noise
- 7. Step 4: Measureand compare your funnels 1. Successful first-time user experience 2. Active user 3. Paying customer 4. How does the funnel performance differ across â—‹ Platforms: mobile, PC, TV â—‹ Sources of traffic: search, referral, social
- 8. Step 5: KeepOptimizing the Core Loop â—Ź Fix obvious drop-off points â—Ź Keep clarifying (stream-lining) the user experience â—Ź Put the Value Proposition FRONT and CENTER at critical points â—Ź How quickly do you get the user a taste of the value!
- 9. Step 6: Makeit fun, easy and cheap to be creative. . . â—Ź Instrument Top of funnel assets and FTUX to maximize iterations and versions â—Ź You will always be testing and refining messaging, especially top of funnel â—Ź Make it cheap and easy to test and improve and change â—Ź Aim for customizable templates, able to support different versions (languages, content) â—Ź Harvest creative from your audience
- 10. Step 6: Guideyour Creatives ● Transform the Value Proposition to a North Star to the creative team ● The boundaries from which they can focus on the creative ● Further express the value proposition as emotions ● Let them have fun! ● Test early and often. . . ● Don’t throw out ideas to hastily
- 11. Once More, withfeeling . . . 1. Clarify the Value Proposition 2. Find the Core Loop 3. Make the Core Loop Valuable 4. Measure the Funnels 5. Keep Optimizing the Core Loop 6. Instrument for Rapid Iteration and Scale 7. Guide your Creatives
Editor's Notes
- #2 Here we are at the Programmatic Conference. 15 years (at least) of growth in programmatic platforms to advertise, monetize and now customize digital experiences. I am here as a Product Marketer, a product marketer who learned my craft in the casual games industry. The industry where the product could in some cases be completely generated by the data. Short-term winners were often criticized for being “too data-centric”. In the games industry, we often confused success with the data with successfully building a lasting, defensible games franchise. We had to learn the hard way how to integrate sound product development and customer-value based logic into the whirl of data-driven experience generation. Degrees of these lessons are applicable to a broad range of businesses today. These principles should be straightforward if you lead a product teams. But, more appropriate to today’s conference, I hope these are helpful to those of you who lead Growth teams. I hope these principles can act as a Check Point for data teams to make sure they are getting enough CLEAR product leadership from the rest of the organization. Hold their feet to the fire, push to get a clear product strategy. Here is what this looks like for me.
- #3 Let’s start by looking, at a very high level, the series of decisions that go into getting a successful product or service off the ground. I say decisions (and not roles) here because every organization is different. Not every organization will define the roles in a particular way. Not every team is built the same way. Or can afford separate roles. So instead of talking about WHO let’s talk about WHAT NEEDS TO GET DONE. If I take the games industry as an example, the biggest mistake we made was not paying enough attention to the Product Marketing role. The Product team was driven too much by the technical challenges and then skipping right to the data and results of growth campaigns. There wasn’t enough time, creativity, research and elbow grease put into three key factors of a great business: Precisely Identify the market need Building regular customers who love your solution Getting value in exchange for the solution
- #4Â Most organizations are doing some of these really well. And then missing out on others. I wanted to share with you my logical order of operations for the guidance and leadership for a Growth team.
- #6 Lots of talk / criticism of “core loop” or “compulsion loop.” And, yes, we definitely over-indexed on gamification tactics and notifications. But, what remains is the discipline of getting to a finely honed user experience. One that has friction removed and most importantly starts to build a intuitive sense of a system in the mind of the user. Rather than “gamification” today I think we want to talk about BUILDING an INTUITIVE SYSTEM in the user’s mind. A system in which the user invests something and there is a reward for that. We should optimize and build our core loops around these. One of my favorite examples of Core Loop is Reviews on AirBnB. Building trust is one of the most important parts of the system they run. And thoughtful detailed reviews of guests is the way they build it. Have any hosts noticed that the more promptly they review a guest, the better performing their property is in search results.
- #7Â Probably the most brazen example of this is Candy Crush. . . you all remember that. . . Puzzle would take most humans 5 tries to solve. Give them 4 tries for free. . . then upsell for the 5th! Lower volume for the currency sales until that moment, then ta -da!!!! You need this.
- #8Â Three major events to have a quick sense of: FTUX Active user. . . one that comes back. . . 6x / month. . . this depends on your Core Loop Paying customer Also, get a sense of how the funnel differs on device. . . value of a user on a particular device is going to be first line of prioritization in ad buying by channel
- #9 This is where you stretch your User Acquisition Budget. . . If you convert users more efficiently, your ad buy doubles, triples. . . Here you have leverage with the Product team, in cases where they set your budget. Hey, rather than give me more budget, let’s optimize together, we’ll grow the buying power of our budget this way.