Apple created a monster. Every September, millions expect Tim Cook to change the world. Steve Jobs actually did a few times. But, increasingly, the Apple hype-fests are a marketing—not a product—showcase.
You invest in your employees—mentoring, conferences, training. Yet over time, unused knowledge fades. Employees take other jobs. How do you protect your investment?
If you generate a $200 million quarterly profit with an online product, your website’s user experience must be world class, right? Wrong.
There’s a building. In a back room, a guy peels potatoes. Out front, two people sit at a table. By the door, a person answers a phone.
Does that make the building a restaurant? No? Would it become one if the guy peeled potatoes and oranges?
It’s an absurd standard. It’s also the same one we apply to demand generation.
A major benefit of working in a digital-growth consultancy is that you see businesses across all industries and lifecycle stages try to grow their companies. I see good actions that really help a company grow but also common elements that hinder growth.
Discover insider secrets on how to successfully build a high-performing growth team. How can you leverage CXL Institute, Kolbe tests, and other online resources to genuinely impact your bottom line? Which skills truly matter for fast growth, and which are the nice-to-haves?
Search Engine Optimization (SEO) is one of the biggest levers that a business can use within their acquisition strategy as part of their Growth goals.
You’re likely familiar with the different Growth frameworks like AARRR (Acquisition, Activation, Retention, Referral, Revenue). It all starts with Acquisition. Getting users familiar with your product by visiting them on your site or in app. One of the biggest channels to do that is through organic search traffic. Over the last years I’ve led different marketing and growth (SEO) teams that were focused on driving as much (relevant) traffic as possible from search. Here’s what I’ve learned.
At TelTech, it took our product-marketing organization more than a year to get to something that resembled a true growth team, running high tempo testing.
So, if you are struggling to implement the growth hacking methodology, I get it. We assembled a team, achieved product-market fit, and identified our growth levers, but got stuck when we tried to put process behind our testing.
If you’re at a similar stage in your development, you’ll probably get stuck there too. Eventually, we found some practical methods to help us succeed.
One of the greatest threats to long-term success is when companies aren’t vigilant enough about responding to the changes in their market—whether it’s by failing to spot product or channel fatigue, acknowledge new competition, make needed updates to products or marketing adjustments in a timely fashion, or embrace new technology coming online.
As technology continues to make data-driven marketing easier to implement and control, one thing remains constant: it’s all about the effectiveness of your team.