Group items tagged

Chamath said that, when he was running the growth team at Facebook, he focused on four things: Acquisition: how to acquire users. Activation: how to get users to their ‘Aha’ moment as quickly as possible Engagement: how to ensure users experience the core product value as often as possible Virality: how to get people to get more people onto the platform

He said there had been a tendency in growth teams he was aware of to measure the time to the “Aha” moment in days. His view is that it should be measured in hours, and ideally minutes and seconds. The idea is that a user should get an “Aha” moment as soon as humanly possible after signing up.

Sean likes using a pop-up or other survey tool to ask people 'How disappointed would you be if [your product] wasn't available anymore?' on a scale ranging from 'not at all disappointed' to 'extremely disappointed' to identify your MHUs (they'll answer very or extremely disappointed).

You can ask these identified MHUs 'What is the primary benefit you receive from [your product]' (as an open-ended question to start, then after getting ~30 responses, you should be able to narrow it down to 3 multiple choice answers).

4. Getting people to your MHXOnce you understand your MHX, you can then maximize the percentage of people that reach this point. This means identifying points of friction and reducing that friction (Sean suggested watching people use your product, and then A/B testing based on insights gained), focus on what a real conversion looks like, building channels to increase user habits/increase revenues/drive sales/etc., and understand intent by A/B testing your messaging and hooks. You need to obsessively optimize everything that is part of this newly formed growth engine.

You need to engage with your users, and take those insights to come up with new, breakthrough ideas.

Phase 1: Contemplation & Preparation – Present The Problem & Solution So you’ve finally found someone to look at your product. Now your goal is to convince them they have a horrific problem and that you have a remarkable solution. This is something I see less and less. Startups will often litter their landing pages with all the great features they’ve developed, which gains them absolutely nothing if they’ve not yet convinced the viewer there’s actually something in their life that could be improved. To do this, there are 4 basic principles: Describe the problem in your viewer’s terms. Walk through examples of life with and without the problem. Outline a plan of attack. Socially validate the legitimacy of the problem with user feedback. Individuals in these stages are often ambivalent as to whether they should actually put forth effort into changing. Individuals in this stage go back and forth between reasons for concern, and justification for lack of it, with awareness of the pros for changing and an acute awareness of the cons. Show them that the benefits of switching outweigh the costs.

Phase 2: Action & Maintenance – Reward, Reward, Reward You’ve convinced someone to start using your product, and now you want to ensure that they’ll keep using it. The way we lengthen Phase 2, or sustain a behavioral change, is by simultaneously reinforcing the behavior while recognizing the situations which create an increased risk of relapse.

Reinforcement strengthens behavior – a core component of operant conditioning. There are two types of reinforcement: positive and negative. Positive reinforcement is the introduction of a positive stimulus, while negative reinforcement is the removal of a negative stimulus. An example of positive reinforcement is a mother laughing at her child’s joke, positively reinforcing that particular behavior, and likely resulting in her hearing that joke a lot more often.

Phase 3: Relapse – Your Rewards Aren’t Rewarding Relapse prevention involves recognizing the factors that may lead to one reverting back to their old habits, so if you find your users becoming disengaged, then there is likely a flaw in your reinforcement mechanism. The user finds it easier to not use your product. You may have convinced them that your solution is better in theory, but in practice it isn’t. To prevent relapse, constantly measure user engagement and adjust your reinforcers accordingly. Work towards bridging the gap between what you’re selling and what your users are experiencing.

Refer a Friend One of the most common ways businesses spread their product and increase their viral coefficient (how many customers your current customers bring in) is through the use of referrals.

Contests Contests help users get energetic about your brand and the thought of winning something. If you’re creative enough with your contest design, it can also get you some PR. Dropbox has gained significant PR by having their annual “Dropquest” contest. Just Google Dropquest and you’ll see all the articles written about it. As a simple contest idea, a business can encourage users to tweet a pre-set message. This message can be about a recent feature. At random, the business can pick a person who tweeted out the message. Be creative and offer a big-time prize. You may get some PR and customers to boot. Avoid giving out a prize that’s unrelated to your business. Instead of giving them a car or a television, give them an upgrade.

If you’re a Netflix customer, you’ve probably noticed their promotional ads that come with the envelope the DVD’s are sent in. Many of them encourage you to give Netflix to a friend as a gift. According to Netflix, 75% of their customers come from these recommendations.

If you run a SaaS company, put a Like or Tweet button next to new feature announcements. You might be able to take advantage of user excitement and get them to share it with friends and followers. If your business has a blog, attach the Like and Tweet buttons next to every post. All of these social media buttons help get your product in front of more eyeballs and more prospective customers.

If I give this card to a friend, they receive a 25% discount. By spreading these products, I’m helping my friends by giving them a discount.

Your customers likely know a lot of people who are like them. This is especially true if you’re a SaaS company.

a customer could give a friend a trial of your product. So the friend receives the trial, and the customer gets some sort of discount or offer.

Then he said the thing that was THE THING: You can do a hedge fund anytime, why do it now? Well thanks Dad, for the vote of confidence (more like “holy fuck you think I could raise hundreds of millions of dollars in this economy!?”), but what do I do with that?

He continued to explain that creating a hedge fund, or any kind of fund, was something i should be thinking about in my 40s or 50s when I wanted a more traditional role in finance with a lower risk/reward profile.

My family is upper middle class, but as service providers to the very wealthy I’ve learned some valuable things about money, at a much younger age than I otherwise would.

It has changed how I approach people with money, for better or for worse. I expect this will have an interesting impact on my ability to raise funding for my company (and I’m not saying all positive here):

“Yes but what do we sell?”

“We sell trust, honey,” he smiles. “We’re honest people just like the steel workers, union laborers, and employees these companies serve. We help them keep their promises.”

A series of deaths in my family in the past couple years have made me more aware of mortality than I ever was before. My Dad pointed out, as we discussed the hedge fund business, that it was something I could do without actually leaving a chair. Move to New York, get a Blackberry, iPhone and 3-line desk phone and I could operate from anywhere.

But I would never be able to recapture, at 50, the energy of being 25. My Dad had me when he was 28. To him, I am so early in my life (I’m 27 now… this post reflects on a convo 2 years ago).

Staring down Demo Day, I hold this conversation in my mind. Have some balls, Elle. I’m pretty sure that’s what he was trying to say.