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16 results for “growth marketing”
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That is correct. Now some teams will generate what we would call, SQLs and the sales team would close it. If incentives drive behaviors, which I think we both agree they do, and you incentivize me, a CS rep with, you know, economics on upsell, g two,
...of growth that ultimately evolves. Should customer success not also share in the financial incentive structure of an upsell or a retention? I believe they should. If you have the sales team that is getting rewarded for acquiring customers and you hav
But, yes, if you're able to, like, graph that response curve and see when something goes from linear to start to decay in terms of response, that tells you it's like, okay. We're no longer getting an expected output given the input, and then we have
That's the main reason why. But, to answer your question more specifically from, like, a data and science, standpoint is that we look very heavily at our account to s one conversion rate and account to s two conversion rate, and we look at that month
Then in, December 2018, we had a 100 customers. And I would say that year to year, so, April to April, we were at 250 k, ARR. So $250,000. Then after that, we we we grew very quickly to, like, a million. And then to, 10,000,000, it was three and a ha
Commonly one channel is gonna be meta. We scale to three, five k daily. This is where the algorithms start to optimize, and this is where you see true unit economics. Once it's there and we nailed it, then we're gonna expand to the next use cases. We
and I'm getting an expansion of 50. That's not good. The sales cycle for the expand is too long, and the dollar assigned to the expand is not high enough. I can start to pull different levers in the comp plan. So I can say, hey, mister sales rep, I'm
...Growth comes in. We're gonna literally scale very fast the first use case. How we do that? We start with paid user acquisition. Commonly one channel is gonna be meta. We scale to three, five k daily. This is where the algorithms start to optimize, an
is really good. We're landing. I'm making these numbers up. We're landing. The average land sales cycle is four months. We're landing at 75 k. K? That's a good land motion. I'm happy with that. Now my expand motion is taking twelve months, and I'm ex
...growth at all because the acquisition kind of, like, brought it back to, like, zero. And the months afterwards, we were at a gross, gross rate of, like, 40% or something like that. What did you change to say activation from 10 to 40%? Initially, the
...managed. The growth is incredible. I mean, there there's, like I said, a lot to lick. Yep. And to get into, some of the numbers a little bit there, one of the biggest things is crazy strong retention. Yes. So if you sort of model this out, it looks l
it's going to take you a long time. But if you actually land in a very like small deal, then you start expanding it, those approvals have disappeared completely. What are your biggest lessons on how to land and expand successfully? Because I I'm in a
Channel fit is an interesting one. There's kind of a quantitative way to go about it where you look at the numbers and you say the conversion rates are here, the scale is here. Conversion rates is kind of the first piece you look at. You basically sa
...marketing as your growth lever because you will never be able to make it spin fast enough because you don't you have such a long conversion windows. If you have shorter conversion windows, I think it's very important to also look at any of the signal
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