If a startup is thinking about building a growth team it shouldn't assume it needs one b/c a few high flying startups have one. It's a nuanced decision based on the business model and market type. Here's the nuanced approach that I use to decide if a growth team is appropriate...
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It leads to more registered users of the app, but that doesn't produce compounding downstream effects on growth since there is no network effect at play. So the role of a growth team in a non-network effects business is less useful, and can even be a big distraction...
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The reason is that non-network effects businesses may operate in a sector where growth (and who wins) is determined by a product arms race i.e. Mac vs PC. The superior product wins. A large growth org detracts from a focus on product innovation, which is the key driver...
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So, startups need to avoid the one-size-fits-all approach to growth. Not all companies should have a growth team. The original growth teams all came from network effects businesses, after all! (LinkedIn, FB, Twitter, Airbnb, Uber, Lyft...) But it may not be appropriate for you.
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With a Non-Network Effect business, is the growth then strictly based on the push on marketing? First to arms race is to do with what consumers see. Or am I mistaken? Or am I even asking a relevant question?
Hvala. Twitter će to iskoristiti za poboljšanje vaše vremenske crte. PoništiPoništi
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