Growth at BBM
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When you build product, one of the most important thing is how to grow it as big as possible and as fast as possible. Growing product is best done after the product achieve Market/Fit, it deliver value that the user craved for. Once it has value, then we can grow it fast. Growth effort is most of the time is not intuitive, it require deep analysis on how the user behave in product, find a ha moment and double down on it. Sometime Growth is a game of an inch, 1% improvement seems small but if the size is so big, 1% can translate to crazily huge number. Even more if we can move even 1% every time, 20 move later it is whooping 20%.
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Growth at BBM
- 1. Growth @ BBM Ifnu Rizky KMK Online Biweekly Sharing Session
- 2. Brian Balfour of Reforge.com
- 5. Setting Goals: NorthStar Metrics https://blog.growthhackers.com/what-is-a-north-star-metric-b31a8512923f
- 6. The North Star Metric is the single metric that best captures the core value that your product delivers to customers. Optimizing your efforts to grow this metric is key to driving sustainable growth across your full customer base. Sean Ellis of GrowthHackers.com
- 7. Using Your North Star Metric to Drive Growth Your North Star Metric is a critical part of aligning your team to drive rapid and sustainable growth
- 8. Objective Key Result (OKR) framework
- 10. A few points on growth...
- 14. From Features to Loops
- 16. Andrew Chen of a16z capital
- 21. Building Loops in BBM: Group War Dynamic Links implementation
- 23. Microsite Marketing Ads Install Register Create New Group Non-BBM User* *w/ friends in PYK, seeing marketing banner
- 24. 7 Days Retention Plan
- 25. Day 1 - The onboarding process Simplifly user registration process Getting to know them (Recommendation purposes) Warm Greetings Tool tip Increase app performance
- 26. Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 - Chat Bot approach to introduce service & feature of BBM through a chat - Friends recommendation & Invitation to send to their friends - Interest recommendation through OA & BBM Groups - Give them recommended content based on their interest - Introduce Social/Feeds through Chat Bot - Another friends recommendation & Invitation to send to their friends - Engage them with games & entertainment activity - Engage them with activity to do everyday life basic (commerce, payment, ticketing, etc) - Another recommendation content based on their interest
- 27. Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Machine Learning Who, When, What, How
- 28. Growth Team and Growth Experiment
- 29. The Milestone to Growth https://blog.growthhackers.com/the-growth-pyramid-revisited-1ec8ff51877
- 30. Growth Team Day to Day
- 31. High Tempo Testing (Experimentation)
- 33. Pirates Metrics (AARRR!!!!) Funnel Dave McClure of 500 Startups
- 34. Pirates Metrics Funnel and Conversion AARRR!!!!
- 35. Experiment 1: Send email to user to that have not been in BBM for at least a week and there is invitation to connect as Contact waiting for them. Goal : Retention to bring inactive user to open BBM again Team: Engineer (Tommy), Data Engineer (Lukman), UX Designer (Aal), Product (Ifnu), Marketing (Hangga). Tools: Zeppelin (Data), Sketch (Design), SendInBlue (Email Campaign), Dynamic Link (Deffered Deep link) Date Start: 30 November 2018 Result: Not yet completed
- 36. Example of Experiment GoTalk: Gojek Growth Stories https://www.loket.com/event/gotalkgrowth
- 37. More Experiments
Editor's Notes
- Above: The easiest way to talk about The Product Death Cycle. Unfortunately, this is how products are often shipped and released. You have someone with a vision, who builds some features and does a launch. They might get an initial spike of traction, but when growth flattens, it’s not clear where to take things. They talk to some customers, ask what they want, and try again. They add a few more features, re-launch, and so the cycle goes on. Do that too many times, and all of a sudden, you’re dead. Why?
- Finding Your North Star Metric Airbnb’s North Star Metric is nights booked. This captures value delivered to both guests and hosts. Facebook’s NSM is Daily Active Users. With more users on the Facebook platform the team is able to optimize everyone’s feed to deliver more value to users. To uncover your North Star Metric you must understand the value your most loyal customers get from using your product. Then you should try to quantify this value in a single metric. There may be more than one metric that works, but try to boil it down to a single NSM.
- Focusing Your Team with a North Star Metric When growth is broken down to actual value delivered to customers it becomes clear that this is not just a marketing responsibility. Most teams within an organization play some role in delivering value to customers. Sales and marketing attract new customers into the funnel, but the product and customer support teams play a key role in ensuring prospects and customer are able to experience the core value of a product. Coordinating these siloed teams to work together on growth initiatives can be very challenging without a metric that focuses them around a common goal. Using Your North Star Metric to Drive Growth Once you understand your North Star Metric, it’s important to document the variables that work together to move this metric. These variables generally include parts of the customer lifecycle such as new user signups, new user activations and improving engagement/retention of users. By understanding the relationship of these interdependent variables and your current conversion rates, you’ll gain insights into potential high leverage opportunities for growing your NSM. Your North Star Metric is a critical part of aligning your team to drive rapid and sustainable growth. Are you ready to commit to breakout growth? Our new growth acceleration software, NorthStar, will help your entire company embrace the approach that has driven breakout growth at Airbnb, Dropbox and Facebook
- First, when it comes to Marketing and Growth, there are a lot of specialties that you want to solve: Brand marketing PR Events Content marketing Email SEO Paid marketing Viral/referral features New user experience User-to-user notifications etc You could house all of these in a bunch of different configurations, but roughly speaking, you often have three categories of functions: Brand Growth marketing Growth product It’s usually obvious that Brand ends up in Marketing. And similarly, things like NUX and product-generated notifications end up in a Growth team. But some of the middle levers, like SEO/Paid marketing/Email/etc, could potentially sit in either. I’ve seen both. Facebook has much of performance marketing sitting inside the Growth team. Uber started that way, but ended up having it all go into Marketing. There’s a lot of different possible configurations.
- Above: If core product teams have engineers, designers, and PMs, and so do growth teams, what’s the difference? It’s all dependent on what they do. Product teams focus on creating core value. Enhancing product/market fit over time. This means obsessing over every little interaction in the core engagement loop – it’s a game of inches, and those inches count. On the other hand, growth teams should focus on getting the core value out there to the world – getting as many folks as possible to experience that value. There’s a middle ground on making users experience core value as frequently as possible – you could imagine putting that in either team, but if the solutions tend to be very iteratively/quantitatively-driven, then maybe put it in the Growth team.
- Above: For most of the missions for a growth team, you need many different functional roles to help – from Product, Marketing, Engineering, Data, Ops, Finance, etc., etc. You combine all of these folks into individual teams and organize them together into a growth org.
- Above: To do this, I advocate that we look at two key loops: Acquisition loops, which power the positive term for New Engagement loops, which power the negative terms on Reactivation and Inactive Understanding these underlying loops is the key to the whole problem of predicting where a graph is going to go.
- Paid marketing is also an obvious loop. Spend money, sell products, take the money and buy more ads. Keep going.
- Above: Viral loops are important because they are extremely scalable, free, and don’t require a formal partnership. This is based on users directly or indirectly sharing a product with their friends/colleagues, and having that loop repeat itself.
- In an engagement loop that’s based on social feedback, you get a game of ping pong. One user messages/follows/mentions another, and they draw them back. And then that user might do the same, and draw in a different user. And this repeats. This is why achieving network density and easy content creation is so important- you need ways to bring people back into the network.
- On the other hand, there are engagement loops that are more like planting seeds. If you sign up for Zillow and put in your home address, and favorite a couple new real estate listings, then Zillow will start re-engaging you with personalized emails. Sometimes it’ll be when your house goes up in value, other times it’ll be when new listings show up in your neighborhoods. Credit Karma is the same, where a single setup session leads to important notifications about credit score changes over time. These are just two engagement loops, and there are many more. Another fun one is rideshare, where seeing physical on-the-street reminders of the product might prompt you to use it too. Mapping works in a similar way, often starting with a real-life trigger of “I’m lost!”
- Just like the acquisition loop, there are linear channels to re-engage users. These are useful, of course, but again, they don’t scale. It’s better when users re-engage each other or when users re-engage themselves. This is part of why marketing-driven one-off email campaigns are often ineffective. They don’t scale, aren’t interesting to users, and with enough volume, can cause folks to churn. Not good. It’s much better to see a natural engagement loop that leverages push notifications and email in a way that’s user-initiated.
- Experiment need to documented, before it start, you need to plan an experiment. Important element while planning experiment are: Problem statement Key insights Hypothesis Experiment Schema
- They have run more than 100 experiement over 1.5 year
- 1 experiment per week day to day activities Can we do 3 experiments per week? Focus on increase frequency first before make it better. At first you will see many of those experiment outcome is not signifincant, but you can make it better over time even with same high frequency Focus on finding causative than correlation