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These are the lessons we learned starting the Yahoo Growth Team from scratch.
Awesome, thanks for the transparency @jschwarz9 ! Really awesome spending some time with the Yahoo growth team yesterday.
This is a really great read - and the point about personality traits of members of a growth team is spot on.
Reminded me of this thread: https://growthhackers.com/questions/ask-gh-what-are-the-most-important-habits-of-high-growth-startups/
Amazing post @JSchwarz9 warz9 ! Thank u.
Nice to see a detailed content like that. I use to read a lot of small hacks, growth process, ‘philosophy’/culture, but not so much about the creation of a Growth Team.
We are one of the fastest-growing startups in Brazil (software for Marketing Automation), and in January this year we created this Growth team that I manage. It hasn’t been easy to find great content about building it. Specially due to the different approaches that companies have about Growth.
Depending on the business model and the culture, the focus and the structure can change a bit.
This is something I want to discuss with you. I see two main different approaches to Growth:
**The “Marketer Approach”**
The main focus here is to work on finding the best way and channels to Lead/Demand Generation. A very challenging job - specially in SaaS companies - once these successful startups grow really fast and have strong sales efforts.
Normally this team is made of very analytical and skilled Marketers (SEO, CRO, Marketing Automation, etc) and designers. Churn/retention is not its main concern, mainly because there are other departments thinking about that, like Customer Success.
**The “PO Approach”**
The main focus here is to drive growth in every aspect (AARRR) through product improvements.
It does have a holistic view and it worries not only with acquisition. But even in this approach is necessary to focus on something.
Normally this team is made of devs, designers and project managers. Sometimes a marketer.
Of course the core values of a growth team remains the same in almost every benchmarking: data-driven, experimentation culture, unconventional methods, compound effects of small improvements and results.
But @Sean and @JSchwarz9 , some quick questions:
- How do you see these growth approaches? Does it make sense to you this kind of division I made?
- Is it sustainable to have a Growth Team thinking mainly in Demand Gen and not product changes to ‘engagement’?
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