마케터라면 둘 중 한 명은 읽어본 '그로스해킹'의 창시자, 한국에 오다ㅣ션 앨리스

Summary

Sean Ellis, the creator of the term 'growth hacking,' discusses the common pitfalls companies face when attempting to grow through this method. He emphasizes the importance of understanding product-market fit and the need for cross-functional collaboration. Ellis shares his experience with companies like Dropbox and Eventbrite, highlighting the significance of testing and analysis in driving growth. He also stresses the cultural shift towards humility and curiosity in businesses that successfully implement growth hacking strategies.

Takeaways

• 📈 **Growth Hacking Challenges**: Many companies struggle with growth hacking not due to a lack of ideas, but because they fail to effectively collaborate across different teams like product, marketing, and engineering.
• 🧑‍💼 **Sean Ellis' Expertise**: Sean Ellis, the author of 'Hacking Growth' and the coiner of the term 'growth hacking', specializes in growing businesses in their early stages and has contributed to the rapid growth of companies like Dropbox and Eventbrite.
• 🎓 **Educational Background**: Despite initially struggling with traditional marketing methods after formal education, Sean Ellis found his unique approach to growth that differs from conventional marketing teachings.
• 🚀 **Growth Hacking Definition**: Growth hacking is defined as a scientific approach to growing a business through testing and analyzing across all levers of growth, from acquisition to monetization.
• 🔄 **Cross-Functional Nature**: Growth hacking requires a cross-functional effort where product teams work closely with marketing, engineers, and other specialists to drive growth.
• 🤝 **Team Synergy**: The success of growth hacking hinges on how well different teams collaborate and are willing to run experiments within the product.
• 📊 **Data-Driven Approach**: Growth hacking is heavily reliant on data analysis to understand which strategies are effective in driving user engagement and retention.
• 💡 **Product-Market Fit**: Establishing product-market fit is critical before focusing on growth hacking; Sean Ellis uses a specific question to gauge user dependency and satisfaction with the product.
• 💰 **Monetization**: A good product experience can lead to monetization opportunities, where understanding how to make money from users allows for reinvestment into customer acquisition.
• 📱 **Customer Journey Focus**: Growth hacking emphasizes the entire customer journey, from initial acquisition to retention and referral, rather than just focusing on one aspect like marketing or product development.
• 🤔 **Cultural Impact**: The practice of growth hacking can shift a company's culture towards one of curiosity and humility, where continuous testing and learning from results replace arrogance and assumptions.

Q & A

What is the main reason most companies fail with growth hacking according to Sean Ellis?

Sean Ellis believes that most companies fail with growth hacking not because they struggle with coming up with hypotheses or test ideas, but because they can't get different teams to agree on how to work together effectively. As companies grow, specialist teams become more separated, which hinders the cross-functional collaboration essential for growth hacking.

What does Sean Ellis consider his strength in the business growth process?

Sean Ellis considers his strength to be growing great companies. He has a track record of helping businesses, such as Dropbox and Eventbrite, reach significant growth milestones, including billion-dollar valuations and revenue targets.

How does Sean Ellis define growth hacking?

Growth hacking is defined by Sean Ellis as a scientific approach to figuring out how to grow the business, involving testing and analyzing across all levers of growth from acquisition to activation, retention, and monetization.

What is the significance of the 'aha moment' in growth hacking?

The 'aha moment' is significant in growth hacking as it represents the point at which users have a great first experience with a product, leading them to recognize its value and continue using it. This initial positive experience is crucial for driving user activation and retention.

What is product-market fit, and why is it essential for growth hacking?

Product-market fit is the state where a product meets a need in the market and users are satisfied with it. It is essential for growth hacking because it ensures that users enjoy the product and continue using it, which is necessary for sustainable growth and customer retention.

How does Sean Ellis approach the customer journey in growth hacking?

Sean Ellis approaches the customer journey in growth hacking by focusing on the entire experience from acquisition to activation, engagement, retention, and monetization. He emphasizes the importance of testing and optimizing each stage to improve the overall customer experience and drive growth.

What is the role of cross-functional collaboration in growth hacking?

Cross-functional collaboration is crucial in growth hacking as it requires the product team, marketing team, engineers, designers, and data analysts to work together. This collaboration helps to align efforts and maximize the impact of growth initiatives across different functions within the company.

How does Sean Ellis prioritize and select ideas for growth hacking experiments?

Sean Ellis prioritizes ideas for growth hacking experiments by first conducting qualitative analysis to understand why the product has product-market fit. He then generates ideas to improve the situation, prioritizes which ideas to test, runs the tests, and analyzes the results, focusing on a high velocity of tests to find the most effective strategies.

What impact does growth hacking have on the culture of a business?

Growth hacking impacts the culture of a business by fostering a less arrogant environment where team members become more curious and cooperative. It encourages a culture of continuous learning and experimentation, where people work together to find the right answers and uncover the truth.

What is the importance of running a high volume of tests in growth hacking?

Running a high volume of tests in growth hacking is important because it increases the chances of finding successful strategies that drive growth. Each test is an opportunity to learn and improve, and a diverse range of tests can uncover insights that lead to significant breakthroughs in the business's growth.

How does Sean Ellis plan to engage with the Korean business community?

Sean Ellis plans to engage with the Korean business community by conducting workshops and working directly with Korean companies. His goal is to help them overcome growth challenges by applying his expertise in growth hacking and sharing his insights on effective growth strategies.

Outlines

00:00

🚀 The Birth of Growth Hacking and its Challenges

Sean Ellis, the author of 'Hacking Growth' and the person who coined the term 'growth hacking', discusses the common pitfalls companies face when attempting to implement growth hacking strategies. He emphasizes the importance of running experiments within the product itself, rather than relying solely on external marketing tactics. Ellis shares his experience of growing companies like Dropbox and Eventbrite to billion-dollar valuations by focusing on the critical first year of a business. He also highlights the difficulty many companies have in coming up with effective hypotheses and test ideas, and suggests that this may be due to a lack of understanding of the product's value proposition.

05:00

🎯 Defining Growth Hacking and its Key Components

Ellis defines growth hacking as a scientific approach to growing a business by testing and analyzing all aspects of growth, including acquisition, activation, retention, and monetization. He explains the importance of capturing user's attention (acquisition), ensuring a great first experience (activation), and keeping users engaged and retaining them over time (engagement and retention). Ellis also discusses the role of product teams in activation and the challenge of balancing existing customer needs with growth opportunities. He emphasizes the significance of a great activation step as the primary driver of retention and engagement.

10:01

💡 Identifying Product-Market Fit and its Importance

Sean Ellis talks about the concept of product-market fit and its critical role in the success of a business. He shares his method of assessing product-market fit by asking users how they would feel if they could no longer use the product. According to Ellis, a retention cohort that plateaus indicates product-market fit. He explains that businesses with a high level of user retention have found product-market fit, which is essential before focusing on growth hacking. Ellis also discusses the advantage of joining a company with product-market fit but no growth yet, as it presents an opportunity to capitalize on the company's potential before it becomes more expensive to invest due to increased valuation.

15:05

🌟 Embracing Cross-Functional Collaboration in Growth Hacking

Ellis stresses the importance of cross-functional collaboration in growth hacking, noting that it involves not just marketers, but also product teams, engineers, designers, and data analysts. He points out that as companies grow, teams can become too specialized and siloed, which hinders the effectiveness of growth hacking. Ellis also addresses the challenge of running a high volume of experiments, which is crucial for growth hacking success. He uses the analogy of sports to emphasize the need for numerous attempts to increase the chances of success. Additionally, he highlights how growth hacking can transform a company's culture by reducing arrogance and promoting a more curious and cooperative environment where teams work together to discover the right answers.

Keywords

💡Growth Hacking

Growth hacking is a marketing strategy that focuses on rapid experimentation across marketing channels to achieve growth in a business. In the context of the video, it is described as a scientific approach to figuring out how to grow a business by testing and analyzing all levers of growth, from customer acquisition to monetization. Sean Ellis, the person who coined the term, emphasizes its importance in his work with various companies, including Dropbox and Eventbrite.

💡Product Market Fit

Product Market Fit refers to the state where a product meets a need in the market and is able to retain customers over time. In the video, it is described as a critical point where customers enjoy the product and continue to use it. Sean Ellis emphasizes the importance of validating product market fit before focusing on growth hacking, using a question to gauge how customers would feel if they could no longer use the product to determine this fit.

💡Activation

Activation in the context of the video refers to the process of getting a user to have a great first experience with a product, often termed as the 'aha moment'. It is about understanding the point at which users experience the product in a way that makes them say 'aha, this is exactly what I wanted'. Activation is seen as a crucial lever for growth and is often the first area Ellis focuses on when working with a company.

💡Engagement

Engagement refers to the strategies and actions taken to bring a user back to the product repeatedly. It involves creating triggers or prompts that incentivize users to return and use the product again. In the video, engagement is discussed as an important aspect of growth hacking, with the ultimate goal of making users more likely to return and use the product after each interaction.

💡Retention

Retention is the ability of a business to keep its customers over time. It is about understanding what brings users back to the product and ensuring that they continue to find value in it. In the video, retention is linked to engagement and activation, with a focus on creating a sustainable cycle of users returning to the product because of its value and appeal.

💡Monetization

Monetization refers to the process of generating revenue from a business's users. It involves strategies on how to convert user engagement and product usage into income. In the context of the video, monetization is one of the growth levers that need to be tested and optimized to ensure the business's financial sustainability and growth.

💡Referral

Referral is a growth strategy where existing users recommend a product to new potential customers, often through word-of-mouth or built-in product features. In the video, referral is highlighted as a key growth lever, with a focus on creating natural and incentivized opportunities for users to share the product with others.

💡Cross-Functional Teams

Cross-functional teams are groups composed of members from different areas of expertise within a company, working together to achieve a common goal. In the context of growth hacking, these teams are essential for executing growth strategies as they bring together product, marketing, engineering, and other departments to collaborate on experiments and growth initiatives.

💡Experimentation

Experimentation in the context of the video refers to the process of testing different ideas and strategies to determine their effectiveness in driving growth. It involves a high velocity of tests, analyzing results, and iterating based on the findings. This approach is crucial for growth hacking as it allows businesses to discover what works and what doesn't, leading to continuous improvement and optimization.

💡Hypothesis

A hypothesis in the context of the video is a proposed explanation or prediction that can be tested through experimentation. It is a starting point for growth hacking, where ideas are formulated based on observations and understanding of the product and market, and then put to the test to see if they lead to growth.

💡Customer Journey

The customer journey refers to the entire experience a customer has with a company, from the initial awareness of a product or service to the point of purchase and beyond. In the video, the customer journey is discussed as a critical area for growth hacking, where companies must focus on the entire process of how they get customers in, convert them, provide a great experience, and keep them coming back.

Highlights

Most companies fail with growth hacking, often resorting to external marketing rather than experimenting with their product.

Sean Ellis, the author of 'Hacking Growth' and the person who coined the term 'growth hacking', specializes in growing companies at their early stages.

Dropbox, one of the companies Sean Ellis worked with, became the fastest SaaS company to reach a billion dollars in revenue.

Growth hacking is defined as a scientific approach to growing a business, involving testing and analyzing all levers of growth from acquisition to monetization.

Activation is considered the most powerful lever in growth hacking, focusing on users' great first experiences with a product.

Product Market Fit is crucial for growth hacking; it means users enjoy the product and continue using it.

Retention cohorts are used to quantify Product Market Fit, indicating the percentage of users who continue using the product long-term.

Growth hacking involves a cross-functional effort, requiring collaboration between product teams, marketing, engineers, designers, and data analysts.

The main reason companies fail with growth hacking is the inability to get different teams to work together effectively.

The process of growth hacking starts with qualitative analysis to understand why there is product-market fit.

A high velocity of tests is crucial for successful growth hacking, emphasizing the importance of running many tests to find the most effective strategies.

Growth hacking impacts business culture by making everyone less arrogant and more curious about finding the right answers through testing.

Sean Ellis will be in Seoul in April to conduct workshops and work directly with Korean companies.

The concept of growth hacking has become well-known worldwide over the last 12 to 13 years since its inception.

Sean Ellis also helped Eventbrite and Lookout reach billion-dollar valuations.

Network effect businesses like LinkedIn and Facebook had to be creative in their growth strategies due to not being able to spend heavily on customer acquisition.

Growth hacking is distinguished from traditional marketing by focusing on getting users to actually use the product rather than just building awareness.

The process of growth hacking involves analysis, idea generation, prioritization, testing, and result analysis, repeating this cycle to improve strategies.

Transcripts

what I would say is that most companies

fail with growth hacking it's

unfortunate but it's it's the reality so

they get frustrated so then they stop

trying to run experiments in the product

want to run all their experiments on

Facebook or on Google or some something

external and then it's not growth acing

anymore then they're just doing

marketing and so but I don't think it's

because they they have a hard time

coming up with a hypothesis or or a hard

time coming up with the right test idea

I think it's

because

uh hi I'm Sean Ellis I am the author of

hacking growth I'm also the person who

coined the term growth hacking which has

become pretty well known around the

world over last 12 years I think or 13

years since I came up with the term what

I'm really good at is getting people to

to use good product when I'm uh

responsible for growing them thought how

can I structure a way to only focus on

the first year in businesses and and get

really good at that stage if that's the

most important stage and so I did that

for a number of years and that's when I

went to Dropbox I joined Dropbox Dropbox

was less than 10 employees at the time

Dropbox became the fastest SAS company

to reach a billion dollars in Revenue so

faster than any company before it soon

after I left Dropbox was was when I

coined the term growth hacking but

really the techniques that I had used to

grow these companies were the techniques

that are are really what what we talk

about when we say growth hacking today I

also did a interim VP growth role with

with Eventbrite also reached the billion

dollars valuation right after Eventbrite

I went to Lookout also reached the

billion dollar valuation I really think

my my strength is is growing great

companies and so that's been my more of

my focus in recent years you can read a

book but when you actually try to do it

it's really hard so I I do a lot of

workshops that's a lot of what my focus

is these days when they run into

challenges I've gotten pretty good at

helping them in the areas where they

have challenges so that's part of why

I'll be going to Korea

in April will be to to do some workshops

and to work directly with Korean

companies and so that that should be a

lot of

fun so in in the first company I told

you I started in sales when they said

you know we want you to do this and

we'll make you the the marketing guy I

never took Marketing in school I don't

know what I'm doing so then I decided I

would go back to school and take some

classes in marketing and so I went to

New York University

did really well got a got an A in the

class and then and then I went back and

tried to to do it and I got I was really

bad at it after the class the class kind

of broke me made made me think about it

the old way of doing marketing I I

became too kind of academic and so it

was a very like I had to like okay get

that out of my head now and go back to

it so that was kind of the first time I

realized like my Approach is a little

bit different than how they teach

marketing but then I just kind of forgot

about it and I was just focused on how

do we grow these businesses how do how

do we do our very best to grow these

businesses I moved to Silicon Valley in

2007 but then as I got to meet some

people I discovered that there were some

companies that were actually doing

something similar to how I was

approaching it so uh Facebook for

example was doing similar to how I was

approaching it LinkedIn and and so I

think the reason that that the company

and Twitter I think the reason that

these companies did it a similar way is

because their their Network affect

businesses they couldn't go out and

spend $10 million on customer

acquisition to get that business started

they had to be very creative on how do I

get enough users so that they get value

and so you started to see some really

creative things from LinkedIn would say

you know connect your address book and

you'll be able to see who else is on

here and and Facebook would be able to

start to see form

when you are connected to to this person

and also this person but both of you are

connected to a lot of other people you

might also know and so then they they

would make these recommendations and you

had these kind of creative ways that

they were growing and and they were very

data driven and test driven and so and

they were growing faster than any other

company in Silicon Valley so my

companies were growing faster and these

companies were growing faster but 95% of

the companies were doing it differently

I also had a lot of venture capitalists

who were introducing me to Founders they

said can you help this founder they're

really having trouble growing and and so

I said sure and then I would sit down

with the founder and the first thing

they would say is we really need your

help to build awareness I've never focus

on building awareness I want them to

actually use the product and so for me

it was like how do I get them to sign up

for the product to use the product get

value from the product pay me money for

the product and then I take that money

to get more customers and and create

something that's much more sustainable

so kind of this mis idea from the

founders that they needed to build

awareness you know just in general I

just that's when I started to recognize

that my Approach was different and so

coming up with the idea of calling at

growth hacking we need to stop calling

this marketing because I Define growth

hacking as a scientific approach to

figuring out how to grow the business

are testing and analyzing across all of

the levers of growth from acquisition to

activation retention and monetization

yeah acquisition I'm mostly thinking

about how do you someone's attention and

get them to come and maybe sign up for

your product so that's acquisition

activation then is really how do you get

them to have a great first experience

with your product so we we call that the

aha moment at what point do they

actually experience your product in a

way where they say aha this is what I've

needed for for all this time this is

exactly what I wanted and so that first

experience with the product is generally

the product team's role now and so

acquisition was marketing activation is

product then the next one is engagement

becomes product as well the challenge

though is that most product teams are

thinking about okay who are my existing

customers on the product what do they

need and then I build a road map to keep

making the product better for them where

the majority of growth opportunity that

gets lost is that activation lever that

sits between uh product and marketing

because the product team doesn't really

think about it marketing team maybe

thinks about it but they don't have the

trust from the product team to do

anything there or even maybe the skills

because there's usually some engineering

that would be required there that most

marketers might not have would say the

most powerful lever of any of them

activation is like the the most

important one I would generally focus on

it's the first one that I focus on when

I work with a company engagement and

retention there's there's essentially

what you're doing is what what brings

someone back again and again to come in

and use the product and so someone comes

back to your product because something

triggers them to come back they have the

need or maybe they get an email or they

get a notification but something brings

them back a lot of things that you can

do to bring people back which would be

engagement of course the most powerful

thing to bring people back is a great

first experience which is actually the

activation so the biggest driver of

retention engagement is a great

activation step in the customer

acquisition process then you can still

be tactical about you know what are the

what are the prompts what what do I do

to bring someone back and then how do I

make sure that every time they come back

and use the product that they're even

more likely to come back and use it

again the next time how do how do I get

them to actually invest something into

the product so maybe do a little bit of

customization that makes it a little bit

more valuable each time and makes them

feel like they they have some ownership

around that experience so so we've

covered acquisition activation

engagement and retention and then

revenue is pretty obvious just how do

you make money from users when they come

in these are all interdependent because

if I if I'm really good at making money

from the users when they come in I can

spend more to bring them in in the first

place so that does tie back to

acquisition referral is the main one

that we focused on at uh Dropbox and

part of that's because just the natural

process of using Dropbox is you're

exposing it to other people if I want to

share a file someone who gets that file

gets to see Dropbox if I set up a shared

folder they experience Dropbox so

there's like a natural piece but then we

also built in incentives to get them to

to use Dropbox and so that would be

referral so that that covers really all

of them but hopefully hopefully it's a

little uh clear on what each one

means and the one thing that I that

really helped me be successful with

growth was that people actually loved

the products that I was working on if

people don't like the product all you

can do is get really good at getting

people to try the product and then they

disappear what we call product Market

fit when when someone tries the product

they enjoy the product they keep using

the product so if you can't retain

customers you can't grow so it's really

you know validating that you have

product Market fit is is really critical

before you get obsessive on on growth

hacking and and trying to grow the

business for me picking product Market

fit became really important so I came up

with a question that really helped me

which was I asked users on the product

how would you feel if you couldn't use

this product anymore I only asked people

who had really used the product so they

they've come in they've used it

hopefully the right way and even more

than once but then it's a a random

sample of people who've used the product

more than once hopefully recently when I

asked that question if say % of the

people said that they'd be very

disappointed without it that's not

enough I'm I'm not going to be able to

grow that business was was really what I

told myself what I eventually I had run

that question across hundreds of

companies so ones that I worked with and

ones that I didn't work with and what I

found is that about 40% of the users

said they would be very disappointed

without the product those companies were

generally successful to some level

whether I worked with them or not that

question a good leading indicator of

product Market fit the obviously more

important thing is if people keep using

the product and so that's what we call

we call a retention cohort so if you get

100 people who start using the product

and after you know 30 days zero of them

are still using the product you do not

have product Market fit but you're not

going to have all hundred of them using

the product that's that that would be

nearly impossible and so usually what

happens is 100 people start using the

product one week later it's down to 70

and then down to 60 then down to 50 if

it keeps going going to zero you don't

have product Market fit but if it goes

down to 50 and then those 50 keep using

it over the long term now you have a

signal that for half those people it was

something that was so valuable they keep

using it that's product Market fit and

you can grow that so yeah we call that a

retention cohort that plateaus so it

essentially runs parallel to the x-axis

at some number it depends on the

business so some businesses like Comm

the uh the meditation app they they

plateau only about 5% of the users

because they have to they have to

develop a a habit of doing meditation

which is hard for people where Instagram

plateaus at more like a 50 or 60% um

part of it too Instagram is free and com

cost money so that's another reason why

people might stop using it so it's it's

less important where it plateaus but if

it if it always goes to zero eventually

you're not growing you're just replacing

you're replacing the original people who

signed up and and so for a while you can

grow but eventually you're going to

flatten out and so product Market fit is

something that you can quantify for me

the best company for me to work on is

one that has all the signs of product

Market fit but no growth yet because the

minute that it has growth is when the

investors say wow this will be valuable

and they start pouring money into it

what I want is if I see the signs of

product Market fit it doesn't have the

growth yet that stock is still very

cheap and so I get my stock options and

then then I can make good money off of

that if I come in later like once the

company's already growing really fast

they they of course won't give me very

much stock so for for me one of the

important things is trying to pick after

product Market fit but before

growth and and what I would say is that

most companies fail with growth hacking

it's unfortunate but it's it's the

reality but I don't think it's because

they they have a hard time coming up

with a hypothesis or or a hard time

coming up with the right test idea

growth is cross functional growth is

something that requires a product team

to work with a marketing team to work

with Engineers to work with designers to

work with data people most companies

aren't organized that way as they get

bigger companies essentially have more

and more specialist teams that become

separated that's what causes growth

hacking not to work in most businesses

most digital marketers today are clever

enough to know I need to do a lot of

testing the the problem with it though

every everyone else has gotten very

smart at that too if everyone's testing

everything and optimizing on return on

investment Facebook and Google and all

of these other platforms are making it

bidding anytime someone gets good at

these things the prices keep going up

now it's harder and harder to find a

profitable way to get people to the

website and so the only way to really be

competitive on acquisition is to

actually focus on the entire customer

Journey and so this is where growth

hacking then becomes so marketing is

more how do I just get them to come in

growth hacking starts to look at the how

do I get them to come in how do I

convert them how do I give them a great

experience once they come in how do I

get them to come back a lot more often

how do I get them to tell their friends

what's the right way to get money from

them and these are all areas that you

can test so grow attacking is going to

cover a lot more and and it turns out

that probably the product team does more

with growth hacking than even the

marketing team because there's a lot of

opportunities within the product to

improve the value of the customer and

retain the customer but half of their

energy is spent trying to convince the

product team to run an experiment that's

inside the product so they get

frustrated so then they stop trying to

run experiments in the product and so

then they want to run all their

experiments on Facebook or on Google or

some something external and then it's

not growth ecking any anymore than

they're just than they're just doing

marketing and so the main point of why I

believe companies fail with this is is

because they can't get these different

teams agreeing on how to work together

effectively there's a good great quote

from Amazon's uh founder former CEO

where he said our success in Amazon is a

function of how many experiments we run

per day per month per year and so volume

of experiments really starts to matter

when we talk about the growth hacking

process it's it's uh it starts with

analysis and so that's really the first

analysis I'm doing is is more of a

qualitative analysis of who loves the

product and why do they love it so the

first thing that I do when when I

validated product Market fit is I figure

out why do I have product Market fit

because if I don't understand why I have

product Market fit you know then I'm not

going to be able to grow very well let's

say I think that people love the product

for this reason but they really love it

for this reason all of my advertisements

all of my messaging is pushing them to

do something with a product that it's

bad at doing then then I'm probably not

going to keep those people it's really

important if you have product Market fit

to to understand what is the main

benefit that those musthave users are

having so it's really hard to improve

something you don't understand so that's

where the analysis starts then you start

to say okay I have ideas to improve this

situation and so that's the next step is

to generate some ideas the next step is

to actually prioritize which of those

ideas you want to test first then you

start to run the tests and you analyze

the results and it's just that that

repeating process of you need to try a

lot of ideas to figure out what's going

to work and what's not going to work and

so one of the most important things in

growth hacking is just running a lot of

tests a high velocity of tests I'm going

to emphasize that over and over because

it's really important and I think a

great analogy is is one that comes from

the sports world where you have there's

a quote from a a hockey player Wayne

Gretzky that essentially says you miss

every shot that you don't take so but

that also applies to soccer uh or or

football as they call it in most of the

world but essentially if you only take

one shot maybe you make it but if you

take 10 shots in a game or 50 shots in a

game you're much more likely to win

because every shot is an opportunity to

score and it's the same thing with

testing every test you run

is an opportunity to find that one big

test that ultimately is a lot more

successful than everything else that you

do and so it's a mistake often when

teams are obsessed on trying to run one

perfect test they get so excited about

an idea that they they only want to

focus on one it's much better to to make

sure that every week we're running three

different tests every single week or

five different tests every single week

depending on the size of the company you

just don't know which one's going to be

the one that that ends up being super

high impact and and uh making a big

difference in the growth of the business

one of the biggest impacts of growth

hacking on the culture of a business is

that everyone becomes less arrogant they

if they used to think they had the

answers and tests keep revealing that

they're wrong a big part of the time

they stop being so insistent that they

have the right answer and they start

being curious about what is the right

answer and that to me creates a much

better culture where where business

starts people start working working

together to find the right answers in

the business and and they work together

more humbly there's less arguments about

my opinion versus your opinion and more

cooperation and how how do we actually

uncover the truth I'm really excited to

to to be in Soul in April and hopefully

I I get a chance to meet a lot of people

watching

this