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“Growth hacking perpetuates this myth that you can magically achieve hockey-stick growth by using short-term “hacks.” “ I have always encouraged teams to think about growth as daily blocking-and-tackling rather than a dark art. they’ll flock to your channel with marketing budgets and tech prowess.
All investors want to see real evidence that the dogs will eat the dogfood before they give any credibility to your hockey-stick projection curves. Partners and distribution channels will take you seriously. Small real revenue today is better than large later projections. Maximum agility for required pivots.
It’s more possible to bootstrap today than a few years ago, as the cost of entry continues to go down. Likewise, too many volunteers and interns will only increase your workload and rework costs. Use multiple social-media channels, blogging, email and voicemail to build the same image and responsiveness as larger competitors.
Simply stated, it means that your business has the potential to multiply revenue with minimal incremental cost. A software product is a classic example of a scalable solution, since it costs real money to build the first copy, but unlimited additional copies can be quickly cloned for almost no incremental cost.
Because they have no presence in the market, they have to find distribution channels to bring in customers. They know how much it costs to bring in a customer and they know how much money they can expect to make on each one. This wasn’t very impressive, but we had two things going for us: A hockeystick shaped growth curve.
Traction is evidence that your product or service has started that “hockey- stick” adoption rate which implies a large market, a valid business model, and sustainable growth. A graph that shows a hockey-stick “up and to the right” curve with at least three data points per key indicator is a great visual assist.
It’s more possible to bootstrap today than a few years ago, as the cost of entry continues to go down. Likewise, too many volunteers and interns will only increase your workload and rework costs. Use multiple social-media channels, blogging, email and voicemail to build the same image and responsiveness as larger competitors.
Simply stated, it means that your business has the potential to multiply revenue with minimal incremental cost. A software product is a classic example of a scalable solution, since it costs real money to build the first copy, but unlimited additional copies can be quickly cloned for almost no incremental cost.
Traction is evidence that your product or service has started that “hockey- stick” adoption rate which implies a large market, a valid business model, and sustainable growth. A graph that shows a hockey-stick “up and to the right” curve with at least three data points per key indicator is a great visual assist.
Simply stated, it means that your business has the potential to multiply revenue with minimal incremental cost. A software product is a classic example of a scalable solution, since it costs real money to build the first copy, but unlimited additional copies can be quickly cloned for almost no incremental cost.
The only concern was that they didn’t know what their cost of customer acquisition was, nor did they which channels would be most effective, or how much they could acquire out of each channel. You can spend the next six weeks trying out a bunch of different channels and seeing what works, which is what we recommended.
You get more traffic, more conversions, more money – in an endless hockeystick shaped cycle. You can usually tell this is the case when your SEO traffic converts well below other acquisition channels. Also note that often, organic traffic is one of the highest converting channels. Of course, it’s not so simple.
It’s more possible to bootstrap today than a few years ago, as the cost of entry continues to go down. Likewise, too many volunteers and interns will only increase your workload and rework costs. Use multiple social-media channels, blogging, email and voicemail to build the same image and responsiveness as larger competitors.
Simply stated, it means that your business has the potential to multiply revenue with minimal incremental cost. A software product is a classic example of a scalable solution, since it costs real money to build the first copy, but unlimited additional copies can be quickly cloned for almost no incremental cost.
Simply stated, it means that your business has the potential to multiply revenue with minimal incremental cost. A software product is a classic example of a scalable solution, since it costs real money to build the first copy, but unlimited additional copies can be quickly cloned for almost no incremental cost.
Though I would say based on the numbers that I see it’s not like a hockeystick growth, but the growth in people’s desire to listen to the content and people’s desire to create terrific podcast content has really never been higher. I am on an AT 2035, but I do run it through a two channel mixer.
Forget about traction and hockeystick growth. Very simply, your cost to acquire a customer needs to be lower than the value of that customer (lifetime value). Ads can also be cost-per-click or cost-per-action ads. Another way is to have unique promotion channels, but these must be scalable.
Forget about traction and hockeystick growth. Very simply, your cost to acquire a customer needs to be lower than the value of that customer (lifetime value). Ads can also be cost-per-click or cost-per-action ads. Another way is to have unique promotion channels, but these must be scalable.
Finding and winning customers can sometimes be the biggest challenge for a startup, so it’s important to show that you have a solid grasp of how you will reach your target market and what sales channels you plan on using. Investors see “hockeystick” projections all the time and will mentally be cutting your projections in half.
Then they noticed that they’d been cannibalizing other channels—people converting as referrals were leads already acquired from other channels. Incentives work, but they might work too well and convert people who are not really into the service/product or cannibalize other channels. It costs money to learn. Conclusion.
Describing your product as “new and “never been done before” instead of “we’re just like those others guys, but better” could cost your company billions. This results in a much slower adoption curve – the classic hockeystick. RIM and TiVo are two examples of getting it right and wrong. Research in Motion (RIM).
With that implicit assumption, startups hire a VP of Sales with a great rolodex and call on established mainstream companies while marketing creates a brand and buzz to create demand and drive it into the sales channel (web, direct salesforce, etc.) Even more serious, startups can have radically different cash needs. End result?
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