I've started working with clients across various countries, and there are some common themes I've noticed with the type of creatives that work the best.
If you've got your targeting right (which is a tough job as well), I think this can help a lot of people, hopefully. I've found a couple of things depending on various age groups:-
- 15-20:- This age group is much more likely to make a purchase if an influencer they know is shown in that ad, or if the ad has a relatable factor to it (based on various industries).
- 20-30:- If the ad shows a "socially cool" factor to using that product, they are much more likely to purchase. For ex:- If your wore this jacket, girls will get attracted to you (or something along those lines).
- 30-40:- This group is the most simple, yet difficult to crack to. They need a lot of social proof, a lot of re-targeting, a lot of talking about the "benefits" of the product, a lot of offers to purchase, etc.
- 40 and above:- If you show user-generated content to these people, they are much more likelier to make a purchase, especially if it's a child in the creative.
Obviously I'm generalizing a lot, but this is what I've seen work across all of my Indian, US and other International Clients. And testing is always a way to go, test multiple audiences, variables, copy, creative, different formats, etc… And see what works.
p.s:- It's no secret, but short-form videos work the best through-out the different awareness stages (sometimes long-form if the product is high ticket or the industry demands it).
Biz groups push businesses to speed up digitalization Philippine Canadian Inquirer
“startups when:1d” – Google News
Startups often struggle to prioritize software development between new features, bugs and tech debt.
This might help with the prioritization while ensuring all development ties back to the company's mission, vision and values:
- Strategy: First, translate your company's mission/vision into high-level, annual Objectives and Key Results (OKRs) and optionally, team’s quarterly/monthly OKRs (some great OKR examples on okrexamples.co).
- Product: OKRs are excellent for driving the product vision, strategy and backlog, since they help you prioritize the right features. A product vision can be a short statement that describes how it plans to address customer needs, perhaps in the form of a unique value proposition. The product strategy breaks this down into a handful of high level product themes (e.g. Analytics, Mobile, Tech Debt) to group features that take into consideration: customer personas and pain points, competitor differentiation, market needs, paying down technical debt, expanding customer base, reducing churn…and so on. If a feature doesn’t tie back to a startup’s OKRs, then it probably shouldn’t be on the list — it’s that simple! Here are a couple of examples of good OKRs: a) Increase retention rate by 10% (Theme: AI, Benefit: Help customers with decision making); b) Acquire 100 new corporate clients (Theme: Competition. Benefit: Exceed competitor X’s features).
- Engineering: Once a product strategy is in place, it’s time to visually communicate (product roadmap) to stakeholders how your project will meet business objectives by showing direction and progress of high level features/releases. While product roadmaps are excellent for visualizing high-level features, at some point you need to get down to actually building the features. A product backlog helps accomplish this by providing a list of prioritized features with estimates of complexity (not actual time) as user story points). The product backlog, with prioritized user stories and high level estimates, then becomes the driver for Agile/Scrum sprints. A product backlog typically has a few sprints worth of features (user stories), prioritized with high level (complexity) estimates, ready for the engineering team to work on. It is common to see two-week sprints in Agile projects. In the beginning of each sprint, the engineering team can pick a set of stories to work on. Since the product backlog has relative estimates, it can be mapped to the past velocity of the team. For example, If the team is able to complete 100 story points in a given two-week sprint, then they can take that many stories to work on in the next sprint.
- Communicate: Once stories have been deployed to production, often as part of planned releases, they can be available to downstream groups (e.g. marketing, sales, customer service) for next steps. This is when it all comes together! Downstream groups can use the product vision, strategy, roadmap, and ready features, to articulate the appropriate messaging to the customers, for example: Marketing can have enough lead time from the roadmap and use the products vision and strategy for its messaging, collateral and marketing activities Sales can use these to let customers know about unique value proposition and expected features in the near term. Customer service can alleviate customer concerns by letting them know when certain bug fixes or new features will be ready and provide regular customer feedback to the product engineering and product teams
By following a simple workflow, it is relatively easy to connect the dots from the company mission down to building features to downstream groups. OKRs complement that by providing control, predictability, prioritization, and autonomy.