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Marketers and sales people can get a reputation for speaking in esoteric jargon, especially when interviewing. So I led with the fact I'm good with numbers knowledge and to show I'd always use data to inform decisions and be incredibly cost efficient. First post in series – here
Get friendly with data and money
- 'We are' not 'We should' – preface.
Time is fleeting in a startup. What you need from a growth lead is the answer backed by data, not a frivolous omnidirectional debate. I have my North Star Metric, that's my goal.
When I come to you with a direction, my phrasing will always be 'we're going to' or 'we've started to'.
This is because the data has been exported, analysed, documented and already consumed to inform my decision. By the time my proposal is shown, it will be inscrutable and proven with the research I undertook to reach the decision, I'm simply letting you know that the work has been done and this is the best step to take. My workings will always be written in a workable doc with precise links to the reporting I have extracted the data from.
- 'Thou shalt attribute.'
I cannot stand grey areas in marketing, there are no excuses. Not having attribution partners in place or an absolute key understanding of your purchase pathways is wastage. If my budget is $ 10 or $ 10m, understanding exactly where that money went and what the ROI was will be incredibly significant.
Example Retained agencies.
Agencies will be held accountable to report on all hours of the work they undertook for the company, they will report on ROAS and specific time taken on projects.
Be pedantic, or bring the skills in house.
A good rule of thumb is that 1 hour of work needs 30 seconds explaining; if it requires less, it is perhaps not an hour's work. Push for details.
Example Paid Social
I am an expert at reading whether an ad is good or not with the data, I guarantee my ads will deliver. The learnings and data were there to be read and understood and learnt from, so I did.
Unnecessary charges based on having poor or no attribution partners whose entire reason for existing is to make sure you're not overpaying and to source the purchase is ridiculous.
Unnecessary charges based on poor construction of your campaigns and then overpaying need never happen.
One look will tell you Snapchat's UI could be operated by toddlers, all it requires is learning the format of successful ad building based on the readily available data.
Plug into the right places, pay for the right conversions, and understand the terminology exceptionally and monitor intimately.
- 'High standards encourage excellent standards of practice'
Knowing where you're starting from with the specific data you can acquire, down to the minutia, will absolutely help you grow healthier and better.
Every step you take that leads to a measurable improvement in growth, IS growth.
When it comes to managing a team, being able to prove improvements or detriments makes for an easy performance review. Not just for your employee, but for yourself.
Though very black and white as a review process, it is always your responsibility to create an environment that encourages learning and growth, if your team member is not improving, it is your responsibility to better this environment and get them on the path.
An upwards curve following a performance review represents your learning, their learning and better results.
- 'Plot and predict'
The best heads of growth work closely with the money. This is logical when you consider that they're in control of a huge portion of the marketing spend.
A successful growth expert will be able to monitor budgets based on previous campaigns and predict the likelihood of having more or less money to spend the next month, they're in a luxurious position of being able to control growth if they're seeing success.
A growth expert can plot the course of growth in line with the company's motives.
The company may look to raise, the company might be on the sliding path to be erased; it is the growth lead's job to remain at the forefront to plot out projections and predict the good and the bad.
This means answering questions; 'How many conversions can we get for X?' 'Can we carry on growing if we spend X per conversion?' 'How much revenue can we generate with X on growth?' 'What's our runway if we cut all growth?'
They are the very much the engineer of the marketing team.
This is the end of slide one – next slide is manufacturing creativity; coming tomorrow.
Let me know if you have any q's or comments 🙂