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@jeroentjepkemaThe Talent Institute, 10 June 2016
Grow Better Products, Faster
Slides: bit.ly/TTI-GROW
09.00-10.30:Positioning, Life Cycle & Messaging10.30-10.45:Coffee!10.45-11.45:Frictionless User Experience11.45-12.00:More coffee!12.00-12.30:Analytics Stack
Part 1:Positioning, Life Cycles & Messaging
Survival of the fittest
It is not the strongest of the species that survives, nor the most intelligent that survives.
It is the one that is most adaptable to change to their environment.
- Charles Darwin
Three kinds of innovation
Sustain(optimizing for more
of the same)
Improve alongcurrent metrics...
...or alterthe rate of improvement
Innovate(introduce nearby product,
market, or method)
Switch to a newvalue model
Sustain(optimizing for more
of the same)
Improve alongcurrent metrics...
...or alterthe rate of improvement
Innovate(introduce nearby product,
market, or method)
Switch to a newvalue model
Sustain(optimizing for more
of the same)
Improve alongcurrent metrics...
...or alterthe rate of improvement
Disrupt(Fundamentally changing
the business model)
Change the businessmodel entirely
Experiment with product, market, and method.
Product(new “what”)
Market(new “who”)
Method(new “how”)
A three-maxima model of (enterprise) innovation
Currentstate
Business optimization
A three-maxima model of (enterprise) innovation
Currentstate
Business optimization
Product,market
innovation
You can convince executives of this
because some of it is familiar.
A three-maxima model of (enterprise) innovation
Currentstate
Business optimization
Product,market
innovation
Business model
innovation
You can convince executives of this
because some of it is familiar.
This is terrifying because it eats the current business.
A three-maxima model of (enterprise) innovation
SustainingNext year’s car
Sustaining InnovativeNext year’s car Electric car,
same dealer
Sustaining Innovative DisruptiveNext year’s car Electric car,
same dealerOn-demand, app-based
car service
...then disruptive innovation
produces exponential growth.
If sustaining innovation produces linear growth...
Another way to look at it
Don’t sell what you can make. Make what you can sell.
Kevin Costner is a lousy entrepreneur.
It’s no longer about if you can build it, it’s about if anyone will care (for your result)
The Innovation Dilemma
the Kodak moment
The problem is framing
The problem is framing...
a.k.a. The Innovator’s Dilemma
YOU ARE HERE
YOU ARE HERE
LOCALMAXIMUM
OPTIMIZATIONOF CURRENT
METRICS/CUSTOMERS
GLOBALMAXIMUM
YOU ARE HERE
INNOVATION=
SURVIVAL
EVERYBODY HATESGOING DOWNHILL
YOU ARE HERE
GLOBALMAXIMUM
INNOVATION=
SURVIVAL
Or, why I hate growth hacking?
the ‘Growth Hack’
An exploit (from the verb to exploit, in the meaning of using something to one’s own advantage) is a piece
of software, a chunk of data, or sequence of commands that takes advantage of a bug, glitch or
vulnerability in a system order to cause unintended or unanticipated behavior to occur on computer software,
hardware, or something electronic (usually computerised).
If an exploit is part of a system, then Growth Hacking is to get the system to do something it’s not designed to do.
AirBnB and Craigslist
Every successful startup has found and benefited from a growth hack...
and then... marketing happened
In reality, growth hacking sucks...
One trick pony? What works for others probably doesn’t work for you...
90% of your experiments will fail...
Growing before product/market fit? Really?
a.k.a. founders blindness
Why is this important?
Consumers are in control, we need to be creative to
grow, acquire new users and retain them...
“”Zero moment of Truth:That moment when you grab your laptop, mobile phone or other device and start learning about a product/service you’re thinking about trying.
It’s a moment where consumers make choices that affect the success and failure of nearly every brand in the world...
Impact of Mobile?
Impact of Mobile?
YourBRAND
Impact of Mobile?
every day
Fitbit
Foursquare
Human.co
NBA.com
Newsapps
YourBRAND
Impact of Mobile?
every week
every day
Netflix
Youtube
Dropbox
Parkmobile
Soundcloud
Evernote
Fitbit
Foursquare
Human.co
Facetimefacebook
NBA.com
News apps
YourBRAND
Impact of Mobile?
every week
every day
Shazam
GoogleHangouts
Netflix
Youtube
Dropbox
Parkmobile
GooglePlus
Soundcloud
Evernote
Google Maps
Appie
Skype
Pathe
Youtube
Meetup
Fitbit
Foursquare
Human.co
Facetimefacebook
NBA.com
News apps
every month
YourBRAND
Impact of Mobile?
YourBRAND?
every week
every day
Shazam
GoogleHangouts
Netflix
Youtube
Dropbox
Parkmobile
GooglePlus
Soundcloud
Evernote
Google Maps
appie
Skype
Pathe
Youtube
Meetup
Fitbit
Foursquare
Human.co
Facetimefacebook
NBA.com
every month
YourBRAND
Current markets & channels are noisy
But most of all, users are skeptical and have the ability to
check everything
Enter positioning...
A positioning statement describes your unique value for something that an
identified market segment truly cares about
http://differentbetterbook.comSee:
Positioning brings focus to your entire organization, as it has to match every interaction a user has with both company, competitor and
product...
Position yourself: What kind of market am I chasing?
New
CurrentCurrent New
Market
Product category
Dominate:Go for market
leadership to ncrease revenues, market share and brand differentiation.
Based on H. Igor Ansoff’s matrix
New
CurrentCurrent New
Market
Dominate:Go for market leadership to
increase revenues, market share and
brand differentiation.
Segment:Wrap your product around customers understanding of
market. High rewards, less
potential growth
Based on H. Igor Ansoff’s matrix
Product category
New
CurrentCurrent New
Market
Segment:Wrap your product around customers understanding of
market. High rewards, less
potential growth
Reframe:Beat leadership by
creating new category from
existing one. Focus on innovation
Based on H. Igor Ansoff’s matrix
Dominate:Go for market leadership to
increase revenues, market share and
brand differentiation.
Product category
New
CurrentCurrent New
Market
Segment:Wrap your product around customers understanding of
market. High rewards, less
potential growth
Reframe:Beat leadership by
creating new category from
existing one. Focus on innovation
Create new:Merge existing
categories to create blue ocean.
Convince the world for first mover
advantage
Based on H. Igor Ansoff’s matrix
Dominate:Go for market leadership to
increase revenues, market share and
brand differentiation.
Product category
Dominate:Go for market leadership to
increase revenues, market share and
brand differentiation.
New
CurrentCurrent New
Market
Segment:Wrap your product around customers understanding of
market. High rewards, less
potential growth
Reframe:Beat leadership by
creating new category from
existing one. Focus on innovation
Create new:Merge existing
categories to create blue ocean.
Convince the world for first mover
advantage
Based on H. Igor Ansoff’s matrix
Mileage
depend
s on co
mpetitiv
e land
scape
, your
reach
, finan
ce, e
tc.
Positioning Canvas(because all good things need one)
What is it?A short statement that describes what you are/do
Target SegmentThe specific target market you are targeting in the short term (aka which are the leads you’re most likely to close?)
Market CategoryDescribe the market that you’re competing in
Competitive AlternativesIf your customers don’t use you, what products/services do they use?
Primary DifferentiationThe one thing (yes, one!) that sets you apart the most from competitive analysis?
Key benefitThe biggest benefit your target market derives from your offering?
Positioning Canvas
http://differentbetterbook.comSee:
Positioning. Your experiment umbrella:
(re-)Framing Product Messagemap Market Positioning
components
http://differentbetterbook.comSee:
Why Growth Hacking loves positioning...
The core of Growth Hacking is rapid experimentation
Growth hacking, demystified.
Find correlation
Test causality
Rinse & Repeat for optimum
Pick a metric to change
Run multiple experiments (on-brand vs. off-brand)
Understand your product faster, push your core message...
Exercise 1: Build positioning statement
What is it?A short statement that describes what you are/do
Target SegmentThe specific target market you are targeting in the short term (aka which are the leads you’re most likely to close?)
Market CategoryDescribe the market that you’re competing in
Competitive AlternativesIf your customers don’t use you, what products/services do they use
Primary DifferentiationThe one thing (yes, one!) that sets you apart the most from competitive analysis
Key benefitThe biggest benefit your target market derives from your offering
Positioning Canvas
Part 2:Messaging
Turn your audience into a prospect
http://solveforinteresting.com/building-a-message-map/
“I need a vehicle to get around, be productive, and enjoy my life.”
“I want to own a car because it’s convenient; it’s a personal relationship; I don’t trust others.”
“I want to save money and fuel. I also care about the environment and want to be seen as ‘green’.”
People who want to driveA.
Prospective car buyersB.
People looking for a hybridC.
Honda Civic OwnersD.“Your best customer”
Everyone in the world
Those who don’t need cars•I’m too young to drive• I’m too old to drive• I can walk or take public
transit
Car users who won’t buy•It’s too expensive for me• I will use a shared car service• It’ll get stolen
Those who won’t buy hybrids•Hybrids are gutless•Batteries are toxic & explosive• In the end it costs more than it
saves
I will buy another brand•I’ve always driven a VW•Toyotas are reliable• I want something prestigious
“I need a vehicle to get around, be productive, and enjoy my life.”
“I want to own a car because it’s convenient; it’s a personal relationship; I don’t trust others.”
“I want to save money and fuel. I also care about the environment and want to be seen as ‘green’.”
People who want to driveA.
Prospective car buyersB.
People looking for a hybridC.
Honda Civic OwnersD.
Everyone in the world
“Your best customer”
Those who don’t need cars•I’m too young to drive• I’m too old to drive• I can walk or take public
transit
Car users who won’t buy•It’s too expensive for me• I will use a shared car service• It’ll get stolen
Those who won’t buy hybrids•Hybrids are gutless•Batteries are toxic & explosive• In the end it costs more than it
saves
I will buy another brand•I’ve always driven a VW•Toyotas are reliable• I want something prestigious
“Isn’t it time you got out of the city?” campaign showing how cars make nature accessible &
ridiculing urban hipsters.
Ads showing how cars are needed any time (pregnancy, errands, urgent business) and
how a car is a “personal
Urgency (“every time you drive a non-hybrid car you kill the planet
a little”) and testimonials from buyers who’ve saved money.
Honda branding ads and model-specific promotions.
Follow-up satisfaction campaign to encourage buyers to tell their friends
“I need a vehicle to get around, be productive, and enjoy my life.”
“I want to own a car because it’s convenient; it’s a personal relationship; I don’t trust others.”
“I want to save money and fuel. I also care about the environment and want to be seen as ‘green’.”
People who want to driveA.
Prospective car buyersB.
People looking for a hybridC.
Honda Civic OwnersD.“Your best customer”
Everyone in the world
Those who don’t need cars•I’m too young to drive• I’m too old to drive• I can walk or take public
transit
Car users who won’t buy•It’s too expensive for me• I will use a shared car service• It’ll get stolen
Those who won’t buy hybrids•Hybrids are gutless•Batteries are toxic & explosive• In the end it costs more than it
saves
I will buy another brand•I’ve always driven a VW•Toyotas are reliable• I want something prestigious
“Isn’t it time you got out of the city?” campaign showing how cars make nature accessible &
ridiculing urban hipsters.
Ads showing how cars are needed any time (pregnancy, errands, urgent business) and
how a car is a “personal
Urgency (“every time you drive a non-hybrid car you kill the planet
a little”) and testimonials from buyers who’ve saved money.
Honda branding ads and model-specific promotions.
Follow-up satisfaction campaign to encourage buyers to tell their friends
Sponsor a driving school
“Give the gift of driving” campaign for grandparents.
Financing, cashback
Sell to carshares; underscore their
PR on dangers of commuting, pedestrian
deaths
Theft warranty, tracking services, high-end locks
Independent tests, standard metrics (0-60 in
X)
Lab research, studies
Prove Honda hires US
Spontaneous accel. stories
Premium brand (Acura)
“I need a vehicle to get around, be productive, and enjoy my life.”
“I want to own a car because it’s convenient; it’s a personal relationship; I don’t trust others.”
“I want to save money and fuel. I also care about the environment and want to be seen as ‘green’.”
People who want to driveA.
Prospective car buyersB.
People looking for a hybridC.
Honda Civic OwnersD.
Everyone in the world
“Your best customer”
How to build your marketing campaign?
http://www.yearonelabs.com/three-questions-all-marketers-must-answer/
When will you decide if it worked, and adjust?
Who are you targeting?
Size, reachability,homogeneity.
What do you want them to
do?
Specific, measurablecall to action.
Why should they do it?
Laid, paid, made,or afraid; messagefits their mindset.
How will you know if they
did?
Analytics,instrumentation.
Part 3:Growth Engines
Stickiness
Keep people coming back.Approach?
Get customers faster than you
lose them.Metrics?
Lean Startup: 3 engines of growth
Lean Startup: 3 engines of growth
Virality
Make people invite friends.
How many they tell, how fast
they tell them.
Stickiness
Keep people coming back.Approach?
Get customers faster than you
lose them.Metrics?
Virality
Make people invite friends.
How many they tell, how fast
they tell them.
Price
Spend money to get customers.
Customers are worth more than
they cost.
Stickiness
Keep people coming back.Approach?
Get customers faster than you
lose them.Metrics?
Lean Startup: 3 engines of growth
Virality PriceStickiness
Users RevenueTraffic ? ?
How to ‘find’ growth?
The key is to map out the lifecycle of your customers...
AARRR: Give us your conversion?
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle Funnel
Secret sauce?
Website.com
4. REFERRAL
Emails & widgets
Campaigns, Contests
5. Revenue $$$
Biz DevAds, Lead Gen, Subscriptions, etc
2. Activation
Homepage / Landing Page
Product Features
1. ACQUISITION
SEOSEM
Apps & Widgets
Affiliates
PR Biz DevCampaigns,
Contests
Direct, Tel, TV
Social Networks
Blogs
Domains
3. RETENTION
Emails & Alerts
Blogs, Content
System Events & Time-based Features
Anatomy of a web page
The DNA of your best bustomer
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle Funnel
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle FunnelChannels
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle FunnelChannels
Product
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle FunnelDi
gita
l Mar
ketin
g
Buye
r Jou
rneyChannels
Product
Conv
ersio
n Op
timiza
tion
Acquisition
Activation
Retention
Revenue
Referal
Life Cycle FunnelDi
gita
l Mar
ketin
g
Cust
omer
Jour
ney
Buye
r Jou
rneyChannels
Product
Repeatable growth comes from understanding your product, finding your
best user and how to acquire more of them...
Make themrefer
Retain them
Get revenue from them
Acquirecustomers
Activate them
Repeatable growth comes from understanding your product,
finding your best user and how to acquire more of them...
Always build your own life cycle funnel:‣Riskiest assumptions‣Data Driven
Customer Acquisition Cost
paid direct search wom inherent virality
VISITOR
Freemium/trial
Enrollment
User
Disengaged User
Cancel
Freemium churn
Engaged User
Free user disengagemen
t
Reactivate
Cancel
Trial abandonment
rate
Invite Others
Paying Customer
Reactivationrate
Paid conversion
FORMER USERSUser Lifetime
Value
Reactivate
FORMER CUSTOMERS
Customer Lifetime Value
Viral coefficient
Viral rate
Resolution
Support data
Account Billing Info Exp.
Paid Churn Rate
Tiering
Capacity Limit
Upselling rate Upselling
Disengaged DissatisfiedTrial Over
E-commerce SaaS MediaMobile
appUser-gencontent
2-sidedmarket
Six business model archetypes
The mobile app!customer lifecycle!
Ratings Reviews
Search
Leaderboards
Purchases
Downloads
Installs
Play
Disengagement
Reactivation
Uninstallation
Disengagement
Account"creation
Virality
Downloads,"Gross revenue
ARPU
App sales
Activation
Churn, CLV
In-app"purchases
App
stor
e!
Incentivized
Legitimate
Fraudulent
Ratings!
How to fit your business idea?
How to fit your business idea?Start with the customer journey
Consider your Monday morning routine?
Wake up What happens here?First
coffee break
Booking a holiday, the start of an emotional roller coaster...
ShareOrientation Search Selection Booking Planning Departure Holiday Arrival Share
Experience
Booking a holiday, the start of an emotional roller coaster...This is where the next trip starts
+
-
Part 4:Frictionless Fundamentals
A wealth of information creates a poverty of attention...
(Computers, Communications and the Public Interest, pages 40-41, Martin Greenberger, ed., The Johns Hopkins Press, 1971.)
Source: Dr. BJ Fogg, Stanford University
Action: Fogg Behavior Model
trigger(SUCCESS!)
trigger(FAIL!)
ability
mot
ivatio
n
Focus on the desired behavior, not just the information.
http://www.psychologytoday.com/blog/yes/200808/changing-minds-and-changing-towels
26% increase in towel re-use with an appeal to social norms; 33% increase when tied to the specific room.
Why UX should be your priority?
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013
“You’re more likely to miss stuff just because it takes a long time to scroll down the page”~ User 56A on the MeetHue.com website
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013
“Your getting blamed for things that are not your fault”
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013
WHAT happened here?
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013
the WAITING experience
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013Source: Jakob Nielsen
0 0,5
Visual confirmation
Source: Jakob Nielsen
the WAITING experience
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013Source: Jakob Nielsen
0 0,5 1,5
Visual confirmation
UnderstandNavigation
Source: Jakob Nielsen
the WAITING experience
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013Source: Jakob Nielsen
0 0,5 1,5 3
Visual confirmation
UnderstandNavigation
Relevant Content?
Source: Jakob Nielsen
the WAITING experience
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013Source: Jakob Nielsen
0 0,5 1,5 3 10
Visual confirmation
UnderstandNavigation
Relevant Content?
ByeBye!
Source: Jakob Nielsen
the WAITING experience
Presented by MeasureWorks & Philips at ShoppingToday 2013, reference: http://bit.ly/MW-ST2013Source: Jakob Nielsen
Build for Information Processing
Request(Zero Moment of Truth)
Reply(Skeleton = Perceived value)
https://www.youtube.com/watch?v=0LueoZaifVE
Orientation(Rendering = Orientation)
Decision(Convert into actions)
Don’t stop with one page: Flow state
Provide relevant content to support task completion...
...deliver it fast, focus on perception!
Click away slidePerformance tolerance?
Offline vs. Online
“Both offline and online consumers associate slow performance with
poor customer service”
Queuing for iPhone6 launch - London 2014
Purpose vs. Context
Online users often lack context for delays...
...and see no other option than to click away
...Conversion Impact Score
0-0,5 0,5-1 1-1,5 1,5-2 2-2,5 2,5-3 3-3,5 3,5-4 4-5 5-6 6-7 7-8 8-9 9-10 >10
Con
vers
ion
rate
(%
)
Category Title
Real User Monitoring: True Conversion Rate
0%
10%
Competitive Custom B2B
Data collected by MeasureWorks at various e-commerce websites using real user monitoring, reference: http://bit.ly/MW-VEUrum
Real User Monitoring: True Conversion Rate
0%
10%
Optimal Conversion: 1,8s
0-0,5 0,5-1 1-1,5 1,5-2 2-2,5 2,5-3 3-3,5 3,5-4 4-5 5-6 6-7 7-8 8-9 9-10 >10
Con
vers
ion
rate
(%
)
Category Title
Competitive Custom B2B
Data collected by MeasureWorks at various e-commerce websites using real user monitoring, reference: http://bit.ly/MW-VEUrum
Real User Monitoring: True Conversion Rate
0%
10%
Optimal Conversion: 1,8s
LD50: 4,3s
0-0,5 0,5-1 1-1,5 1,5-2 2-2,5 2,5-3 3-3,5 3,5-4 4-5 5-6 6-7 7-8 8-9 9-10 >10
Con
vers
ion
rate
(%
)
Category Title
Competitive Custom B2B
Data collected by MeasureWorks at various e-commerce websites using real user monitoring, reference: http://bit.ly/MW-VEUrum
Real User Monitoring: True Conversion Rate
0%
10%
Optimal Conversion: 1,8s
LD50: 4,3s
Poverty Line: 7,6s
0-0,5 0,5-1 1-1,5 1,5-2 2-2,5 2,5-3 3-3,5 3,5-4 4-5 5-6 6-7 7-8 8-9 9-10 >10
Con
vers
ion
rate
(%
)
Category Title
Competitive Custom B2B
Data collected by MeasureWorks at various e-commerce websites using real user monitoring, reference: http://bit.ly/MW-VEUrum
On average a fast experience converts up to 70% higher...
Data collected by MeasureWorks at various e-commerce websites using real user monitoring, reference: http://bit.ly/MW-VEUrum
6 UX ‘hacks’ for happy customers...
Perception is KEY!
http://www.nytimes.com/2012/08/19/opinion/sunday/why-waiting-in-line-is-torture.html?pagewanted=all&_r=0
http://answers.yahoo.com/question/index?qid=1005081200005
nytimes.com/2004/02/27/nyregion/27BUTT.html
Which is faster?
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
Which is faster?
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
Which is faster?
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
Which is faster?
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
“The faster you can visualize your content, the more engaged your visitors will become”
Understand & prioritize your feature content
A: Load carousel first B: Delayed download
20% time spent on priority content 1% time spent on priority content
http://www.nngroup.com/articles/website-response-times/
Yet, 83% of all Dutch eCommerce sites loads menu before feature
content...
“The faster you can paint your feature content,
the more engaged your visitors will become”
Avoid (too much) Sequencing
“Provide your users the time to understand navigation as they often
overlook things that change too fast and/or often”
www.example.com
Homepage Search Productoverview
Product Detail Basket
Homepage Search Productoverview
Product Detail Basket
Homepage Search Productoverview
Product Detail Basket
Understand navigation (1-2 sec.)
Consistentnavigation (0,5-1 sec.)
Renew yourorientation (1-2 sec.)
renewyour navigation
(1-2 sec.)
Consistentnavigation (0,5-1 sec.)
Consistent, simple & user generated navigation
Use speed to increase perceived value
Homepage Search Productoverview
Product Detail Payment
Tolerated speed
Fast response = Fast Experience?
The kayak effect: http://bit.ly/UgTneD
People prefer to wait for up to a minute to get what they
want from an app rather than get it instantly – if, and
it’s an important if, they believe the app is working
for them
http://www.fastcodesign.com/1669788/the-3-white-lies-behind-instagrams-lightning-speed
http://blog.placeit.net/ux-tactics-make-slow-things-seem-faster/
Show effort, provide specific content,
build trust
Set your performance budget
Setting a performance budget:A pre-defined set of metrics
that describe normal behavior
in order to detect variances
and to be comparable in historical context
Example performance budget...
Perception
Actionable
Flow
TtFB
Page Size
Time to first Byte 0.0 - 0.2 sec.
Speed Index 0.5 - 1 sec.
Document complete: 1-3 sec
Variation < 20% between pages in funnel
Page size < 1Mb (75 requests)
Example performance budget...
A practical (and easy DIY) example:
Service Window
Purchasing a bed,
must be completed (speed),
where every page loads under 3 sec.,
from any location in the Netherlands,
for 95% of all users,
every 5 minutes between 6am and 12pm,
using IE9 and higher,
Customer journey
Metric: Speed
Target: Sec
User scenario
User locations
Percentile
measured with Synthetic Monitoring. Monitoring type
Business
Performance
Don’t forget? Optimize for Mobile
Let the device work...
Make life easy, insert touch events...
Search
Touch gestures
Native gestures
Scrolling
Make your UX sticky...
Experience vs. surfing online....
Experience vs. surfing online....
Always compared to past experiences
Experience vs. surfing online....
Task completion has positive impact
Always compared to past experiences
Experience vs. surfing online....
Task completion has positive impact
Slow downs have more impact
Always compared to past experiences
Experience vs. surfing online....
15-20% worse than reality
Task completion has positive impact
Slow downs have more impact
Always compared to past experiences
Consumers visit 18-23 travel websites before they finally convert
Source: TNS/Nipo
Search/Orientation phase
Perception of experience
1
Experience influence cycle
http://twinkle100.measureworks.nl
Delivered experience
Your website
3
5
2
Stimulate content/conversion
4
Search/Orientation phase
Perception of experience
1
http://twinkle100.measureworks.nl
Experience influence cycle
Holy experience, Batman...
Good Design +
Fast Delivery =
Great User Experience
Three simple performance checks
Speed
actionable, non-technical,
End User Focused
How fast am I?
234
go to http://webpagetest.org
235
www.example.com
select location
select browser
Set connection speed
Create video
1: Configure test
2: Key Optimizations
3: Performance metrics
Use Akamai State of the Internet quarterly reports to select right bandwith per country: http://www.akamai.com/stateoftheinternet/
237
http://www.digitalmarketinglive.nl
Anatomy of a web page
Anatomy of a web page
A set of resources to be fetched from a server...
The browser renders the page...
This results in the page being displayed on your screen
1
2
3
Introducing the waterfall chart
See also: 90 minute optimization cycle, Strangeloop, Velocity 2012
HTML
See also: 90 minute optimization cycle, Strangeloop, Velocity 2012
HTML
Resources
See also: 90 minute optimization cycle, Strangeloop, Velocity 2012
HTML
Resources
Start Render
See also: 90 minute optimization cycle, Strangeloop, Velocity 2012
HTML
Resources
Start Render
Document Complete
See also: 90 minute optimization cycle, Strangeloop, Velocity 2012
Waterfall techniquea.k.a. show me where it hurts
Code Green:Time to first byte?
Code Orange:Too many connections
106 Connections(almost one per request)
Code Blue:Too many bytes (page bloat)
Code Grey:Bad repeat view
First view Repeat view
Why is this important?
Why is this important? 85-90% of all slowdowns are
caused by your front-end code...
Visual Comparison
259
>
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
Compared to the competition?
No permission needed...
9.76 sec. 4.75 sec. 7.09 sec. 2.31 sec.
Tested with webpagetest.org (WiFi (10Mbs down/1,5Mbs up), 4G (5Mbps Down, 1Mbps Up) & 3G (2000Kbps Down, 764Kbps Up))
Or the easy way: http://benchmark.measureworks.nl
Responsive web?
http://whatismyscreenresolution.com
Do you trust your third parties?
4.3 sec22.1 sec
Source: webpagetest.org
Source: requestmap.webperf.tools
Source: requestmap.webperf.tools
Bonus: Test your design
0
25
50
75
100
1 2 3 4 5
Slow Average Fast
% of
resp
onde
nts t
hat r
ated
the a
ctua
l web
site s
peed
Design score (1=bad - 5=beautiful)
When users experienced a slow website, 60% of them rated
design lower
Page Load Time: https://chrome.google.com/webstore/detail/page-load-time/fploionmjgeclbkemipmkogoaohcdbig
Webpagetest: https://chrome.google.com/webstore/detail/webpagetest/jhbepelanbbipbinkkjcadbjjinjmiec
Page Analytics: https://chrome.google.com/webstore/detail/page-analytics-by-google/fnbdnhhicmebfgdgglcdacdapkcihcoh
Resources: https://github.com/micmro/performance-bookmarklet
Ghostery: https://chrome.google.com/webstore/detail/ghostery/mlomiejdfkolichcflejclcbmpeaniij
Build With: https://chrome.google.com/webstore/detail/builtwith-technology-prof/dapjbgnjinbpoindlpdmhochffioedbn
Responsive Design: https://chrome.google.com/webstore/detail/responsive-web-design-tes/objclahbaimlfnbjdeobicmmlnbhamkg
Clear Cache: https://chrome.google.com/webstore/detail/clear-cache/cppjkneekbjaeellbfkmgnhonkkjfpdn
SPOF: https://chrome.google.com/webstore/detail/spof-o-matic/plikhggfbplemddobondkeogomgoodeg
Browser Plugins:
Exercise 2: Test the speed of your website
http://wpt2.measureworks.nl/result/160609_X6_554/
http://wpt2.measureworks.nl/result/160609_2W_e11794954c2320eaba3f99cd63af5a8c/
Desktop:
Mobile:
Part 5:CRO tactics
The 5 “mores”
(Sergio Zyman)
More things
To more people
For more money
More often
More efficiently‣ Supply chain optimization‣ Per-transaction cost reduction
‣ Loyal customer base that returns‣ Demand prediction, notification
‣ Maximum shopping cart‣ Price skimming/tiering
‣ Highly viral offering‣ Low incremental order costs
‣ Inventory increase‣ Gifting, wish lists
http://www.slideshare.net/GrowthTribe/growth-tribe-alistair-croll-startup-workshop-lean-analytics-growth-hacking
Best deal: Get 1, pay for 2
A typical sales call:Jeroen: How you doing?Bas: Kinda bored...Jeroen: So if I summarize, your challenge is to solve problem x and y, Right?...Bas: Yes, that’s right!Jeroen: It sounds like this is a big need?Bas: Yeah, that’s why we entered your online form to learn moreJeroen: Awesome. Well it sounds like you secured the budget for this?Bas: Yes, we have...Jeroen: Awesome, may I ask who the decision maker is?Bas: I amJeroen: Great. And when would you like to have thisBas: Yesterday, but no later than tomorrowJeroen: Awesome. Enjoy your workshop...
Budget Authority Need Time
BANT for online...
Priority Time Authority Need
4 sales archetypes
4 sales archetypes
Priority
Must have features
Timelapse
Nice to have
Need to have
Must have
Recognition
Orientation
Understand impact
Sale
Time
End point focus
Installation
Order
Sequence Critical Event
Delivery
First Value (install)
Value proof
Order
4 sales archetypes
Authority
Feature diversity
Users
Manager
Executive
Authority
Decision maker
Distributed
Decision maker
Committee?
4 sales archetypes
Need
Feature discovery
Identifiedneeds
Banana Onion
Feature 2
Features & Benefits
X
Y
Z
1
2
3
Need xNeed Z
Need y
Feature 1
Need X
4 sales archetypes
Part 5:(Lean) Analytics Stack
Lean Growth engines
Problem/Solution
MarketFit
Growth
Lean Startup (Accelerator)
CustomerJourney
Pain/Gain
Scale
Businessunit
Corporate exit
Scale-up
Problem/Solution
MarketFit
Growth
CustomerJourney
Pain/Gain
Lean Startup (Accelerator)
Scale
Businessunit
Corporate exit
Scale-up
Pain/Gain
Problem/Solution
Growth
CustomerJourney
Best customer
Repeatable revenue
“Growthhack”
MarketFit
Lean Startup (Accelerator)
Scale
Businessunit
Corporate exit
Scale-up
Pain/Gain
Problem/Solution
Growth
CustomerJourney
Best customer
Repeatable revenue
Empathy Stickiness Virality Revenue Scale(Lean) Analytics stages
“Growthhack”
MarketFit
Lean Startup (Accelerator)
Knowing what to optimize when:Putting a line in the sand
Why is Nigerian spam so badly written?
Aunshul Rege of Rutgers University, USA in 2009
1000 emails
1-2 responses
1 fool and their money, parted.
Bad language (0.1% conversion)
Gullible (70% conversion)
1000 emails
100 responses
1 fool and their money, parted.
Good language (10% conversion)
Not-gullible (.07% conversion)
Nigerian spammershave really learned to understand their
target market and ‘best customers’
correlation vs. causation
Correlated
Two variables that are related (but may be
dependent on something else.)
Causal
An independent variable that directly
impacts a dependent one.
1
10
100
1000
10000
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Relationship between Ice cream and drownings?
Ice cream consumption Drownings
Correlated
Two variables that are related (but may be
dependent on something else.)
Causal
An independent variable that directly
impacts a dependent one.
Ice cream & drowning.
Summertime & drowning.
A leading, causal, connection is the analytics superpower...
‣ A Facebook user reaching 7 friends within 10 days of signing up (Chamath Palihapitiya)
‣ A Dropbox user who puts at least one file in one folder on one device (ChenLi Wang)
‣ Twitter user following a certain number of people, and a certain percentage of those people following the user back (Josh Elman)
‣ A LinkedIn user getting to X connections in Y days (Elliot Schmukler)
Some examples
(From the 2012 Growth Hacking conference. http://growthhackersconference.com/)
One Metrics That Matters
In a startup, focus is hard to achieve.
That’s why we pick one metric at at time...
Picking your One Metric That Matters:
It answers the most important questions for your stage
It puts focus into the entire company
It forces you to put a line in the sand
It inspires a culture of experimentation
Positioning
So, where does your product fit? (again, positioning)
If a metric won’t change how you behave, it’s a bad metric
A good metric is:
Understandable
If you’re busy explaining the
data, you won’t be busy acting on it.
Comparative
Comparison is context.
A ratio or rate
The only way to measure change and roll up the
tension between two metrics (MPH)
Behaviorchanging
What will you do differently based on the results you
collect?
Data Science evangelist
“”...There are known knows; there are things we know that we know. There are known unknowns; that is to say, there are things
that we now know we don’t know. But there are also unknown unknowns; there are things we do not know we don’t know.
“”...There are known knows; there are things we know that we know. There are known
unknowns; that is to say, there are things that we now know we don’t know. But there are also unknown unknowns; there are things we
do not know we don’t know.
Avinash Kaushik on Analytics
Things we
know
don’tknow
we knowAre facts which may be wrong and should be checked against data.
we don’tknow
Are questions we can answer by reporting, which we should baseline & automate.
we knowAre intuition which we should quantify and teach to improve effectiveness, efficiency.
we don’tknow
Are exploration which is where unfair advantage and interesting epiphanies live.
known knowns known unknowns unknown unknowns:: ::
(Vanity Metrics) (Actionable trends) (Leading Indicators)
Now look at your metrics:
How many of my current metrics are good metrics?
How many do you use to make business decisions
Are there others you’re not thinking of?
Putting a line in the sand
Importance of correlation vs. causation
Correlated
Two variables that are related (but may be
dependent on something else.)
Causal
An independent variable that directly
impacts a dependent one.
1
10
100
1000
10000
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Relationship between Ice cream and drownings?
Ice cream consumption Drownings
Correlated
Two variables that are related (but may be
dependent on something else.)
Causal
An independent variable that directly
impacts a dependent one.
Ice cream & drowning.
Summertime & drowning.
A leading, causal, connection is the analytics superpower...
‣ A Facebook user reaching 7 friends within 10 days of signing up (Chamath Palihapitiya)
‣ A Dropbox user who puts at least one file in one folder on one device (ChenLi Wang)
‣ Twitter user following a certain number of people, and a certain percentage of those people following the user back (Josh Elman)
‣ A LinkedIn user getting to X connections in Y days (Elliot Schmukler)
Some examples
(From the 2012 Growth Hacking conference. http://growthhackersconference.com/)
Picking your One Metric That Matters:
It answers the most important questions for your business
It puts focus into the entire company
It forces you to put a line in the sand
It inspires a culture of experimentation
There are experiments everywhere
The core of lean is iteration...
Data Ideas
Product
Measure
Learn
Build
Lean = Iteration
The faster you can iterate, the faster you can find the right product
& market...
Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be CreativeTeamworkCustomer ValidationData DrivenPositioning Framework
Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be CreativeTeamworkCustomer ValidationData DrivenPositioning Framework
Product
Best CustomerCore ValuesCustomer CareOn BoardingChannel activation
Success? Implement into core product
Data Ideas
Product
Measure
Learn
Build
1 iteration = 1 Experiment
Rapid MVP experiment framework
Experiment Backlog
Be CreativeTeamworkCustomer ValidationData DrivenPositioning Framework
Product
Best CustomerCore ValuesCustomer CareOn BoardingChannel activation
Success? Implement into core product
Failure? Store data, rinse & repeat experiment
Lean Analytics Cycle
‣Buying‣Signing up‣Sharing‣Etc
‣Brainstorming‣Stolen from others‣User feedback‣Etc
One Metric That Matters:Choose the KPI you want to improve that represents the most fundamental
business risk
Did the KPI move past the line in the send
Talk to customers and draw a new line
Try again
Measure the effect the change had on the KPI
Implement the best experiment
Design A/B experiments
Make changes to the business that target this
commonality
Find an attribute the ‘best customers’ share that’s correlated with your KPI
What do these ‘best customers’ have in
common?
Figure out how to improve that KPI?
Have a good idea you want to try?
Draw a line in the sand
Identify your ‘best customers’
Pivot or give up?
Without data With data
Cautious testJust do it!
Yes!
Do AirBnB hosts get more business if property is professionally
photographed?
Gut instinct (hypothesis)Professional photography helps AirBnB’s business
Candidate solution (MVP)20 field photographers posing as employees
Measure the resultsCompare photographed listings to a control group
Make a decision Launch photography as a new feature for all hosts
5,000 shoots per month by February 2012
“Those houses with high revenue look
really nice.”
Maybe it’s the camera?
“What do all the frequently rented houses have in
common?”
Camera model?
With data:find a commonality
Without data: make a good guess
Complete Web Monitoring
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Usability(how did they
interact with it?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Performance(could they do
what they wanted to?)
Usability(how did they
interact with it?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Performance(could they do
what they wanted to?)
VoC(what were their
motivations?)
Usability(how did they
interact with it?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Competition(what are they up
to?)
Performance(could they do
what they wanted to?)
VoC(what were their
motivations?)
Usability(how did they
interact with it?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Competition(what are they up
to?)
Performance(could they do
what they wanted to?)
VoC(what were their
motivations?)
Usability(how did they
interact with it?)
Social Media(what were they
saying?)
Complete Web Monitoring
Web Analytics(what did they
do on the site?)
Competition(what are they up
to?)
Performance(could they do
what they wanted to?)
VoC(what were their
motivations?)
Usability(how did they
interact with it?)
Social Media(what were they
saying?)
“Soft” data
“Hard” data
Putting a line in the sandAccounting...
vs. Optimization
Build your analytics stack
Voice of Customer PerformanceUsabilityWeb Analytics Social Media
Google Analytics Hotjar Usabilla Webpagetest Obi4Wan
Mouseflow
Optimizely
Qualaroo
Hotjar
Soasta mPulseMixpanel Buffer
Visual Web Optimizer
Google Experiments
New RelicLocalytics
Intercom
Check segment.com for newest integrations
Google TagManager
Google Firebase
Analytics stack @ Soundcloud
InstallAttribution
In-AppEvents
CampaignMeasurement
ScreenFlows
ConversionFunnels
UserTesting
User/Devicedemographics
CohortAnalysis
BugTracking
A/BTesting HeatMaps App Store
AnalyticsSentimentTracking
KeywordPerformance
CPU/Battery/Network LTV modeling
Part 6:CRO summarized
Analytics is your oxygen. Pick one metric at a time
Optimize for a frictionless product
Experiment! Rinse, repeat to find causation
2
3
4
1 Build your positioning statement
Grow Better Products demystified
Build a Revenue Model (for better funding)5
1
2
3
4
5
6
7
8
9
10
Build your positioning statement
Identify your points of leverage
Clearly state your measurable goalsPick your ‘one metric that matters’
Acquire the right analytics tools
Run your experiments
Test, optimize, measure, rinse & repeat
Find your own hacks
Pick a new ‘one metric that matters’Embrace the experiment mindset
Grow Better Products checklist
Always remember this...
Speed is everything!
Something to read...
Thanks! More questions?M: [email protected]: @jeroentjepkema W: www.measureworks.nl
View slides: bit.ly/TTI-GROW