Get Started for FREE
Sign up with Facebook Sign up with X
I don't have a Facebook or a X account
 Your new post is loading...
Your new post is loading...
Scoop.it!
The Launch Sprint is the in-house methodology we built that allows us to create your growth strategy after delving into your product, market, and untapped opportunities that lie ahead. 
No comment yet.
Sign up to comment
Scoop.it!
En bref, le Growth Hacking est une méthodologie qui fonctionne de la manière suivante : un responsable réunit les représentants de plusieurs services d’une même entreprise pour élaborer une stratégie intelligente destinée à atteindre une cible bien définie appelée « North Star ».
Scoop.it!
When I meet new companies to advise them on growth, the number one question I get is “what tactic should I use to grow my business?” At first I would try to give an answer. But it never felt right. After all, I just met this person and knew next to nothing about their b
Mickael Ruau's insight:
What Works For You, Won’t Work For OthersIf you are like me, you probably read a lot of material about what others are doing for growth. There is one key when doing this. Take everything you read as inspiration, not prescription. Your Audience Is Different Your BUSINESS is different plain and simple. Bottom line: You need a process that is going to uncover the unique combination of things that works for your product, your audience, and your business model.
Scoop.it!
In Pitch and Sales we introduce the AIDA sales cycle, which starts which getting attention and creating interest. The customer journey start in a similar way.
Scoop.it!
There’s one important thing we have to get out of the way:
Scoop.it!
Faire du Growth Hacking, c'est certes un état d'esprit (voir ma définition du Growth Hacking), mais ce sont aussi des outils de Growth Hacking pour
Scoop.it!
Growth hacking usually refers to a set of strategies focused solely on growth. It normally refers to some creative and low-cost ways to acquire and retain customers. I think of Growth Hacking as a…
Scoop.it!
Growth hacking is a method of rapid experimentation, and a process which goes through four key stages of analyzing, ideating, prioritizing and testing.
Scoop.it!
Main Attributes of a Growth Mindset Workplace
Scoop.it!
Buyer readiness is used to refer to that particular state which denotes the willingness of any individual customer for buying a specific product & service.
Mickael Ruau's insight:
These stages are generally considered to be categories on the basis of psychological behavior rather than just the facts and the figures. These categories thus depict the thought process of the customers and how he finally gets convinced enough to buy that product finally. Now those six stages are
Scoop.it!
Entrepreneurship activities to find early adopters are central to any entrepreneurship curriculum. This exercise demonstrates where and how to find a business model’s Early Adopters
Mickael Ruau's insight:
Comments
This exercise uses mechanical pencils, and a 10-minute competition between students, to introduce Early Adopters in a way that not only contrasts them with Early Majority and Late Majority customers, but also demonstrates where and how to find a business model’s Early Adopters. We are very proud that this exercise was a finalist in the prestigious USASBE 3E Competition, which recognizes the best experiential entrepreneurship exercises at the USASBE 2019 Conference! The key questions this lesson plan answers are:
Scoop.it!
ContentsPorter’s Five ForcesAnsoff MatrixBlitzscaling CanvasBusiness Analysis FrameworkGap AnalysisBusiness Model CanvasLean Startup CanvasDigital Marketing CircleBlue Ocean StrategyOther strategy toolsBCG MatrixBalanced ScorecardPEST AnalysisScenario PlanningSWOT AnalysisGrowth MatrixComparable Analysis Framework Porter’s Five Forces Ansoff Matrix Blitzscaling Canvas Business Analysis Framework Gap Analysis Business Model Canvas Lean Startup Canvas Digital Marketing Circle Blue Ocean Strategy Read next: Successful Business Models … Continue reading Nine Simple Strategy Frameworks To Grow Your Business
|
Scoop.it!
Once we finalise our Launch Sprint together, we’ve got a growth strategy that’s ready to be tested. The strategy phase is over. Now is the time to implement it.
Scoop.it!
This article is part of the Content Distribution series by Upscope: “Click to see their browser, click to take control.” Finally, the screen sharing that sales and support wished for. The first part…
Scoop.it!
Scoop.it!
Table of Contents
Scoop.it!
This post describes a way of tracking growth experiments using Google Sheets.
Mickael Ruau's insight:
Growth is about process, not tactics
Scoop.it!
The way that the FAANG companies use metrics to build products is vital to their success. They invest an army of people and homegrown tools to pull it off. My last article, Balancing short-term and…
Scoop.it!
How much of your time as an entrepreneur or member of a young company should be focused on acquiring customers versus developing your product or service?
Scoop.it!
If you want to learn why and how to grow sales with early adopters as customers, before you cross the chasm, you’ve come to the right place
Scoop.it!
The original Chasm concept was first recognized and described by Lee James and his colleagues, all of whom worked for Regis McKenna Inc. in the Pacific Northwest.
Mickael Ruau's insight:
The chasm model fails in the area entrepreneurs and product leaders need mostUsing a “D-Day analogy” Crossing the Chasm tells managers to marshal all available resources in collaboration with selected partners/allies and create a minimum viable [whole] product that meets the target customer’s compelling reason to buy, thereby establishing a foothold in a niche segment of the mainstream market. Unfortunately this prescription does not help address the number one challenge faced by most emerging high tech companies. For entrepreneurs and managers alike, the primary question to answer is: how much of our limited resources should be allocated to the products/services we offer today, and how much should be allocated to the products/services we want to offer in the future? Obviously, this is not a critical question for startups with just one product. But managers of companies with an existing product recognize that every resource allocated to a new product could, in the short term, be allocated to the success of an existing product. And for new products or innovations there is no real way to predict return on investment. Crossing the Chasm does not provide a useful answer to this fundamental question….or even worse, it encourages managers to wait until the chasm to truly invest in the needs of mainstream customers. ConclusionTogether this means Crossing the Chasm is not a model that an uninitiated entrepreneur can take and “run with.” A lot of experience and high-tech business acumen is required to use it properly…at selected times. Unfortunately, there is widespread misunderstanding and misapplication of the chasm model.
Scoop.it!
In this Crossing the Chasm summary, we'll briefly explain the strategies for launching a high-tech product, with decision-making guidelines for investors, engineers, marketers and managers in the high-tech community.
Scoop.it!
The 3-Circle model was developed over the past several years, initially in strategic planning for a university graduate program and in an executive MBA course designed to integrate the concepts of marketing and competitive strategy. Over the course of time, the 3-Circle model has been successfully used by hundreds of organizations throughout the world in establishing and growing their market positions. Many of the case examples in this book demonstrating applications of the 3-Circle model applications are from executives who have attended executive education training at the University of Notre Dame.
Mickael Ruau's insight:
Table of Contents
Scoop.it!
Basically every product should have a “cool ways our customers are using our product” blog. Customer development (product) + best customers feel special (retention) + those customers share to their audience (growth) + best practices shared to new/all customers (onboarding)
|
