Kieran Flanagan

About Kieran Flanagan

Kieran is currently a VP of Marketing at HubSpot, responsible for leading the marketing efforts for sales products, free tools and growth team.

Before working in HubSpot, he was at Marketo working on their marketing in EMEA and prior to that he worked in as their Inbound marketing manager for EMEA. In that role, he launched their #SocialSuccess site in the UK, which reached its annual traffic target in 6 weeks. The site has since been launched in Germany, France and Japan. Kieran also worked as a Head of Search for a leading Irish digital agency where one of his campaigns won Gold in the UK DMA’s for the best search marketing campaign.

In his Learn Inbound talk, Kieran explains why you need to consider your product-channel fit to not only determine how you’re going to acquire users for your product but also those users who’ll actually stick around and pay you money.

Key Takeaways

  • How successful companies hone in on finding their product-channel fit
  • The right way to run minimal viable tests in those channels and using data
  • How to identify the behaviours and trends of your most valuable users

Video Transcription

So this is my second time speaking at "Learn Inbound," so I wanna say a big thanks to Mark and his team. They're doing an amazing job bringing this type of content into Ireland. So I was thinking about what I should start with prior to actually coming on stage and then I was looking at the, when I was sitting there going through the last presentation, I was like my big aha moment was I am the caricature of the day in the life of a growth marketer that Angie showed. And I can go through all of those emotions in about one hour. And I was kind of going through that emotion just prior to this presentation. I came home from my boxing class on Monday. Anyone who's in a stressful job, I highly recommend hitting things hard. And is like the best thing in the world. Just do it legally. And I have like two sides to my personality I have manic Kieran who stays on one shoulder and really sane organized Kieran who sits in another. And the manic Kieran always makes me do incredibly stupid stuff. And I came home late on Monday and I have a deck. The thing you [inaudible 00:01:21] when you're speaking is you have three decks and you kind of repeat those throughout the years, you become really good at them and then manic Kieran told me at 10:00 p.m. Monday like just change your whole deck. And I was like, ''This is the best idea ever. It's exactly what I should do.'' And I was sitting there last night at about 1 a.m. going," This is literally the stupidest fucking idea I've ever had." But sitting there watching the other two amazing presentations, I wanna apologize in advance for my ghetto looking under designed slides.

So the thing I'm gonna talk about is basically how to create predictable growth, how to find your Product-Channel-Fit and acquire users. So the thing I do at HubSpot with a bunch of other smart intelligent people is try to acquire free users onto our free products and then we try to give them an experience within the product that they'll see benefit from that product and upgrade to customers. So that when we try to do. You can download my slides already on SlideShare. I will also be tweeting about them completely out of sync with this deck because the timers are changed. But you'll see me in the feed at some point at random times treating my own slides because I'm a marketer, and I self-promote.

So life is moving really fast, right? Life is evolving at a rapid pace, and I'm sure for everyone in this room who works in both marketing and sales and other disciplines like we feel that happening. And the reason that's happening is really because of this, right, you can trace innovation right back to how humans become more connected. So right back to the 15th century when we invented the printing press and humans could learn from other humans through the words that they wrote, right through to the modern day when you can literally connect with anyone else through your phone. It's helping us to innovate at a rapid, rapid pace and we can now do some really crazy, crazy shit.

So you can in China pay for stuff with your face. So they have faced detecting technology. You can go and it will scan your face and will pay for goods. The main use for this, anyone who goes to Starbucks like I do all the time because I don't drink real coffee, the main use for this is if Starbucks could use this and detects your face, you could pay for the goods and they would print your name on your cup correctly because every time I go to the states, I get 100 different variations of my name Kieran. It's not that hard, it's six letters.

The other amazing thing I've become just completely consumed by Elon Musk's new business, Neuralink. I don't know. Has anyone read the post ''Wait but why'' around this new business? So Elon Musk is like the real world, Tony Stark. Has a variety of billion dollar companies in different markets. The thing he's trying to do at the moment is he's trying to build, it's called Neuralink, and he's trying to build a microchip for your brain. And the thing Elon Musk thinks is the way that we communicate with each other is, you know, pretty archaic. We haven't changed the way we communicate since the caveman days, and that we should remove words. And the whole article just is an amazing 30,000-word article and makes you think, ''Holy shit I can't believe humans are actually built of all this stuff.'' And then best of all you can do like all this crazy stuff with your brain now. You can pay for stuff with your face and you can get vacuum shoes, right.

I hate housework. It's just like the total waste of time, going around fucking cleaning your house. That's a really bad trade when you have two pugs. So if anyone has pugs, they shared a lot. Like I'll be sitting there and watching the latest episode of "House Cards." I've no idea what's going on because I haven't watched the recap and I get up and I literally look like a pillowcase. I'm just walking around like a pillowcase. I'm like, "Oh I need to vacuum this house. I can now wear awesome shoes, go out in the town wear them and also come home and vacuum the whole house." So life is getting better.

And today it's really easy to get any question we have answered by an expert on that topic, right? When I was growing up I, you know, they're great people. I had to rely on these people, my parents. And I actually just included this segment to try to WhatsApp my parents to say like I'm putting a slide of you in one of my presentations. My dad's an awesome guy, didn't know much about my homework, my mum pretty good. But today I could just go to Quora, and I could ask like any expert on that topic, right? I could just ask the world, "How do I do this thing?" And I'll get answers to that. And there's a new platform from called Ask Whale. Has anyone used Ask Whale? I've tried to sign up for it, it's kinda buggy. It's like Quora, but you get answers through video. It's a really cool platform.

But think about how easy it is for us to get information from people who are experts on those topics, and that's how we're managing to evolve at such a rapid pace. And marketers and sales people are right in the center of all of that change. Andrew Chen, whose lead growth at Uber wrote a great post recently where he talked about growth becoming hard. And two of the things that were really interesting that he mentioned in that were superior tooling and smarter faster companies. And if you think just about superior tooling and faster smarter companies, and think about the effects AI is gonna have on the ability to leverage your competitors. How do you out-leverage your competitors when you use an AI technology to drive most of your funnel, right? It's gonna get pretty, pretty hard.

I recently went back and forth with a bot. I learned it was a bot when I booked the meeting. I did not know it was actually an AI bot when I was actually going back and forth and being prospected to. So we have a lot of companies who are now creating technology that replaces a lot of the busy work both marketers and salespeople actually do. Right, salespeople spend around 50% of their time prospecting. If you look at the technology that's coming out of Silicon Valley, they're trying to automate all of that work and probably they're gonna do a better job than humans were able to do.

The other thing we're going through is we're going through a change in the way people consume information. And this is one of the charts I saw this year that made me really think about how drastic the world of a marketer or a salesperson is gonna change in the future. If you look at the cohort for 13 to 24-year-olds, see the difference in email versus messaging. Like these groups of people spend all of their time in messaging apps. So at HubSpot one of the things we're trying to do is evolve as people evolve. So we are replacing a lot of our email workflows with chat workflows. So you can see I can sign up to the HubSpot blog or the HubSpot bot. I can look at content, I can see all of the different software, I can decide what pain point I have, I can click on not. I can go in and look at all of the different software HubSpot has for that pain point. And then I can actually within there go and decide I wanna speak to sales and book that meeting through the chat app and never have to visit our website, right? And I don't have to do that through email and for all of the testing we've done and information we've collected around this, the engagement rates through bots are just exponentially way better than email. Just like blow email out of the water.

So in future, growing an audience for a product, it's gonna be extremely challenging with better competitors, better tooling. But it's not gonna be impossible if you have discipline about what you do. And that's kind of what I'm gonna talk about for the rest of the presentation with a caveat that it can be difficult if you build a really expensive juice machine that no one needs. So this is a really great example of someone building a product that doesn't solve a key problem, a key job to be done where Juicero are a company who built an amazing piece of technology, a juice machine and then you could subscribe to get these packs of juice every single week. And the juice machine, only the juice machine could then squeeze the juice from these juice packs until Bloomberg released a video and said, ''You can actually just do that with your hands. It's just a completely over-engineered piece of technology.'' So your product does need to solve a core problem no matter... all of these different growth tactics for the product needs to be good and solve an actual problem. So we're gonna start.

The three things we're gonna cover are the search for Product-Channel-Fit and we're gonna optimize for the value you create. And really the search for Product-Channel-Fit is, how do you find prioritize and track your Product-Channel-Fit? So when you're launching a product, there are really three key stages of fit. The three key stages you can go through, that product goes through is build an actual real business. So there's Product-Market-Fit. Right, this is the thing that gets talked about most. Most of the content we create is around how do we find Product-Market-Fit? And Product-Market-Fit means that you've created a product for a certain category of users to solve a problem for those users, and a certain number of those users have signed up and find value in it. And you measure that by, you know, your attention curve starts to flatten out. People actually stick around, find value in the product and you have some semblance of a positive NPS. So people within that product would actually recommend it to their friends.

The one we wanna talk about or the one I'm gonna talk about mostly in this section is Product-Channel-Fit. And Product-Channel-Fit is, how do you find one or two scalable and quality acquisition channels that drive repeatable users who actually stick around? The third phase is when you step on the gas, you have those one or two scalable channels, you're acquiring cult quality users who actually love your product. And that's when you just you get investment pay lots of money and try to grow as fast as you can.

So Brian Balfour who used to work in growth at HubSpot, launched a bunch of his own companies and now has a growth course called Reforge that's online. He said this quote which is, ''Products are built to fit with channels and channels do not mold to products,'' right? Products are created and actually fit to certain channels. If you think about Pinterest, so Pinterest is built to fit with Google. It creates lots and lots of users-generated content. That content then ranks in Google, people find that content, they sign up, they create content, that content ranks for Google and it's a never ending loop, right? It's a product that's built to acquire organic traffic.

Dropbox one of the best examples of a product that's built to work from a referral loop, right? It's a very simplistic use case to understand. And it is a very simplistic reason for someone to actually share that with their friends because they get more space. So products are inherently built to work with channels.

In HubSpot, we've typically grown through Google. And what you find in any successful business is they really follow the Power law when it comes to growth. And that means most of the growth comes from one or two channels, right? We've acquired huge amounts of growth from Google, and the reason we did that is because as a B2B company, we were able to monetize people who are both in the passive phase and in buying mode. Now what I mean by passive phase is it's people who are a good fit for our products, right? They are a good fit for using our actual software, but they're actually not looking for our solution at that given point in time. What they're actually doing is looking for information of how to be a better marketer, right? They're looking at how to see how they can do their job better. And the thing we were able to do it like own that space, create lots of content in Google, rank in Google and convince those people, ''Hey are you actually thinking about this inbound marketing thing? Have you thought about that? Do you know there's like an inbound marketing platform to actually do all of these things for you?'' And that's one of the way we were able to grow faster than most big SAS companies.

And the thing about a Product-Channel -Fit is just copying and pasting that to our other products wouldn't work, right? So we have another product, a free CRM, we try to acquire free users and if we just try to use the exact same Product-Channel-Fit, it wouldn't work because a CRM is not built to work with those channels. The CRM actually works with word of mouth, through referrals. So when you talk to customers the way they actually decide to choose a CRM vendor is they usually have someone who's recommended a CRM to them.

There are some Products-Channel-Fit with Google because when people are searching for a CRM, they're actually on Google Search and around CRM related key phrases. And then there's some fit review sites because that's where they go to consume knowledge on how people outside of their networks are actually reviewing different CRM vendors. And the passive mode, you really can't monetize anyone who is in passive mode. You can't really monetize people who are a good fit for the CRM but are actively not looking for it. The reason you can't do that is because the CRM is such a big piece of business infrastructure. People aren't gonna just consume content and then decide that, ''Hey I'm gonna just rip out this CRM I have and replace it with something else.'' So the reason the way we get around that is we convert them on to different things. So like our email list or other free products that are less friction, so we can keep reengaging with those users until they actually transition into buy mode.

So the cool thing about Product-Channel-Fit is you don't have to wait until you've got this product, that you've got market fit and then you're starting to go a lot like, ''I wonder where now I'll actually get users from.'' That's why most businesses fail it's because they haven't thought about that upfront. The thing you can do is you can start that product research very, very early on in the process. One of the things our team does a lot of is using this notion of a jobs to be done framework. So I'm not gonna try to explain the jobs to be done for a framework because no one will actually get home tonight, it will take a long time. So I just wanted to touch upon it. But the thing Clayton Christensen who wrote a great paper. You can go up, go and read it. I've added the information there. He said, ''When people find themselves needing a job to be done, they essentially hire products to do that job for them.'' Right. If you think about Uber, the job of Uber isn't just a replacement for getting in a taxi. It also solves the job of getting in a taxi if you have no money. I can pay for it on app. It solves the job of me not knowing when my taxi is going to arrive, right? So you wanna think about the jobs that your product actually solves.

And why this is good for channel research is within those interviews you can start to ask questions like, when did they first hear about the product, right? The product they're using right now to solve that job, when did they first hear about that? When did they first hear about your solution if they're a current customer? When did they first hear about your product? When did these sites start using it? You can start to get some really great information using these interviews on what channels may be a good fit for your product?

So the job to be done framework and those interviews can kinda point you towards the correct channels, but you still need some sorta system of prioritization. Like how do you prioritize the channels you should actually spend time resources and budget on? So prioritization is like one of the most difficult things in life. I have multiple to-do-lists and everything from becoming a cryptocurrency millionaire to creating a course, to all of these things I should do. And the thing that I've learned really about prioritization is it's not about adding things to your list, it's about hacking away at your list and just leaving the core essentials on there that get you near to your goals.

One of the ways you can do that for acquisition is build yourself a channel map, right? So you can actually categorize your channels against a number of parameters. So you can try to figure out which ones are the best ones for you and your team, your company to work on at any given point in time. So the first thing we wanna look at is, you know, what is the channel type? Most businesses grow through three different types of acquisition strategies. You have Spears and Spears are basically sales prospecting. So think of a company like Salesforce. They may have some named accounts. They know what those accounts are and they do, they prospect into those accounts using salespeople.

Nets which is basically inbound paid partners which is casting a wider net and then trying to filter out the correct users for your salespeople to talk to. And that's typically how HubSpot have grown. And then SEED. Seeds are things you're planting today that are gonna grow hugely in the future. So think about word of mouth, the more people who use your product and your product is a great product, they're gonna actually spread that through referrals and then virality. Right. That's a good example of a company who have leveraged both of these things to grow pretty fast is MailChimp.

The next thing you wanna do is like how scalable is this channel, right? People usually don't sit down to think about that, but how much scale is actually in this channel? So when I'm looking at mine I'm saying, "Well SEO. I know there's some volume within these key phrases, I know there's some volume within them for paid and I can actually acquire so much traffic." For virality, usually scalable is very, very high because the more users that use it if you have a working viral coefficient, the more users you're gonna actually be able to refer into your product. And then content, let's say I'm in a industry where there's this huge demand for content and the more I can produce the more scale that is.

Predictability, is another really important one. So how predictable is this channel? Usually, predictability is improved if you've actually used these channels before in a previous job or you're already using them in the current role. So SEO is usually a predictable channel, right? We know there is X amount of volume there and we know that if we have really great SEO people and talent, we can actually go after and acquire it, paid again a very highly predictable channel. If you have a budget, a good paid person running your paid campaigns it's pretty predictable. Virality is low, content is medium in this example.

The next thing you wanna know is like ease. So you wanna try to figure out like what would be the easiest channels for me to go after? You know, SEO maybe I just need a really good SEO person. That's all I need to do. Paid, I've already got that figured out. I've got my paid person I've got my budget. Maybe that's pretty easy for me. Virality is always quite complex. It's difficult to add a viral coefficient and then content medium. But the thing you're really looking for is like highly scalable channels that are easy for you to actually go after. You already have the skill sets in-house to go after these channels.

And then the other one that I would advise is you think about your current growth potential. So at any given point in time, you should actually think, you know, how much more growth can I extract from this channel? And I'll give you an example of why that is. It's because where most companies fail or struggle with is, how should I invest time in existing channels to extract growth [inaudible 00:20:22] and starting to look at new channels to find new areas of growth, right? So if you are only focused in the current channels and you're not keeping track of how much growth potential is left in those channels, you could run into a situation where you just start to stagnate or there's no more growth and you haven't got a plan B. So give you an example. Zapier, people know Zapier, one my favorite companies that do really cool stuff. They basically allow you to easily integrate all their software together.

So I just completely made this up. But let's assume that Zapier's channel fit is in buying mode for those people who are looking for integrations, it's word of mouth because Zapier are a very well-known product in that space. There's not many other products that do what they do. They have huge amounts of equity from Google because they rank for a product name integration. So if you go search for Eventbrite integrations and all these different software names integrations, Zapier are usually ranking within the top three. And they acquire users that way. Their partners are incentivized to promote them because if I'm a software provider, the fact that I have lots of integrations through Zapier is good for me. I should advertise that because more people are gonna probably sign up for my product. So I'm incentivized to actually promote Zapier. They have a really great blog and they can create things like the top 10 productivity apps, they don't talk about integrations that are within there. They can talk about how their integrations would make those apps better.

And then the thing that they would want to have is this section called My work [SP]. What are the channels that I would want to invest some time and calories in to run minimal viable experiments to figure out if there's any leverage there for me to extract some growth from? So for example for them one of the most interesting areas is YouTube. So YouTube has all of these channel owners who create demos of products, and they go through that product and they show you how to use that product, right? Zapier may wanna actually start to look at video and look at these channels to see if they can actually extract growth. And to do that to run minimal viable tests for acquisition, you wanna have a very, very strict process where you're gonna run into times where you waste lots of time, effort and resources and you aren't sure what you actually learned.

So this is a really simplistic process of how you can run those minimal viable tests, right. The first thing you wanna do is set goals like, what is the goal of this experiments? For example, if we were doing this for our CRM, our goal isn't to acquire a user and a CRM. Our goal is to acquire a company who creates deals because deals are our value metrics. That's when we know if someone is getting value from our actual product. You wanna have some sort of way of prioritizing these different tests, so there's tons of different models. The most common are pie or ice. Instead of going through the model, the only thing I would say is don't be a slave to the model. Don't get too caught up in the actual scores. Each model has some level of subjectivity and they get more accurate. The more you've actually run experiments. Test and learn like know when to say, "This is a failure, I'm just gonna move on." Most a lot of tests will fail. So you wanna move on quickly. And when you've actually come out of that cycle and you have something that's showing some degree of success and you think actually there's some real leverage here, you wanna actually have a plan of attack. You wanna know how you're actually going to really scale and grow that channel.

So coming back to Zapier, again this is totally made up. But let's say they set their goal is increasing Zappers and what I'm calling a Zapper is basically someone who signed up for Zapier and added at least one integration. That's my value metric. I know that if you had at least one integration you're gonna see value in the product. And my idea is I would create in a video economy [SP] for the most Zapped products, right? I would look at the most Zapped products and I would say, ''Well, these are the most popular products.'' And I would create video material for them and that's how I'm gonna acquire people because people obviously like watching videos. I can see all these videos getting watched in YouTube. The way I'm gonna test that is via I'm not gonna go and just create that video economy. What I'm gonna do is form relationships with some of those channel owners and I'm actually gonna pay them to add a little integration section on their most popular videos from Zapier to see if people will actually consume that content. And then go across and sign up to the account.

And then how I'm gonna scale up, I would hire one video marketer to launch and maintain that video economy, right?

So most people what they do is they go to scale and they just hire the video marketer and say, ''Let's go try this out.'' You wanna have some sort of method of trying to figure out if there's any growth leverage within those channels prior to doing that. And the way I think about this is using this chart, right. You have these channels you're using to actually extract growth from. And you have some growth potential left in all of those channels and over time that starts to erode. I start to acquire more in SEO, I start to max myself out in paid and the minimal viable tests I run on each of these new acquisition channels should increase as my growth in each of those channels starts to erode. And if you don't do this you're gonna find yourself in a position where your metrics are gonna start to flatline.

The other thing I've learned by making lots mistakes is don't build targets for new channels until you have some reliable data to build that model for. I had a channel in for our CRM acquisition numbers last year that I hadn't had time to try. And I had like 20% of my new users coming from that channel, and I acquired no percent of new users from the channel and that was a shit show. And I could have actually validated that if I'd taken the time to run a minimal viable test and just saw that it was not a great channel to try to attract more users from.

So the next thing is from all of the kinds of experiments I've run both through acquisition and within the funnel, acquisition efforts are actually the most difficult to track. It's when you go post sign up and I can run experiments on activation and retention, monetization, it's kind of easy for me to look at the results of that experiment and see the impact. Acquisition it's hard to track the efforts you're having against the core goals you have. One of the things that we use in our team to try to do a better job of this is we use, and Angie talked about it in her presentation. We use a form of a scorecard for acquisition. So what we have is each channel owner has this kind of targets. Then they have their actual numbers that they need each month and then the end of each month which they'll go in and fill out the scorecard for that month. So you can see on here we have a category. This is just for SEO, but we have the category that we're running things against. We have what was on deck. So the top example is like I would go in and experiment with PPC ads, and I would use the best performing descriptions for PPC ads as my meta descriptions to see if it would increase click-through rate. I'd go back in and I would say, "Oh like it increased the click-through rates and what I'm gonna do now is try the same thing but for page titles I'll take the ad, the title of the ad copy and use that for my page titles." And the reason we do that is because it gives us a way to correlate the things that we're doing against improvements in the metrics, right. And we have an ever updated system of record of all of the things we're doing. And I can see the trend line of my targets versus my actual to see what I think may be influencing the increase in actual signups.

Okay. Yeah. So the thing we're trying to solve for, to build a predictive model in the acquisition side is we're trying to get a channel fit for our customers like what channels fit these customers? We're trying to figure out how we should prioritize channels and how to can I track my efforts? And the thing we're gonna do is the job to be done interviews to try to get some of that early knowledge of those products. We're gonna do that Product-Channel-Fit, we're gonna try to figure out how we spend our time in existing channels versus minimal viable tests in new channels. And then we're gonna create those scorecards so we can look for things that we're doing on acquisition that are resulting in big impacts against those metrics.

So the last section which I'll get through really quickly because I know over time is I really wanna just quickly touch, the acquisition does not stop should never stop at the point where someone signs up. Predictable growth means your acquisition channels generate quality users. That means in a product world, your acquisition team should in some way be responsible for creating actual quality users. And that means they should have some experience from product onboarding or they should have some influence on the product onboarding. So product onboarding should really introduce users to the value of your product in a short amount of time as possible. So most people know this, this is like the aha moment when people go, ''Oh yeah that's the value of the product, I actually get it.'' So the typical ones are the Facebook 10 friends, 7days or the Dropbox one file, the one Dropbox folder in one device or the slack when you have a team that send more than 2,000 messages then they go, ''Oh yeah this is actually a really killer product.'' Or Twitter when you actually sign up for Twitter and you follow people and they actually follow you back, that's when you understand the value of the product. So we kind of all know these.

There's one that I recently saw from a post from Patreon who are a platform that allows content creators to sign up and monetize their content. And the thing they measure the success of their acquisition channels by is called financially successful creator, and what they actually mean by that is someone who has signed up a content creator and created so much more...has created enough money on Patreon for it to make a meaningful impact on their lives because they know that's when they see the true value in the product. And that's how they measure the value of their actual...that's how they measure their acquisition channels. For us, again it would be deals created on a CRM so we would know that our value metric is we want teams who use our CRM to actually make more money. And the thing you want to start with is like, okay how do I understand my value metric, how should I measure my acquisition channels?

One of the things you can actually do other than the jobs we've done on framework, is ask them, right? So this is an example from Groove who are a customer success tool. Their very first email in their onboarding sequence is an email from their CEO. And with all of the introduction basically what he's asking is hey like, ''Why did you sign up for this product?''And that email got a huge open rate partly because it's very personal, asking a question and also from the CEO. So if you are saying, ''Oh, the CEO actually gives a shit of why I actually signed up to this product.''

The second way of doing this is like data. You can extract actual usage information to try to figure out what are your most successful users. So we went through a process where we took a cohort of our users who upgraded and retained at a high rate and we tried to figure out what they did in the first seven days. When we know what they did in their first seven days then we can actually structure onboarding to get more of our users to do those things. That's how they're actually discovering the value of our products. And the last thing is where most of the value comes from in terms of figuring out how to onboard your customers is teams who deal with your customers day in day out. And you can see this and some of the experiments that Patreon run. So they recently doubled the number of financially successful creators from their product onboarding. And they did that by addressing six hypotheses. This is one of my favorites where they had this hypothesis where creators don't know and they go nuts over the low 5% cut that they actually take. So Patreon only take 5% of the actual earnings. If you think about other content creators who use YouTube and all the other things like you don't usually get that from these different platforms. And they've no contracts and you own your content, not originated from the sales team the sales team said, "Every time we explain that they can't believe it and they just go crazy over that 5%." So they simply added this into their onboarding, right? They just said, "Hey you keep 90%," and that helps them to start to double the number of people who actually went on to become financially successful creators through the onboarding.

We try to do some of this. So we have a low-touch CRM which means that you can sign up for free and you can start to use the product straight away. We try to onboard you, we try to get you to see the value in the product. And one of the things we discovered from the sales team was they were spending most of their time with bigger teams actually getting them onboarded and set up in the product because the CRM is such a considered purchase. Most teams are not gonna take that decision by themselves. They need some sort of interaction with someone to get set up properly and see if it actually serves all of the needs they did. So we start to experiment with different ways to connect these with a coach team and the coach team is like onboards them into the product in that first seven days to make sure that they're starting to get value. And we started to experiment with different ways to connect them with these humans like through live chat, through meetings through phone. I never know I should say humans that we use that internally and I don't know that I should use that externally because that sounds weird. But these humans we connected through live chat, phone and meetings.

And the really cool thing about optimizing your product onboard is that your product can start to become like your best salesperson. What we find was that people who actually took these high-value usage actions that we discovered are most successful, people within the first seven days they were actually close to 240% higher than the typical prospects who you just sign up the salesperson who reached to you and talked to you. A person who actually qualified themselves through usage action will actually close a lot higher because they've actually seen the true value of the product.

So we've created predictable growth that's all we need to do. Like the sad news is that it's a very different field in the acquisition prediction to be 100% right. Especially with Nets and SEED it's very hard to predict those 100% accurately. It gets better over time. Those things can actually set you up for success. I skipped that slide.

I put together this newsletter because I'm lucky enough to have really smart people who are far smarter than me that actually send me articles on growth with points of like, ''Hey these articles are cool for X, Y and Z.'' Reasons why I created a newsletter where you can get one email per month it's just three articles with the exact commentary that people give me of why they find value. And a lot of the times those articles are things that they've actually taken, been actioned from and applied into their own business. So you can go do that. That's me finished. Thank you very, very much.

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