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Interview with Typeform‘s Head of Growth 采访Typeform的增长负责人

Interview with Typeform’s Head of Growth 采访Typeform的增长负责人

原文地址:https://www.pierrelechelle.com/interview-pedro-magrico-typeform?utm_source=wanqu.co&utm_campaign=Wanqu+Daily&utm_medium=website

Summary:Marketing is very similar to growth, since it’s also about getting your business to grow through awareness and ultimately leads and signups for sales to convert.So today our marketing team is laser focused on building awareness and thought leadership to really create a brand in people’s minds that resonates with them.My job today is very different than it was — it’s about growing people, coaching, strategizing what’s next, brainstorming solutions and make myself available to help with the execution.People that are good fit for a growth role are very analytical (curious why things happen), creative (can come up with multiple possible solutions to problems) and strong entrepreneurs (they often want to start a company themselves one day).

摘要:营销与增长非常相似,因为它也是通过知名度让你的业务增长,并最终导致和注册销售转化.所以今天我们的营销团队是激光专注于建立知名度和思想领导力,以真正在人们的头脑中创造一个与他们产生共鸣的品牌。 我今天的工作与以前大不相同–它是关于成长的人,辅导,制定下一步的战略,集思广益的解决方案,并使自己可以帮助执行.很适合成长角色的人都是非常有分析力的人(对事情发生的原因充满好奇),有创造力的人(可以提出多种可能的问题解决方案)和强大的企业家(他们经常想有一天自己创办一家公司)。

Couple months ago, I was going away to Barcelona for the weekend. I decided to go out there early to get some work done and meet with interesting folks.

几个月前,我准备去巴塞罗那度周末。我决定提前去那里完成一些工作,并与有趣的人见面。

I emailed a couple people and surprisingly Pedro Magriço answered. I was doing research on Growth at the time and especially about Growth Teams. Pedro brought me a tons of insights so we decided to do an interview together.

我给几个人发了邮件,竟然是Pedro Magriço回复的。当时我正在做关于增长的研究,尤其是关于增长团队的研究。Pedro给我带来了大量的见解,所以我们决定一起做一次采访。

For those of you who don’t know Pedro: He’s been at Typeform since the early beginning. He started working on Marketing and later on as Head of Growth. His role into Typeform’s explosive growth shouldn’t be neglected!

对于那些不知道Pedro的人:他从早期开始就在Typeform。他开始在市场部工作,后来作为增长的负责人。他在Typeform的爆炸性增长中的作用不应该被忽视!

Pedro has a really interesting point of view about Growth Teams and explains how they’re experimenting from an organizational perspective. Keep on reading!

Pedro对成长团队有一个非常有趣的观点,并解释了他们如何从组织角度进行实验。继续阅读

How do you define growth & how does it compare with marketing & product?

你如何定义增长,以及它与市场和产品的比较?

Growth is about scaling things that are already working. It’s not about building new stuff, or making existing stuff better. That’s product.

增长是关于扩展已经有效的东西。它不是关于建立新的东西,或使现有的东西更好。那是产品。

Product worries about generating value, Growth focuses on getting more people to experience that value and as often as possible. So if you have a crappy product, you don’t want to grow it, do you?

产品担心的是产生价值,而增长关注的是让更多的人体验到这种价值,而且是尽可能多的体验。所以,如果你有一个蹩脚的产品,你就不会想去增长它,对吧?

That’s why product, and product-market fit, always comes first.

这就是为什么产品,以及产品与市场的契合度,永远是第一位的。

Marketing is very similar to growth, since it’s also about getting your business to grow through awareness and ultimately leads and signups for sales to convert. The difference is that growth uses more tools and disciplines than marketing — it’s more quantitative, more experimental and it’s product-led.

营销与增长非常相似,因为它也是通过知名度让你的业务增长,最终实现销售的线索和签约转化。不同的是,增长比营销使用更多的工具和学科–它更多的是量化,更多的是实验性的,而且它是以产品为主导的。

It’s product-led because these days the products themselves are often more effective at driving growth (e.g. virality, referrals) than traditional marketing programs, especially in the early days. That’s why we’ve seen phenomena like ‘growth hacking’ emerge.

之所以说是产品主导,是因为如今产品本身往往比传统的营销方案更能有效地推动增长(如病毒性、推荐),尤其是在早期。这也是为什么我们看到 “增长黑客 “等现象出现的原因。

One could say growth is a hybrid between product and marketing.

可以说,增长是产品和营销的混合体。

How did you get started on “Growth”? (How did your Marketing Role evolved into a “Growth” role?)

你是如何开始 “增长 “的?(你的Marketing Role是如何演变成 “Growth “角色的?)。

I joined Typeform as a marketer. We only became ‘Growth’ because early on we saw that our product is inherently viral, and to optimize that virality, one needs engineering and product to tackle the optimization opportunities we were seeing. So we became product growth.

我加入Typeform的时候是作为一个营销人员。我们之所以成为 “增长”,是因为早期我们看到我们的产品本质上是病毒式的,为了优化病毒式,需要工程和产品来解决我们看到的优化机会。所以我们就变成了产品增长。

We eventually did start a marketing team as well within Growth. We called it marketing growth. We did it because products come and go, but brands stay. So today our marketing team is laser focused on building awareness and thought leadership to really create a brand in people’s minds that resonates with them.

最后我们也确实在Growth里面成立了一个营销团队。我们叫它营销增长。我们之所以这么做,是因为产品来了又走,但品牌会留下来。所以,今天我们的营销团队专注于建立知名度和思想领导力,真正在人们的心目中创造一个能引起他们共鸣的品牌。

You’ve been one of the first employee at Typeforms, what are the different stages that the company has been through? Have you seen different Growth drivers at different stage?

你是Typeforms的第一批员工,公司经历了哪些不同的阶段?你在不同的阶段有看到不同的增长动力吗?

I joined when we were about 10 people. Today we’re more than 160. Scale brings a whole new set of problems and challenges that you don’t have when you’re a 10 people company. The biggest one is communication and getting everyone aligned and on the same page. You start to need processes, and new ways to make decisions as it’s harder to make them by consensus. But you also don’t want too much of this stuff either because you want to stay agile. You want to become a healthy business, but you don’t want to become ‘corporate’. We’re still figuring out this balance.

我加入时,我们大约有10人。今天我们已经超过160人了。规模带来了一套全新的问题和挑战,当你是一个10人的公司时,你没有。最大的一个问题是沟通,让每个人都在同一页面上保持一致。你开始需要流程,以及新的决策方式,因为通过共识来做决策比较困难。但你也不希望有太多的这些东西,因为你想保持敏捷。你想成为一个健康的企业,但你不想成为 “企业”。我们还在摸索这个平衡点。

In terms of actual growth drivers, virality was our strongest and still is. In the beginning, it was all about top of the funnel virality and getting as many signups as possible. Then we found onboarding to be pretty big, but that’s still optimizing virality since at the end of the day, it’s another way to get more people to create and share typeforms, which puts more fuel in our viral loop: more typeforms = more people see our brand = more people get interested in the product = more people create typeforms.

从实际的增长动力来看,病毒性是我们最强的,现在也是。刚开始的时候,都是关于漏斗顶部的病毒性和获得尽可能多的注册用户。然后,我们发现入驻是非常大的,但这仍然是优化病毒性,因为在一天结束时,它是另一种方式,让更多的人创建和分享类型表单,这让我们的病毒循环有更多的燃料:更多的类型表单=更多的人看到我们的品牌=更多的人对产品感兴趣=更多的人创建类型表单。

More recently we’ve been experimenting with pricing and packaging, which in terms of pure business financials has been the biggest lever we’ve found.

最近,我们一直在尝试定价和包装,在纯商业财务方面,这是我们发现的最大杠杆。

What are the responsibilities of your role? How did that evolve over time?

你的角色职责是什么?随着时间的推移是如何演变的?

I’ve had to put on many hats since the beginning as you can imagine. Early on, it was all about finding the biggest growth opportunities and acting fast so you can learn and iterate fast. Then, it was about scaling the team: first on the product and engineering side (what we called product growth), then the marketing side (marketing growth). Gradually, I became less and less hands-on. My job today is very different than it was — it’s about growing people, coaching, strategizing what’s next, brainstorming solutions and make myself available to help with the execution.

从一开始我就得戴上很多帽子,你可以想象。早期,就是寻找最大的增长机会,快速行动,以便快速学习和迭代。然后,就是扩大团队规模:先是在产品和工程方面(我们称之为产品增长),然后是市场方面(市场增长)。渐渐地,我的动手能力越来越差。我今天的工作和以前大不相同–它是关于人员的成长、辅导、制定下一步的战略、集思广益的解决方案,并让自己可以帮助执行。

How do you “run Growth”? Do you have a Growth Team?

你是如何 “经营成长 “的?你有一个成长团队吗?

Until 3 months ago, yes. We were about 20 people between marketing growth and product growth.

直到3个月前,是的。我们大约有20人,介于市场增长和产品增长之间。

Now things changed a bit and I don’t have a team that reports to me directly anymore. We did this change because of a number of reasons:

现在情况发生了一些变化,我没有直接向我汇报的团队了。我们做这个改变的原因有很多。

1. When you have a team called ‘Growth’, it signals to everyone else they don’t need to worry about growing the business because there’s a team for that. This is not good.

1)当你有一个叫 “增长 “的团队时,它向其他所有人发出信号,他们不需要担心业务增长,因为有一个团队负责这个。这不是好事。

2. On the product growth side, there were lots of overlaps with the core product team and turf wars started to happen too often. Product growth and core product grew more and more separated from each other. We tended to favor business metrics and experimentation over code quality, infrastructure and longer projects. The reverse happened with core product. This is not healthy, there shouldn’t be a ‘we’ and ‘them’, and experimentation and metrics and infrastructure are stuff that everyone should care about, not just one team.

2)在产品增长方面,与核心产品团队有很多重叠,地盘战开始频繁发生。产品增长和核心产品之间的距离越来越远。我们倾向于偏重业务指标和实验,而不是代码质量、基础设施和较长的项目。核心产品的情况则相反。这是不健康的,不应该有 “我们 “和 “他们”,实验和指标以及基础设施是每个人都应该关心的东西,而不仅仅是一个团队。

So today we’ve merged the core product and product growth teams into one cohesive org. I work alongside the head of product as head of product growth, and, together with the head of product APIs, we lead the product team, which consists of 8 product owners. The marketing team is now led by Sancar Sahin, someone who I was very lucky to hire and who’s really been helping us take our marketing to a whole new level since he joined over a year ago.

所以今天我们把核心产品团队和产品增长团队合并成一个有凝聚力的组织。我和产品负责人一起担任产品增长负责人,和产品API负责人一起领导产品团队,产品团队由8个产品负责人组成。营销团队现在由Sancar Sahin领导,他是我非常幸运地聘请到的人,自从他一年多前加入后,他真的帮助我们将营销提升到了一个全新的水平。

What’s the most powerful thing you found to educate everyone about Growth?

你发现教育大家关于Growth的最有力的东西是什么?

Don’t try to grow your product if your product is crap : ) To validate your product is not crap, measure product market fit. One way to do it is look at your retention curve and see if it flattens out at some point. If you don’t have enough traction to measure it, customer development surveys are a good alternative (we have a handy template). You want to see people shouting about your product without you even asking for it.

如果你的产品是垃圾,就不要试图去增长你的产品: ) 要想验证你的产品不是垃圾,就要衡量产品的市场契合度。一种方法是看你的留存曲线,看看它是否在某个点上变平。如果你没有足够的牵引力来衡量它,客户发展调查是一个很好的选择(我们有一个方便的模板)。你希望看到人们对你的产品大呼小叫,甚至不需要你开口。

What would you say to someone who want to start a career in Growth?

你会对想在Growth开始职业生涯的人说些什么?

People that are good fit for a growth role are very analytical (curious why things happen), creative (can come up with multiple possible solutions to problems) and strong entrepreneurs (they often want to start a company themselves one day). So develop yourself in these areas, and then read as much as you can about digital marketing and product management.

很适合成长型角色的人都很有分析能力(对事情发生的原因很好奇),有创造力(能想出多种可能的问题解决方案),有很强的企业家精神(他们往往希望有一天自己也能创办一家公司)。所以要在这些方面培养自己,然后尽可能多地阅读数字营销和产品管理方面的知识。

Pierre back here again. Thanks to Pedro for answering these questions. Want to hear more about him? Go check out his LinkedIn and Twitter profile.

皮埃尔再次回到这里。感谢Pedro对这些问题的回答。想听到更多关于他的消息吗?去看看他的LinkedIn和Twitter简介吧。

It’s great to see how companies like Typeform were able to scale “Growth” behind what most companies can manage. Growth is a new sport and implementation in teams of 160 and above are rare. Typeform is a great example!

很高兴看到像Typeform这样的公司是如何在大多数公司能够管理的背后进行 “增长 “的扩展。增长是一项新的运动,在160人以上的团队中实施是罕见的。Typeform是一个很好的例子!

I must agree that the idea of a “Growth Team” seemed interesting at first but after doing research it doesn’t really make sense anymore. Even in teams of 20-30, Growth overlaps on too many disciplines (mainly Marketing & Product).

我必须同意,”Growth Team “的想法一开始似乎很有趣,但在做了研究之后,它并没有什么意义了。即使在20-30人的团队中,Growth也有太多学科(主要是市场营销和产品)的重叠。

This overlap creates friction and politics because the teams don’t share the same objectives, nor the same way to work. Which means that building a growth team is hard.

这种重叠会产生摩擦和政治,因为团队的目标不一样,工作方式也不一样。这意味着建立一个增长团队是很难的。

Typeform found an innovative solution to embed “Growth” directly into the Product team. And it’s a clever solution. It enabled them to balance Growth with other priorities and avoid internal politics that can waste energy.

Typeform找到了一个创新的解决方案,将 “增长 “直接嵌入到产品团队中。而这是一个聪明的解决方案。它使他们能够平衡Growth和其他优先事项,并避免可能浪费精力的内部政治。

What have you done to solve these issues? Do you have a Growth Team?

你做了什么来解决这些问题?你有一个增长团队吗?

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