This handbook teaches you to get customers to your site or app — and get them to buy.
It is widely recommended within Silicon Valley because it actually teaches growth marketing to a professional level. It doesn't waste time with self-evident advice.
If you're skeptical of marketing advice, know that I am too. This handbook is unique in that I have four years of diverse data: I've run thousands of experiments to grow thirty different businesses for my growth agency.
Read this intro page to understand which growth strategy may work for your company.
My growth agency, Bell Curve, will train you to become an expert marketer. Then help you get a job as one.
Pay nothing upfront. Instead, give back a small share of your first two years' of salary once we get you hired.
Go here for details: bellcurve.com/growth-school.
When you're ready to apply, go here.
This material applies to companies of every size and vertical.
I cover both introductory and advanced B2B and B2C tactics. Marketers of every skill level will encounter new material.
Unfortunately, this handbook is dry — because in-depth growth is technical. So I recommend bookmarking this and reading pages as they're relevant to your work.
It's important you learn growth hacking before deciding which idea to work on.
It will save you years of going down the wrong path. You should start by assessing whether your idea is actually suited for profitable and scalable user acquisition.
In this handbook, you'll learn which ad channels you can expect to succeed for your business, and how to increase customer purchase rates.
When you're done reading this, if you can’t foresee these strategies working for the startup idea you're considering, you should consider scrapping your idea.
It's critical that managers know what growth entails so they can facilitate it.
Don't treat growth like a black box powered by your engineering and marketing departments. It's your most important business function.
This handbook helps you prioritize growth marketing projects based on their likely profitability and ease of implementation. Plus, it sheds light on a growth marketer's skill set so you can effectively assess hiring candidates.
(Many companies unknowingly hire “growth experts” who are brand marketers experienced only in creating brand voice and generating buzz. Unfortunately, brand marketers often lack knowledge of user acquisition and conversion optimization. This handbook will help you avoid unintentionally hiring them.)
Growth hacking is simply data-driven revenue maximization.
Growth "hacking" is a silly term. (It also goes by performance marketing and growth marketing.) I use it because it helps this handbook rank higher in Google.
Practice what you preach.
In reality, growth is not a series of "hacks." It's a rigorous methodology consisting of experimenting, collecting data, and leveraging human psychology. All in pursuit of directly maximizing revenue — not raising brand awareness or generating buzz.
Growth marketing (which is how I will now refer to the discipline) differs from traditionally undisciplined marketing in that growth marketing focuses on clearly measurable and directly profitable marketing initiatives.
For example, growth rarely concerns itself with billboards, radio ads, conferences, and other difficult-to-measure channels. (Try attributing a customer to the billboard they saw before buying. Try doing it when you have multiple billboards in a city.)
Growth leverages the scale and immediacy of the Internet to start small and discover how to make customer acquisition measurable and therefore capable of being proven financially viable.
Growth marketing accomplishes its objective by continually optimizing every step of the customer's journey.
This journey includes the ads they see, the website they later interact with, and the product they ultimately buy and engage with.
In other words, growth marketing involves three key disciplines:
Growth marketers must be familiar with all three disciplines. Or, at minimum, your team of growth marketers must collectively address these disciplines.
However, that knowledge alone is not enough to be successful. They must also possess a few unique skills.
To competently span the three disciplines, a growth marketer must be:
Let’s elaborate on that last point. Resourceful entails being aggressively proactive:
This handbook will help establish the disciplines of creativity and resourcefulness.
Counterintuitively, "brand marketing" is typically ineffective at actually shaping your brand. Plus I've already mentioned it's not effective for growth marketing.
So, what is it good for? Keeping your message consistent and self-censored.
But most companies don't need to exercise this restraint early on. Because long-term public perception is more so the result of having a product people love. Consumer love begets organic brand building via word-of-mouth, and word-of-mouth supersedes the messaging your company pushes through brand marketing.
So before you hire a brand marketer, hire another product manager to make your product more enjoyable to use. And by extension more beloved.
When you're a mature company, consider hiring a brand marketer to maintain the aesthetic and tonal consistency of your marketing. This will help you stay singular and differentiated if you're in a crowded market.
But, before then, brand marketers typically slow growth marketing with arbitrary constraints. Consider how if brand marketing dictates that all marketing materials must have red backgrounds with white text, growth marketers won't feel empowered to experiment with different ad designs to uncover what the data says is the best aesthetic to encourage ad clicks that lead to purchases.
I'm also the founder of the growth marketing agency, Bell Curve. If you work for a startup, and want to become better at growth, check out our training program.
The growth funnel's linearity — for example, going from A to Z — doesn't need to constrain a user's journey toward conversion.
Their journey may in practice consist of repeatedly looping from A (advertising) to F (e.g. in-app engagement) before reaching Z, where paid conversion occurs.
For example, if a user fails to Engage with your app, you might send an educational email paired with ads pointing to your content. You can do this repeatedly until they're given the right content that propels them to the next step.
I call this the Retargeting Loop. (I'll talk more about retargeting later.)
Here's another loop: the Ecommerce Re-purchase Loop. In it, a user first goes from A to Z. Meaning, they bought your product. Afterward, you then email them a steep coupon to compel them to purchase yet again.
In other words, you're getting them to repeat steps B to Z. (A is skipped because they already know who you are.)
If you can trigger this loop repeatedly, you have a sound business model. And if you repeat this loop on autopilot, you're said to have a subscription business.
The key takeaways are:
This handbook focuses on user acquisition and conversion, so strategies for re-engagement and subscriptions are not covered. But I want you to know they exist.
This guide focuses on the first two steps of the funnel: Acquisition and Conversion.
So let's introduce the cold reality of acquisition.
Most companies never get paid acquisition channels to work. If they did, more companies would be successful.
Specifically, most companies are unable to profitably acquire paying users through ad networks such as Facebook Ads, Instagram Ads, and Google AdWords.
If they do get one or more of these channels to work, it's a holy grail if paired with strong word-of-mouth: Paid channels let you scale big and fast while (unpaid) customer referrals reduce the average cost of customer acquisition.
Why is paid difficult to make work? Here's the criteria that determine success:
To succeed with ads, your product must cross a threshold for all three criteria:
You won't definitively know whether your product crosses these thresholds until you've spent a statistically significant amount of money on each ad channel. This is often around $1,000-$2,000 USD per channel.
(On the Ad Channels page, I'll walk you through each.)
If you fail to pass these three thresholds and ad channels are therefore not viable, you'll instead be relying on word-of-mouth, content marketing, PR, sales, and other unpaid channels that cost less per customer acquisition.
That's completely fine. Succeeding at paid acquisition isn't a necessity. It's just helpful because it lets you scale easily. And the only other easy channel to scale is virality. So if you can't make either work, you're in for a longer growth journey.
By the way, here's my podcast interview in which I dive much deeper into this.
Here's the success criteria for the four most effective unpaid channels:
Even companies that do get ad channels to work don't often get them working at scale for more than a few months.
Eventually, audiences may saturate and diminishing returns can kill profitability. So, you should plant seeds for other channels to succeed in the long-term:
We're ready to introduce the minimum viable growth plan everyone should pursue.
With our growth plan in hand, we're missing one thing: What my experience running growth for 40+ companies suggests is the best tactic for your business.
If you sell to consumers:
If you sell to businesses:
Again, here's my podcast interview in which I dive much deeper into these topics.