How do various teams/ departments support Growth Hacking?

In order for Growth Hacking experiments to be successful, there needs to be broad buy-in across teams and departments. Realistically, anyone within an organization can contribute to a Growth Hacking effort, however, the following teams should be implicated when rolling out a comprehensive Growth Strategy.

 

Executive Team and Leadership:

The first and last barrier to an effective growth hacking program is with the Executive/ Leadership team. If the folks at the helm aren’t willing or able to commit to a growth hacking strategy, you might as well postpone the initiative for the time being. Simply put, there are too many moving pieces that need to be in alignment in order to get a successful growth hacking program off the ground, and if the powers that be either aren’t interested in, or aren’t capable of creating the grounds for that alignment, all efforts will lay to waste. However, having executive buy-in will generally result in buy-in from leaders from other departments, greasing the wheels to get your program in motion.

 

Product Management and Development:

The development team needs to be brought on board from the early stages of the growth hacking process to boil in specific practices into the design and roll out of a new product/ service. They need to start by working with the marketing team to incorporate market/ user validation at every stage of the design process, beginning with sketches/ wireframes instead of waiting until product rollout. While incorporation of user feedback shouldn’t undermine the development of a thoughtfully designed product/ service, this communication between organization and market will foster an environment where developers consistently have the end-user in mind. This will help prevent the overdevelopment of specific features that may not add value, and will ensure the product is situated to be readily adopted once it lands within the predetermined sales channels.

 

Marketing:

Generally speaking, every growth hacking initiative is going to need to run on the shoulders of the marketing team.  They are the primary engine for gauging market feedback and serving as a communication conduit to the organization. They are responsible for the development of iterative campaigns combining SEO, email marketing, viral media, and web copy, all of which should lend a hand in taking a growth plan to the goal line. Furthermore, all of the aforementioned tactics can be monitored A/B tested using martech and analytics software such as HubSpot, Pardot, Eloqua, Google Analytics, Bizible, or any combination therein. The end goal of the Marketing team should be to continually fine tune, while keeping a watchful eye on success trends and identifying/ correcting failures quickly.

Lastly, it’s incumbent upon the marketing team to be continually on the watch for the emergence of new channels to get the product/service to a wide audience of potential customers, and making it their prerogative to get there first.

 

Sales:

Some of the best resources for determining market viability live within the sales department. They offer the ability to find and exploit markets where competitors have not yet landed, and which can often represent large, lucrative contracts. Often, this requires a product that can be deployed on a large scale in a relatively short period of time without the need for dedicated CSM/ service partners internally. While the sales department usually isn’t concerned with “trivial” KPI’s such as Customer Acquisition Cost, they are easily influenced by activities that could help shorten sales cycles or boost average deal size.