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// This post has strong opinions that are loosely held. I also acknowledge that I'm taking inspiration from other industries which might not be accurate. But it's a starting point to solve an industry-wide problem we face. I'm open to feedback and suggestions. Everyone knows that marketing and growth teams are the first to be laid off. These teams have the shortest tenure in tech. Often times, they get fired because of one of these reasons: "The company has to pivot." "We have a retention problem." "Marketing can't acquire customers." "Growth can't grow revenue anymore." Not all layoffs are bad. Some are valid but there's a reason why marketers/growth people have the shortest tenures compared to other departments like product management, engineering, and customer success. I was inspired to find a solution and asked a few questions to myself: Are growth/marketers fluffy? Can they really not sell? Are they all words and no results? And assuming all of that is true, then Why is this the case? And what can we do about it? This investigation led me to explore whether the problem lies elsewhere? First, please walk with me through some examples. Then, I'll stitch everything together and share a hypothesis. #1 Intuit's most successful vs. a total failure ad Intuit is one of the most successful SaaS companies in the world with a valuation of $180 billion. Their earliest product was an accounting software. Campaign #1 To run a direct advertising campaign in PC Magazine, Intuit had to bet its entire net worth of $125,000. If it failed, the company would be bankrupt again (they had almost gone under twice before, and at one point, they had to stop paying employees' salaries). The founders wrote this direct response ad themselves after consulting with a marketing friend. Take a look at their old ad copy from 1986: The result? Huge success. The copy was drafted by Intuit's co-founder who had previously worked at Procter & Gamble. If you've got a few extra minutes, watch the interview below starting at the 33:42 mark. Campaign #2 Eventually, Intuit hired a marketing agency. This agency created a two-page ad featuring a bald lady who had seemingly pulled out all her hair doing accounting. Do you think it would perform well? Source: In$ide Intuit Book The ad was expensive to produce, with all the agency fees. Worse yet, it brought in a grand total of 4 (four!) customers of the millions of people that saw it. Yikes. No wonder the founders were upset. I think tech is relatively easy to sell. There's a clear value-exchange and risks are offset by a subscription business. "I think SaaS is beautiful because it's a pure value exchange between customer and company. And as long as the customer is receiving what they think is enough value, they'll continue to pay for your product. So it creates this really great incentivization structure for businesses to solve real problems." — Dave Burson, Head of Product, Growth & Monetisation at Canva Intuit built one of the best products. They became the market leader in 2 months. They had done lots of market research. If you watch the interview above, you'll see they mention 'research' in almost every 3rd sentence. Founder was ex-P&G and that marketing background is incredible. But who is to blame for the failed Intuit ad? The agency, the company, or just the process? To answer that question, let's take a step back and see if companies outside of tech have solved this problem. Life's not so easy in other industries. #2 FMGC companies approach differently At bigger companies like Unilever or P&G, Marketing == Product team. Marketing decides what to build, for whom to build, why to build it, how much to price it, and how to sell it. Sure, sometimes we end up with products that are over-optimized for marketing. Look at any supermarket aisle. But the products sell. They aren't built by one team and then simply handed off to the marketing team to "sell." Revenue and product accountability lies with one team. It's why PMs at Airbnb are accountable for revenue. In tech, product marketing often ends up with the task of "hey, we've built this, now let's get customers." This approach doesn't effectively address demand. #3 Baskin Robbin's 31% Discount Consider another example: Baskin Robbins, the ice cream company, has maintained a consistent message since its founding in 1947. Their logo has always featured the number 31. This number wasn't arbitrarily chosen; it signifies the "31 flavors" concept, offering a different flavor for each day of the month. If a user is well-retained, Baskin Robbins asks them to deepen usage by ordering more of the same flavor (get a tub at a 31% discount). The 31% discount is a clever trigger moment and a time-lapsed deal which, once expired, would require users to wait for about 60 more days. It associates Baskin Robbins with the 31st of each month. Upon closer inspection, Baskin Robbins has effectively implemented: Usage and Frequency Mapping:  Something typically managed by Growth teams today. Trigger Effects:  Leveraging the 31st of each month. Product:  Introducing a new flavor to attract a new niche. Activation:  Encouraging the trial of multiple flavors. You might think this entire strategy [ read case study ] was conceived by someone at Baskin Robbins. However, the idea for "31" actually came from the Carson-Roberts advertising agency (which later became Ogilvy & Mather), in 1953. So, the difference is clear And it makes sense why. Marketers don't understand the possibilities that tech can build. That's why in tech we have product managers. People with the ability to do market research and communicate to devs. So, you have sales, marketing, and growth teams all working on leads. The product team is good at identifying a pain point and making the best possible product in the world. But then, product managers might not have revenue accountability. If it doesn't sell well, the short-term solution is always to market more. Here are some examples of what is written in my college marketing book by Philip Kotler: Growth is essential for the success of any firm. Thus, to be a long-term market leader is the goal of any marketer. Marketers can try to increase the amount, level, or frequency of consumption. (What Reforge Growth courses talk about) In targeting new customers, the firm should not lose sight of existing customers. (Poor line expansion in SaaS). Ironically, some food firms such as Hershey's have developed smaller packaging sizes that have actually increased sales volume. (Pricing and packaging). While trying to expand total market share, the dominant firm must actively defend its current business. Boeing against Airbus. Staples against Office Depot. And Google against Yahoo! and Microsoft. How can the leader do so? The most constructive response is continuous innovation . (Marketing does product management). Six types of defense strategies when you're a dominant firm: position, flank, preemptive, counteroffensive, mobile, contraction (PM work). Market challenger strategies: attact the dominant firm (high risk, high payoff), attack similar sized firms that are not doing the job well, attack regional firms, attack status quo ( lemonade insurance ). Market follower strategies.. and so on.. What you'll notice is that marketing does everything except manage the supply chain. So, it decides what to build, when to build, what to price it at, and where to sell. It does NOT decide how to build it. That resides with the R&D teams and manufacturing plants. Going back to our Intuit case where the bald lady ad failed...maybe the problem isn't with marketing or with the company. It's with the process. The reason why the agency failed is because they didn't quite get it. And they didn't help shape the product. They didn't understand the nuances. And potentially, they might not have been allowed to do so. Who knows? One of the agencies I worked didn't do any research, forget shape the product. They just interviewed clients and delivered work. Things would obviously not perform. I would spend extra time outside work on the weekends to get user research done. Taylor does a good job summarizing the idea: My recommendations If we want to solve this in tech, I've got some recommendations. These are just starting points: 1) Involve growth/marketing early on. Maybe they're called the "Growth" team. But they should be a part of the process much earlier on. It's hard to market a product you don't love or have faith in. 2) Growth/Marketing should understand tech opportunities and limitations in a better way At GitHub, all their marketers know how to code. At Streamline, I took one of the most intensive design courses to speak the same language as our designers. But, I did not put the same effort into learning about frontend/backend terminologies when that would've probably been a more meta skill to develop. 3) Let marketers/growth teams write their own briefs When recruiting agencies, see if they're writing their own creative brief. Mediocre ones will do as you ask them to. Top-tier ones will write their own. A friend of mine shared Ogilvy's campaign brief if you wanted to see how it's done. #4 Ogilvy's Client Brief An example brief for Fanta. Just look at some of the questions. What do they need to know?   Product facts are not usually decisive when people choose between brands, but if they are, list them here, or attach an addendum to the brief. What do they need to feel?   Emotive campaigns usually sell harder. What emotional response are we looking for? (Avoid clichés like “friendly,” “trusted,” etc.) Why should they care?   Brands that address issues bigger than their own category earn more time and attention. Why should people talk about our brand? Marketing has always been doing growth All this growth stuff around A/B testing, in-product tests, statistical significance has been used by marketing teams since ages. Even when there was no tech. Marketing gets a bad rap because, well most marketing is bad. So, I'd say if you worked in marketing/sales/growth or any of these ancillary functions and were laid off, it could because of one or more of these reasons You didn't truly influence the product. You haven't considered the full impact of the marketing lifecycle (awareness, activation, monetization, retention). Or maybe your work wasn't good enough — that's ok! We live and learn :) I'm happy to see that the industry is moving away from spammy marketing and looking at user journeys holistically. If you liked this article, you should read up " The Top 5 Reasons CMOs Get Fired " by Carilu Dietrich who's taken Atlassian public and is an advisor to hypergrowth companies. Thanks for reading! Best, Khushi

[This article is a WIP. I plan to sponsor newsletters and list down what I learn as I go] Elena Verna The first one I sponsored lately was Elena Verna's newsletter. I learned about PLG from Elena, took most of her courses in Reforge, and followed her to her Growth Scoop newsletter. Writing is actually fun and engaging. Hers alongside Kyle Poyar's Growth Unhinged newsletters are the only ones I read often. I think she and Jonathan on her team truly set the bar on what sponsorships could look like. They truly went above and beyond There were a few things I liked: First, they were able to match our topic with the topic of the newsletter. Second, we even got a featured image with the "Get your free churn reduction analysis". Third, the post linked to another blog post of ours in the article itself. They even honored a second CTA towards the end of the article. My ask was this, Khushi: Can we also have a link at the bottom of the newsletter? Sometimes, I'm so curious about the topic Elena writes about that I want to finish reading it, before I click on an ad. If it's towards the end, there's no other CTA that competes with it for attention. And people won't need to scroll back up. If this list wasn't already enough, they even helped write a blurb for us and gave me feedback on the graphic when it didn't look quite good on the first try. My takeaway is to sponsor posts you already love when you're just starting out as a brand. Then, you can increase your brand awareness budget. I wrote them this message: This partnership is as good as it can get! I could not have asked for anything better. Thank you <3 Our cost was $3000 for this post. It's publicly available here to sponsor . For the second time around, there wasn't enough time to discuss a few items so I had to opt out of sponsoring her newsletter. And Elena just offered it in for free. 🫨 I was playing carrom with my family, celebrating my dad's birthday. And that email came through. It had Churnkey's name at the top. I went through so many emotions all at once. First was an adrenaline rush. I was thinking, "Wow, what an article. Glad we're featured." Then, a little bit of regret followed. "Was I stupid to opt out? This is an incredible article." Then came worry. "Had I messed up the comms and they didn't see we opted out?" Then came relief. "No worries, I'll convince the team to pay and honor it." And it took me 30 minutes to type an email. Before I was done overthinking and rewriting the email again and again, I heard back from her. It said, "it's on the house". What! My jaw just dropped. It wasn't an accident. We were intentionally featured a second time around. This second article of hers was even more popular on social so I definitely would've regretted opting out. Like, a lot. But yeah, it was quite classy and kind of her to do this for us. If you'd like more metrics (click rate etc), I'm happy to share some more of those if you'd like to contact me . Otherwise, you can sponsor her newsletter . There's a lot that you get: a newsletter, a social post, and if you're lucky, maybe that post would be tied in to your topic. The only downside is that the shelf life for a post is around 2 weeks, after which it is behind a paywall. But, I'm clearly biased. I love her content and would do absolutely ANYTHING to be a part of the content she puts out. So, yeah. So far, so good. [Next Post Sponsorship Will Be Updated Here]

The cheapest way to learn in SaaS is probably to buy the product and see what they're doing. Dropbox Revenue From a numbers standpoint, Dropbox has 700M users, of which are 18.16M are paying  customers (around 2.5% of all users). 2.5% is a high enough number for a PLG company. They grew revenue by 7% (~180M) in 2023. The first quarter of 2024 saw slower growth in terms of revenue though. To learn from Dropbox, all I needed to do was pay $30 and see everything I could as without having to join the team. What a steal. I gathered 130+ screenshots across their entire app, and labelled a lot of stuff 🥵 The company I work for has a paid plan with Dropbox so I know that creatives are their most important target audience. Creatives have a few challenges. They work with very heavy files and must keep them organized. They also work with clients and have an approval process. Every product that Dropbox built was about virality. Choosing creatives as an ICP also has virality baked in if you think about it. More on that to come in a different blog post. Homepage The homepage is focused on conversions. You see ‘Find your Plan” at the top. The secondary CTA is sign up for free. The fifth fold prioritizes work use case over personal in the visual hierarchy. Forces people in the Systems 1 thinking by giving two options instead of just one. The footer also focuses on the "Get your plan" CTA Idea💡 Direct people to the pricing page from the homepage where they can get a free trial Activation The first modal window I see in the onboarding asks me to upload a file and share it. When I try to share it, I see a paywall. This is brilliant! First, the feature is optimized for shareability. Dropbox stands to gain from this. Second, they show me a nice feature (password to a file). The share button is disabled. The feature is highlighted in blue to draw attention. If I didn't want to pay I could click on the "Create and copy link" text, and it would still work. Idea💡 The first feature you introduce to can lead them to a shareable feature. When you introduce a paywall, you might want to let people opt-in for a trial. Buying a plan When I click on "Buy essentials", I'm not taken to the pricing page but rather led to their plan directly. Yearly is selected by default for obvious reasons. The one odd thing is that I can't start a trial. It was available on the public facing pricing page. I signed up with multiple accounts. So, here's another thing that Dropbox is testing. Dropbox will also ask you in the onboarding itself which plan would you like to choose. You can see that the free plan is almost hidden below the fold. They also offer to remind me when I have a few days left before my trial (but I didn't really read that copy). Different layouts for the same plan I installed the desktop app and haven't upgraded yet. On the final screen of the onboarding, it tries to sell me into the "Plus" plan. Again, it doesn't mention I could start a free trial on the CTA. Anyway, the imagery is great! It compares the free vs the paid plan. Although, 2 GB on the free plan is 0.1% the size of the paid plan limit. Not 33% that this visual demonstrates. Tip 💡 Compare the free plan vs paid plan visually. Might need an art director. Now, this is interesting. You saw earlier with the Essentials plan, I never saw Dropbox Plus. But now I do. Plus comes with no free trial, since it's a cheaper plan. I also got a little confused with their naming. How was Essentials more expensive than Plus? All prices uses 1 and 9 so it got even more confusing. There are a host of clever things Dropbox does Showing how close am I to the plan limit (Using 39KB of 2TB) with a progress bar No free trial vs free trial Show both monthly and yearly plans at once, and calculated in both frequencies Look at the differences, even in the features shown on the side. Dropbox lets you bypass their free trial. It's a good anchor to the free trial. You can request an invoice too. Manages expectation that it needs to be a larger order (team of 15+) They offer multiple payment providers (although some may not work well). Dropbox doesn't let me abandon the purchase flow. Once I clicked on the upgrade option via the onboarding flow in the desktop app, it doesn't let me simply abandon it. Lifecycle Emails Dropbox emails are very inspiring. They have the perfect email previews, use lots of liquid and HTML, is super on-brand, ties every email to their core action metric, and use proper sub-domains for sending so it never hurts deliverability. There's a lot to like! Email 1 Email 2 Upsells Dropbox does a great job at upselling me into a plan. In the UI, you'll see "Invite Team Members" plastered at nearly three different places. If you were to click on it, you'd see this modal that asks you to upgrade into Dropbox Business. So, essentially I was upsold while I was in the middle of a trial. And I can't purchase just one more seat, so I need to purchase a minimum of three seats. Once you upgrade to business use cases, the invite flow is also incredible. Your team members are assigned tasks by you. Two are selected by default. One of the tasks is to upload their personal folder. The more team members upload their personal folder, the more likely will you hit those storage limits if any. Another cool thing Dropbox does, it it will ask all your team members to invite more team members in the onboarding itself. They customize the reasons for inviting differently for team members vs admin. Admin might care about security but team members might care about other things. I'll talk more about their invite flow in another blog post. It's extensive! If I were to get a trial on the business tier, it wouldn't give the bare minimum of 3 licenses but rather give me five. Feature Discoverability A big reason why people pay is how deeply you are integrated with their workflow. Many users might churn stating that they left because a feature wasn't available. When, you probably had that feature and they couldn't discover it. The beautiful thing about software is that people pay when they receive value and stop paying when they don't. Feature discoverability plays a strong role in making the first part of it happen. The coolest thing that Dropbox does is that each product has their own tutorial/onboarding. Dropbox's Replay had the best onboarding of all times. My mind was blown. You can watch it here . Can't embed it unfortunately, no idea why not. They also added a PDF file because one of the features was to "Send and Track" files. This PDF would come in handy as I discovered another feature of theirs, hidden under their most used button. My first thought when I saw this was, "Huh!? You can edit PDFs these days? Wow". This is probably so useful. The thing about feature discoverability is that people might not even know what they need until you show it to them. And Dropbox introduced me to 10s of features in a matter of a few minutes without being intrusive. Such as this one: "you can convert file formats with Dropbox!?" Sometimes, it would trigger the good old modal window when I opened up a new product. Other times, it would highlight the button enticing you to click on it. When I uploaded a file, it automatically opens up in the sidebar and the first thing I saw was this share button. And it doesn't stop there. Dropdown gives you reasons why you might want to share. In-product onboarding is more natural. They open up a feature I haven't yet explored. If they detect that I have explored a feature, it won't open up. This button on the main dashboard keeps changing based on which feature I might have not explored yet. When to monetize They monetize the number of templates, and it is not just 1-2 but a healthy limit of 15. Perhaps, it triggers a sales conversation. A niche little feature that lets you compare versions, is an add-on. Btw, the upsell you see in a feature disappears after the first click. So, they don't continuously spam the user. And also open up room for few features. Contact sales is not visible on the cheapest tier. I saw a popup only when I hit the business tier. Failed Payments When you login, this is the modal window it’ll show to you. You see this banner with a countdown at all times. Plus a "Add billing details" as a CTA that replaces the upgrade button. Thanks for reading, I'm going to improve this article in the next couple of months. There's a lot to learn!

Zombie users are paying subscribers who pay you but don't use your product. They get counted as active subscribers, when in reality they should be considered as churned subscribers. How to measure zombie users in your product? Step 1 - Identify your engagement metrics This could be anything like pageviews, sending a newsletter (eg: Mailchimp), creating a draft (Jasper), sending a message (Slack), or creating a board (Mixpanel). Step 2 - Create a filtered view of your users I like to keep my annual and monthly subscribers separated but you can cluster them together. Here's a rough idea of how that could look like. Then sort the report by value. Customizing your subscription health 1. Using % trends You can add an event with all active subscribers. Then use a formula to find the percentage of healthy active users or zombie users (eg: zombies / total subscribers%) 2. Segmenting further You can also create three groups: healthy, at-risk, and zombie. So, you can try to win-back at-risk users. This is important to do because Zombie users might come back later and request for a refund. They might also not be happy with the brand. What should you do about zombie users? I really like what Slack does with Zombie users . As soon as they track that a user has not been active in the past 30 days, they don't bill the workspace owner. Why exactly is Slack doing and isn't doing? 1. Always charge for 1 user even if the user becomes inactive. This is probably because Slack has a cost to serve in terms of data storage costs for the workspace. 2. Don't refund the charge but instead add a credit They aren't refunding for the month. Instead, they're saving a little bit of cashflow plus ensuring that the customer's bank statements remain clean. I don't like using a lot of payment apps like Google Pay because they offer cashbacks. Cashbacks ruin my account statements. Why is this a good billing strategy for zombie users? People often hesitate to start a subscription because they're worried they will forget to cancel it. This pricing decision reduces friction to conversion. It's also good for brand and word of mouth. Clearly, I'm writing about them :) And it's also good for the customer. They aren't shocked or feel like an idiot when they see their statements and realize they forgot to cancel. But I acknowledge that this pricing decision can come from a place of privilege. Some companies can't do it if they need the cash. One of the companies I worked for signed an annual contract with Sendbird (a messaging service). Now, development time took longer but Sendbird wouldn't extend or cancel the contract. This was a tiny startup paying thousands of dollars for a service they weren't using. We wrote to them a few times but they just stopped responding. In a world of Sendbirds, be a Slack :) Thanks for reading! Khushi

Earlier, I thought calculating bounce rate in Mixpanel wasn't possible. Even their blog states that it's not possible to calculate bounce rates. But then, I think there's a way to calculate bounce rates in Mixpanel. Look at this template report they prepared for me. As you can see, I'm able to search for landing pages, exit rate, and bounce rate. All of which I previously thought wasn't possible to calculate in Mixpanel. How to calculate bounce rate in Mixpanel There are two ways. Simplest way is to modify a Mixpanel template. Another way is to just create it from scratch, which is more scalable. In this example, I'll show how to use a template. Then, towards the end, I'll show how you can create it on your own too. 1. Create a board Go to the boards and create a new one. It's under Discover. Choose "Use a Template" 2. Pick a template Choose this Web Analytics Template. It has the bounce rate metric pre-calculated for you. 3. Answer two questions To correctly answer them, think about whether you're a large site or a smaller one. Smaller sites: I use Pageviews for the first one and then Page Title for the second dropdown for my small personal site. Larger sites: If you have a separate web app and a marketing site, you might need to create a custom pageview event which is a sum of both of those. So I'd either use a combined metric for both of those pageviews or only isolate the marketing site. For Page Name, I'll probably use URL path / Current URL instead of Page Title because you can keep changing the Page Titles without losing historical data. 3. Click open this report Navigate to "How are each of the website pages performing?" report. Then click on the title so that it opens it up in a new page. 4. Customize metrics On the left sidebar, customize the metrics. Let's take a look at each of the individually B) Landing Page: Notice that the way they're calculating is by using "First Touch". That's a smart hack! C) Exit Page This is last touch, pretty clever! It'd be good not to forget this. D) Bounces This calculates total bounced sessions and they've set up a formula which gives you more granular controls over GA4 on how to define a bounce. I changed this from 2 to 1 because for some of our pages, just spending more than 10 seconds is fine. But you could customize this however you want.. Their default recommendation is 2. They've also hidden this metric and used a custom metric to show bounce rate. 5. Lastly, calculate the bounce rate Mixpanel calculates bounce rate like this: Total Bounced Sessions / Exits * 100 I'm not sure it's accurate though. I would calculate it something like this: Bounce rate in Mixpanel = Total Bounced Sessions / Total Sessions * 100 And ChatGPT agrees! Mixpanel's calculation of bounce rate will lead to an inflated rate because they're essentially taking a smaller denominator than what I am. It might make sense for some use cases so I'll leave it up to you to decide. First check with their pre-built formula. Then use mine by replacing the C with the A. This is the web standard and should always be right. Bounce Rate = D/A*100 You should see an improvement of 10-15% on each page. Last touches / thoughts I'm happy that I tried out Mixpanel's templates. I was just playing around with their tool on the weekend trying stuff on my personal site and accidently found this. Their templates are a really good starting point and showed me how to calculate the metrics. However, it's might not always be right, so just double check each part of the equation. In the future, you don't have to go to the templates to create formula. Your formula remains the same and is reusable across other reports. Mixpanel Bounce rate = Sessions, where total pageviews is 1 AND time spent is less than 10 seconds / Total Sessions * 100 Remember, that to be able to set 'first touch' or 'last touch' at the top in the events, you will have to first break down. Select "Attributed by" and then "Page Title" Best, Khushi

Hi, I'm Khushi! And this is how I use Reforge AI for work. Warming up the AI leads to better results If you wish to ask questions like: "What are the types of monetization strategies a company like Streamline can use?" Try asking something like this first: "What are some monetization challenges Streamline could face?" If your goal is to find solutions, have Reforge AI align on problems first. Ask for tactical advice to move beyond the strategy AI can end up being too strategic at times. You might want to probe it for more tactical tips. "Streamline already offers a generous free tier. How can I prevent it from cannibalizing sales for the premium product? List some ideas and pros and cons of each. If you can pull examples from Reforge's curriculum or the live case study videos, that'd be great!" Another prompt that I use at times, is this: "Can you give me some tactical ideas of what I can try and test out? Less strategy. More actionable inspiration." Other prompts ideas Every prompt must go through a warmup period. Otherwise, the responses are too strategic and obvious. For OKRs "I'm tasked to write OKRs to own the marketing and PLG department for a sales-led business......some more back and forth..... What should they be?" For Benchmarks: I prefer to use benchmarks from Reforge vs use Google. "What are the benchmarks for conversion rate for an ungated product with a free trial and a free product?" "What factors influence conversion rates most?" For Roadmap Planning: "What are some projects growth engineers on my team should work on next? I'm trying to build our roadmap? Please share some ideas for projects." "Great, write more." Dealing with strange results If Reforge doesn't have relevant content for that topic, then it isn't very helpful. For stuff you can google, I find it helpful to use ChatGPT/Claude more than Reforge. Generic questions I asked lead to average responses. What is buyer journey mapping and why is it important? What are some questions to ask during a buyer journey process? Full coverage content For content that Reforge has in its curriculum, the replies are very thorough. You'll start seeing the result of it in your questions. I find talking about adjacent topics helpful. Example 1: How to design cancellation flows? How to analyze cancellation metrics? Are there any metrics for cancellation flows? List the metrics and the formulas . Example 2: "I have an infrequent product where users set it once and forget about it while it continues to offer ROI in the background. What are some challenges products like this can face?" " How can I add more frequent use cases for a product like Churnkey? Churnkey is a retention automation platform for high-volume subscription businesses. On average our customers retain 20-to-40% of subscription revenue they would have otherwise lost to churn. It reduce voluntary customer cancellations as well as involuntary churn due to credit card processing failures." Results Client 1: "We’ve been very impressed with what you accomplished in just one month!" -> Offer extended Made an 80 slide long PLG deck, which was in depth with zero fluff. And extremely tailored to their use case. Client 2: "You've really nailed our product" Client 3: Is pretty happy too! Got a promotion! .. and so on! Final thoughts Previously, I left jobs to take up the courses. Whatever Reforge said, it took me 10x longer to apply. I had anxiety and fomo for not being able to complete as many courses as I wanted to. I honestly like the feature to bridge gaps. I would bother the EIRs and email them for help. Now I don’t do that, thank god. Thanks, Khushi

Tribalism builds the the best marketers and community builders. Most of religion, terrorism, veganism and politics is great marketing. You sell a vision. Religion gives you better values and a guiding way to live life. Terrorism lets you believe that you are changing the world for the better. Veganism lets you believe you have the power to leave the world better than you found it. Politics helps you see that your future can be a lot better at the press of a button [ballot]. If you ever need marketing inspiration, look beyond your competitors or products catering to your industry/target audience. Changing people's behaviors is one of the hardest things to do so look for tribes that push the limits. This is where the real innovation happens. In India, religions are able to migrate someone off of one religion to another usually for money or love [if you do inter-caste marriage]. Terrorist organizations find weaknesses to leverage. Sleeper cells have a degree of hate for their country and terrorist organizations give them a way to act on it. Veganism brings people in by unveiling the reality of the animal industry. You could potentially swipe this tactic if your product's alternatives have hidden costs that people don't know about. In Philippines, for example, a cheap face cream has carcinogenic products but people aren't aware of the downsides. For B2B products, maybe you provide a faster SLA time than competitors. Arelcon RMC, an Indian ready-mix supplier provides on-time delivery and is a more premium solution in the market. The challenge they face is that the purchasing manager doesn't realize how many man-hours are lost with delays or with damage-control work that their team has to do after using poor quality concrete. If you're interested in how to affect consumer behavior with offensive humor, check out Elwood Dog Meat . It's pretty genius. Political marketing is pretty impressive too. We even share the word 'campaigns' with them. Tribes are where innovation in marketing happens. Whether that is anti-vax communites or holding Gamestock shares. Anything out of the ordinary requires changing consumer behavior. People who are able to do this are the best marketers imo. Enjoy and don't be a marketer people hate. - K

Music is a hard career path. So how do you market yourself? How to grow a music career? Henry Moodie is a musician and a lyricist. The way he uses social is radically unique in comparison to other musicians who rely mostly on their talent. Henry doesn't do that. Instead, he takes popular songs, changes the lyrics to match 2022's internet culture and asks people to tag/share. Henry Moodie's strategies Piggybacking off of popular songs - feeds the algorithm and uses their brand authority to build his own reputation Changing the lyrics - surprises and delights users + is a cover demonstrating his talent. Keeping captions short - one sentence usually with a clear CTA to ask people to follow, remix or tag their friends. And it's clearly working for him. What about non-piggybacked stuff? For original content, the call to actions are even stronger. His songs themselves are very shareworthy. See this one: Henry could've written songs about heartbreaks, romance, life, etc but he chose to write an original song about friends. Most people have more friends than they have lovers/exes so the market share is a lot larger. You're more likely to send a piece of content to a friend than to someone else. 😉 When to piggyback? So Bira, an indian beer brand started out as a challenger brand. The way they acquired market share quickly was to ride the 'hip hop' culture wave that took India by storm. You cannot always ride an existing culture wave. So, this is an alternative strategy to piggyback off of other older things. You have more control on the timing and the flexibility to think through things. Piggybacking is one of the best ways to grow a business. It's lazy, profitable, and scalable. Piggybacking in SaaS Wynter rides on the popularity of other marketing tools that its target audience is known to use. Wynter started out with one test and then made the "Do you even resonate" into an entire series because it was the best way they could showcase their product without being repetitive. Have another idea or example? Drop them in the comments below!

As a growth lead, I've extensively used Hotjar and Mixpanel for companies of all sizes, including those with millions of users and even small early-stage startups. Here's an in-depth but brain-friendly buying guide.

Vistara Airlines USP: Great flying experience, brand new flights, in-flight free meals from Taj (7-star hotel), In partnership with Singapore airlines, great customer service. Current tagline: Fly the new feeling The current tagline doesn't really say much. It's vague and unmemorable. Humans resist change in general - why convince someone to try something new that they may not like? A terrible flying experience could also mean 'new feeling'. Communication needs to be precise and clear especially when the stakes are so *high* Proposed tagline: [Fly] Premium without the premium Vistara is a premium airline carrier but their prices are almost as low as the low-price carrier in India. If you had one chance to capture someone's attention - you make them an offer they can't refuse. BMW's tagline is "Sheer driving pleasure" - directly translating to their unique positioning. FedEx' is "Absolutely, positively overnight"