We’ve made a lot of progress the last couple of days, particularly by building a high tempo learning machine based on an iterative and collaborative process to continually improve CHINGU. Unfortunately, I therefore neglected our Built.to.Learn project a bit, the CHINGUbook. I’ll try to catch up in the week to come and learn more about the Back-End.
The most important point for a relatively young initiative like CHINGU is to learn as much as possible, as fast as possible, always trying to improve the product* and make it more valuable. It’s not of much use if you jump into working on channels point-blank, without having a well-thought-out strategy in the first place. In today’s fast-changing environment, something that worked today may not work tomorrow. That makes it cumbersome and less efficient to start off with some random digital marketing efforts that may have helped other companies in the past to grow rapidly. Instead, setting up a repeatable and thus scalable process will more likely turn out to unlock exponential growth for your organization as well. Get ready for lift-off!
*The use of the term “product” seems counterintuitive regarding CHINGU since we don’t offer anything physical, however, like a product, we provide value to our users.
As for CHINGU, we are following an approach that was initially devised by Sean Ellis, who also coined the famous term Growth Hacking. To fit our needs more adequately we adapt the process wherever we deem it necessary.
Sean recommends establishing a company-wide “Growth Culture”, where not only one department (usually Marketing) is responsible for initiating growth but rather includes as many people as possible, whether they come from within the organization or from the outside, to ensure a constant flow of ideas.
For the ideas to come to life, they first need to be prioritized and transformed into actionable tests. Besides describing what the idea is about and why it is supposed to work (ideally backed with data), coming up with some Metrics / KPIs (=Key Performance Indicators) is vital for tracking progress and holding yourself accountable. Additionally, attaching responsibilities as well as setting Due Dates is crucial for the chosen tests to be carried out on time. However, though not every idea might be a big success right away, it’s essential to follow up on each experiment and capture learnings. It not only helps to figure out why something didn’t work but also why it might not have worked just yet, but someday will if slightly tweaked and applied in a different setting.
There is a lot more detail to every step along the cycle, but I hope I may have been able to outline the broader idea. As a matter of fact, we at CHINGU just finished our version of the growth process and will now focus on getting more people onboard, refine it on the fly and try to execute as many ideas as we can.
If you are interested in sharing your opinion or want to provide some feedback, I’d appreciate if you leave a comment down below. Otherwise thanks for reading and see you next week!
For reference and if you’d like to find out more about the process, I recommend the following resources: