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And add it to the onboarding flow, and at the end of key transactions when the user is otherwise done, and you might as well capture engagement. This is anecdotal, but in testing I’ve seen, the inviter-centric amount generally works better — that is, catering to their self interest. The Payback.
Stage : Early-stage for B2C, an evergreen lever for B2B. The biggest gains in optimization don’t come from brute-force A/Btests, but from trying to understand the real barriers to people using your product. Stage : Early-stage for B2C, an evergreen lever for B2B. Cost : Medium. Examples : Lyft: [link]. DoorDash: [link].
Network effects emerge when products, like marketplaces, social apps, B2B collaboration tools, and so on, get more useful the more users that are on them.In It requires the founders to be very involved onboarding users, sometimes one-by-one, into the product. Direct sales and product-led viral growth for most B2B collaboration apps.
Stage : Early-stage for B2C, an evergreen lever for B2B. The biggest gains in optimization don’t come from brute-force A/Btests, but from trying to understand the real barriers to people using your product. Stage : Early-stage for B2C, an evergreen lever for B2B. Cost : Medium. Examples : Lyft: [link]. DoorDash: [link].
Why onboarding is so important for retention/churn. And you can start to draw conclusions, sort of a natural A/Btest in order to do that. And I think the similar kind of analysis you can do for B2B companies is for products that have different sized teams using it. Why blended CAC numbers are misleading.
Above: When you just look at the cross-section of companies in the industry, many of the newest and best B2B and consumer companies have all built growth teams. If you can understand what gets a user to become active, then you can introduce that during the onboarding flow, thus converting them to active or core users.
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