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From YouTube: Growth Group Conversation (2020-05-18)
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A
B
A
Thank
you
for
that
question
and
and
I
know
a
lot
of
the
growth
team
members
have
contributed.
So
we
out
wait.
I
introduced
II
I
invited
you
to
look
through
the
girls
Direction
page
and
share
any
feedback.
If
you
are
interested
I
think
one
one
most
important
update
is
that
we
laid
out
our
one-year
plan
for
gross
team
with
three
focus
area
or
three
themes.
The
first
one
is
improved
customer
retention,
as
we
all
know,
kind
of
because
of
cover
net
19
and
some
of
the
economic
turmoil
it
cost.
A
It
is
very
important
for
us
to
hold
on
to
the
customers
we
already
have.
We
already
acquired
them
where
they
build
a
relationship.
We
don't
want
to
lose
them,
so
gross
team
actually
will
focus
a
lot
in
in
this
area.
As
you
know,
we
have
a
retention
team.
We
have
expansion
team,
we
have
fulfillment
in
a
lot
of
those
teams.
Focus
are
actually
to
serve
existing
customer
better.
So
some
of
the
initiatives
or
changes
will
be
focused
on
our
make
existing
customer
renewal.
A
Upsell
expand
experience
as
much
as
possible,
as
well
as
really
deep,
dig
deeper
into
the
data
under
and
one.
How
are
they
doing?
How
we
can
capture
some
leading
indicators
that
maybe
their
behavior
pattern
has
been
changing,
for
example,
Mike
and
the
team
developed
something
called
MVC
health
score
that
can
allow
us
to
monitor
their
usage
pattern
as
long
as
there's
anything
changed
so
that
we
can
know
that
early.
That's
just
one
example.
We
are
also
working
on
understand
what
are
some
leading
indicators
that
can
can
drive
better
attention
as
well.
A
So
that
is
one
big
focus
area.
The
next
one
will
be
maximized
new
customer
conversion.
We
have
sales
team,
we
have
marketing
team
and
gross
team
plays
a
role
there
as
well.
How
we
can
make
sure
the
customers
newer
customers,
we
acquire
we
maximize
conversion,
meaning
if
we
spend
some
money
in
marketing
spending
or
sales
activity.
A
We
want
that
money
to
be
worth
of
it,
like,
especially
during
current
economic
situation
as
well
like
we
want
to
make
sure
the
customer
LTV
is
higher
than
then
the
customer
acquisition
cost
and
also
the
time
it
takes
for
us
to
get
back
that
money
is
as
short
as
possible
as
well
so
grow
schema
can
play
a
role.
Some
of
our
initiatives
around
building
a
new
customer
onboarding
flow,
meaning
anyone
enjoying
collab
how
we
can
make
sure
they
understand
how
to
use
it.
A
They
see
the
value
of
it
as
quickly
as
possible,
as
well
as
doing
some
qualitative
and
quantitative
research
to
understand
what
why
some
customers
convert.
They
sign
up
for
trial.
They
sign
up
for
paid
plan.
Well,
some
other
customers.
They
don't
by
collecting
that
answer
via
Survey
and
compare
and
contrast
were
able
to
hopefully
find
some
reasons
that
we
can
address
and
the
third
one
will
be
building
the
infrastructure
and
foundation
for
data-driven
grow.
A
Most
team
is
really.
Data
is
just
such
a
important
ingredient
for
for
growth
and
for
overall
business
growth.
Team
actually
has
been
working
very
closely
with
analytics
team.
Telemetry
is
part
of
gross
as
well,
so
how
we
can
better
capture
data,
analyze,
data
and
surface
a
lot
of
insights
to
not
only
product
team,
but
also
the
broader
collab
team.
That's
just
one
area.
We
are
very
excited
to
work
on
as
well.
A
I
think
those
are
the
three
most
important
seems
we
laid
out,
and
another
quick
call
out
is:
if
you
click
into
the
the
link,
there
is
a
chart
where
we
talk
about
how
gross
team
can
collaborate,
collaborate,
ways
and
support
a
lot
of
other
functional
teams,
for
example,
how
we
can
support
sales
team,
how
we
can
support
with
marketing
and
customer
success
and
product?
That's
that's
what
we
want
to
be.
A
C
My
questions,
we
have
a
lot
of
different
metrics
and
actually
they
all
look
great
to
check
the
performance.
All
the
teams,
especially
in
some
future,
shall
we
have
only
one
or
view
metrics
or
shall
we
consolidate
them
or
duplicate
some
of
them
or
use
them
for
different
purposes.
What
is
the
like?
We
have
no
star
metrics,
error,
ICD
and
also-
and
that
question
comes
from
actually
the
seed
to
see
you.
He
was
thinking
about
the
same
thing.
I
mean
telemetry
team,
so
kind
of
relate.
A
Yeah,
okay,
that's
an
awesome
question.
I!
Think
that's
a
that's!
A
the
million
dollar
question
is
a
hard
one
in
general.
My
view
is
that
the
the
dirt
and
the
understanding
your
business
is
a
journey
and
generating
matric
metrics
is
actually
part
of
that
journey.
Initially
you
probably
only
have
one
or
two
you
just
look
at
a
revenue
very,
very
kind
of
end
result
and
summarized
metric,
and
you
begin
to
realize
that,
in
order
to
change
your
revenue,
you
need
to
monitor
something
else.
A
Just
directly
looking
at
the
revenue
every
day,
wouldn't
help
you
actually
change
the
revenue,
because
that's
a
result
of
many
thing
else
happened
already.
So
you
begin
to
think
of
other
ppis
or
performance
indicators.
That's
maybe
a
little
bit
more
granular
and
and
also
a
little
bit
earlier
than
the
revenue
and
they're
what
they
were.
Usually
there
is
a
period
of
time
you
have
a
lot
of
metrics
defined
because
you
you
know
so
many
things
can
impact
your
ultimate
goal,
which
is
revenue.
A
It
can
be
become
a
little
bit
overwhelming.
So
my
view
is
that
is
a
journey.
Defining
metrics
is
actually
part
of
understanding.
The
business
and
really
begin
to
begin
with
something
simple
and
and
that
grow
into
a
huge
amount
of
metric,
and
then
the
next
step
is
I
actually
really
understand
the
connections
between
them
and
really
they
still
may
be
a
hundred
metrics
into
a
few,
maybe
into
like
ten
or
twenty
basically
I
linked
I
linked
a
page
from
the
group
conversation.
That's
an
exercise
actually
gross
team
has
been
going
through.
A
It's
called
building
a
gross
model,
so
the
idea
is
that
how
we
can
how
we
can
basically
have
a
Northstar
metric,
which
is
our
a
RR,
but
then
how
we
can
break
that
into
sub
metrics,
that
each
of
the
gross
team,
for
example,
acquisition
gene
conversion
team.
They
have
their
individual
metric.
That
directly
contributes
to
the
ARR,
which
is
our
North
Star.
And
then
they,
if
you
in
that
in
that
page,
there's
actually
a
link
to
another
deck
which
each
of
the
grouse
team
break
down
their
North
Star
metric
into
more.
A
For
example,
conversion
team,
their
their
metric
is
that,
after,
after
sign
up
for
24
hours,
how
many
people
convert
to
a
paid
plan.
But
actually
that
has
many
things.
Go
into
it
as
well,
so
you
can
say
the
structure
of
we
have
one
big
thing
on
the
top
and
then
we
we
digest
that
into
many
layers
and
I.
Think.
As
long
as
we
begin
to
form
that
connections
and
relationship,
we
will,
we
won't
feel
like
we
have
a
hundred
metrics
with
willful.
We
have
a
system,
we
have
a
constellation
of
metrics.
A
D
I'd
also
like
to
add,
we
do
want
to
add
a
minimum
consolidate.
Our
terminology,
we're
gonna,
have
I,
think
it's
called
product
performance
indicator,
page
there'll,
be
a
KPI
section
and
then
a
performance
indicator
section
the
KPI
section
or
the
metrics
that
we
review
monthly
at
the
product
organization
level
with
Sid
and
Paul,
and
then
underneath
that
will
have
a
performance
indicator
section.
D
These
won't
get
reviewed
monthly
with
Sid
and
Paul,
but
their
performance
indicators
that
each
of
the
groups
that
roll
up
to
the
product
team
I'm
looking
at
so
I,
totally
agree
with
Hilo
that
there's
gonna
for
a
while,
probably
be
a
lot
of
metrics,
because
we
have
a
lot
of
teams
and
we
want
them
to
be
focused
on
things
that
we
think
will
roll
up
to
higher
level
impact.
But
we
do
want
to
reduce
confusion.
What
terminology
have
it
all
in
one
place?
Have
it
handbook?
F
Sure
so,
just
a
high-level
the
way
that
I
think
about
it
is
balancing
the
the
abilities
of
all
of
the
teams
and
who's.
You
know
really
kind
of
like
the
domain
expert.
So
when
it
comes
to
making
updates
in
the
product,
you
know
that
may
more
naturally
fall
on
to
the
product
and
engineering
teams,
but
when
it
comes
to
something
that
where
marketing
is
more
of
a
domain
expert,
we
absolutely
want
to
partner
with
them
and
leverage
everybody
in
marketing
some
great
abilities
and
vice
versa.
F
So
you
know
I
think
we
love
getting
ideas
from
other
teams
as
well
for
things
that
we
could
do
in
the
product
because
we're
not
by
no
means
do.
We
know
every
experiment
or
every
idea
that
would
best
suit
our
customers,
we're
just
the
people
executing
on
the
product
side,
at
least
so.
I
see
it
as
really
kind
of
a
balancing
act.
I
think
some
companies,
where
you
don't
have
a
SAS
application.
F
There
are
more
likely
to
have
the
growth
see
and
fall
within
marketing,
because
it's
really
that
marketing
team,
that's
at
the
top
of
the
funnel
that's
generating
leads
for
the
business
us.
Having
a
freemium
version
of
our
software,
a
lot
of
those
initiatives
fall
into
the
product
and
engineering
space
for
us
to
make
those
iterations.
How.
E
G
G
What
events
do
you
need
to
make
sure
that
you
have
all
the
information
you
need
and
then
you
know
we'll
put
together
all
the
things
in
the
product
that
needs
to
be
done
to
empower
them
to
do
that
and
they'll
sort
of
test
the
content
continuously
to
make
sure
it's
maximizing
the
that
you
know
the
metric
that
we
all
want
to
make
sure
is.
It
should
be
affected
here.
Do.
G
And
so
that's
part
of
what
we're
doing
is
trying
to,
on
the
product
side,
put
together
the
infrastructure
for
them,
so
we're
kind
of
empowering
each
other
in
a
lot
of
ways
like
working
together
on
a
lot
of
these
things.
So
you
know
when
you
say:
marketing
is
in
charge
of
this.
It's
really
just
like
I,
don't
know
it's
sort
of
semantics
here,
because
they
are
still
in
charge,
we're
just
sort
of
empowering
them
with
in
products
things
that
need
to
be
done
inside
the
product
to
set
up
the
infrastructure,
to
empower
them
to
do.
G
G
A
It
doesn't
make
sense,
because
we
ultimately
want
the
same
goal.
However,
we
have
DIF
different
team,
have
different
metrics
marketing
team,
most
mostly
focused
on
mark
MQL,
those
team
they
want
to.
They
want
sales,
which
is
element.
Golf
grossing,
look
at
conversion
rate.
They
they
ultimately
should
be
the
same
thing.
However,
if
each
team
is
looking
at
metrics
differently,
we
may
not
kind
of
make
the
most
aligned
decision.
A
So
one
effort,
I'm
working
with
analytics
team
Derek's,
especially
is
helping
with
this,
is
trying
to
understand
the
process,
but
also
viewed
some
dashboard
that
can
capture
this
entire
funnel.
So
everyone,
every
team
can
share
the
same
view.
I
think
that's
a
that's
a
that's
an
effort
and
as
SM
and
Jensen
mentioned
that
we
used
to
have
like
sync
ups
with
marketing
team.
Whenever
there
are
changes
involved
trials,
but
now
with
standing
or
joining,
we
want
to
make
that
more
comprehensive.
So
we
will
begin
to
set
about
more
communication.
Sync
between
the
two
teams
are.
E
The
reports
that
are
different
are
they
motivated
by
I,
don't
know
anything
about
how
people
are
bonused
but
typically,
like
people
were
like
they
care
about
the
things
that
they
are
bonus
on
so
like.
Let's
say
that
MQL
is
an
example
is
yeah.
Is
that
where
the
difference
comes
in
on
where
each
team
is
focused
or
why
are
they
reporting
differently?
Yeah.
A
I,
don't
know
all
the
details,
I
don't
think
especially
marketing
I,
don't
just
my
assumption.
I,
don't
think
it's
because
they
get
paid
differently.
They're
that
they're
metric
is
MQL.
That's
just
how
it's
defined
I
think
MQL
best
capture
their
efforts
to
bring
leads
to
sales
team.
Basically,
they
don't
want
to
just
bring
leads
or
visit
hurts
to
the
website
they
want
to.
A
So
the
way
the
KPI
is
defined
and
also
which
makes
sense,
but
but
it
naturally
kind
of
favor,
certain
flow
or
or
certain
area,
so
I
think
in
order
to
really
make
sure
everyone
is
on
the
same
page.
We
want
to
understand
the
process
and
define
a
process
using
the
same
language
in
matrix
and
kpi's
mm-hmm.
E
A
Yeah
I
actually
had
a
conversation
with
Sarah
to
trying
to
understand
how
a
lot
of
the
informations
are
captured.
We
can
talk
more
offline,
but
my
understanding
is
that
if
they
are
a
free
account
downloading
a
self-managed
diversion,
we
don't
have
a
good
way
to
get
their
contact
information
unless
they
sign
up
for
trial
mm-hmm.
E
D
G
G
We
ran
v1
the
control
outperformed,
the
test
in
v1
and
part
of
that
is
because
we
saw
that
the
majority
of
visits
after
people
saw
went
to
the
pricing
page
was
to
the
feature
comparison
page,
and
so
we
wanted
to
keep
them
on
the
pricing
page
thinking
that
keeping
them
on
that
pricing
page
would
basically
help
increase
conversion
and
not
distracting
them
away
from
that
page.
That
wasn't
the
case.
Well,
what
we
found
was
like
that
feature.
Comparison
page
is
actually
quite
distracting,
so
v2
took
that
out.
G
It
took
the
feature
comparison
out
of
that
page,
and
basically,
what
happened
was.
Is
that
the
test
sort
of
barely
outperformed
the
control
it
didn't?
It
wasn't
super
apparent,
and
so
we
actually
have
a
v2
that
further
simplifies
or
sorry
v3.
That
further
simplifies
that
page
that
is
going
to
get
launched
today
and
be
rerun
for
for
just
a
little
bit.
The
reason
why
there
was
a
delay
between
v2
and
v3
is
that's.
We
use,
launch
Darkly
and
we
ran
out
of
you
know
what
would
the
tier
that
we
pay
for?
G
So
we
just
had
to
wait
a
week
in
order
to
run
the
third
test,
so
we're,
but
we're
actively
going
to
run
that
third
test
further
simplifying
that
page,
because
what
we
think
is
just
removing
any
and
all
distraction
from
that
page
and
just
just
just
using
it
to
communicate
the
value
in
each
tier
is
likely
to
increase
conversion
over
the
control.
So
that's
the
sort
of
the
final
test
will
be
done
and
should
be.
We
should
have
the
results
within
this
week
or
next
week,
thanks.
H
A
A
That's
why
we're
almost
like
reverse
engineer
back
to
the
more
simpler
version,
and
then
we
can
compare
really
the
new
value
proposition
on
a
new
page
versus
the
older
page
without
the
destruction
of
other
a
lot
of
other
information,
whether
that
can
improve
or
not,
but
we
are
not
giving
up
on
this
like
we
will
keep
iterating
I
think
the
learning
from
the
customer
research
is
still
valuable.
So
we
need
to
make
that
work.
It's
just
the
current
current
current
design.
Didn't
maybe
it's
not
a
home
around.
We
hope
the
first
time.