Georgiana Laudi: preference

Transcript context

…So step one here is figure out who do you want to focus on, not just... Because a lot of people would go at this problem like, "Okay, conversion is whatever, 10%, how do we increase? Let's look at this data. Let's look at it. They're bouncing. Let's look at why people are confused." And your approach is, "No, let's focus on the people we really want to get into this product and focus on making them convert, and not focus as much on the general case of conversion." Right. We would get to that though. That's a really important part of the process, but it comes after figuring out who you're even solving for. But it's definitely important to look at those numbers. I mean, I'm not saying don't look at the data. Obviously you have to. They wouldn't have identified a problem had they not been looking at the data. So the challenge that happened so, so often, and I mean this happens with a lot of teams, particularly marketers fall victim to this tactical way of approaching things and piecemealing things, piecemealing campaigns or programs to prove that we're doing something and we're driving up numbers, and they don't take big enough sort of swings. So this is like, zoom out for a second, figure out who is it that you even want coming through the front door. I mean, the social media platform tool that I mentioned, the trial-to-pay conversion rate bumped up 40% because a higher qualified person comes through the front door. So it matters. So if you can zoom out and keep in your mind's eye that ideal customer job, that thing that you're solving for. We're not at personas. We don't care about personas at all. They're important when you start talking about advertising and targeting and that demographic data that you have to know when you're doing advertising and things like that. That is not what I'm describing here at all. I find that jobs be done too helps tie and bond marketing and product and customer success together a lot more because all three of those teams, or arguably four with sales, should all be focused on this theme customer that's not revolutionary. So this is just a sort of helpful way to do that. Product teams know and subscribe for the most part to the jobs-to-be-done theory. So marketers should follow suit, and there's a lot to be gained anyway on the marketing side. So anyway, the short of it basically is that because we knew we were focused on increasing that free-to-pay conversion rate, the next step after the job is the mapping. So it's identifying, okay, for this ideal customer, what are those key milestones in their relationship with our product? What are those big of leaps of faith is how I describe it. I mean I don't need to explain. The Airbnb customer journey tells that story. Where's a value moment in this relationship? Where are they reaching value? Make some examples of that for folks that are trying to do this for themselves potentially. And then also, how many of these moments would you suggest people have?…

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