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The “growth practitioners” on these teams come from marketing, product, data and engineering backgrounds and are responsible for growing a product or business by working across a company to achieve its most audacious goals. No company today has any reason not to establish a growth team—or multiple teams as the case may be—and doing so doesn’t require abandoning traditional organizational structures or traditional marketing strategies. At early stage start-ups, avoiding these silos from the start is advised, but as a start-up grows, more traditional marketing groups can be established alongside a dedicated growth team. And at larger, established firms, teams can complement the existing product, marketing, engineering, and business intelligence groups, collaborating with them and helping to open up more effective communication across them.

You need to increase your top-of-funnel to turn your high conversion rate into a significant number of new signups. Find what’s already working—whatever is driving high traffic, high conversions, or both—and double down by using the conversion map framework to determine your next move. Rather than transitioning to the high traffic, high conversion  quadrant, you may find yourself in the high traffic, low conversion quadrant. When you’ve got high traffic and high conversion, you’re living the marketer’s dream.

In 2014, Mixpanel’s Series B pitch deck spelled out the company’s expansion plans over the next two years: Double down on marketing to widen our lead flow to lower cost per acq. In 2014, Mixpanel’s Series B pitch deck spelled out the company’s expansion plans over the next two years: Double down on marketing to widen our lead flow to lower cost per acq. In a saturated market with a lot of similar products, it’s virtually impossible to outdo the competition with an aggressive marketing strategy, a 100-person sales team, and venture capital. While paid acquisition and content marketing delivers value by educating customers, free tools deliver direct value by helping customers with their jobs.

Here’s how you do it: Break down a complex decision into a series of smaller questions Use these questions to challenge your assumptions and learn By creating a decision tree, you reduce the amount of cognitive energy each choice requires. Let’s apply this framework to three of the hardest questions early startups have to answer, from building product, to choosing a marketing channel, to figuring out how to prove ROI. The moment you start building your product, you’re living on limited resources and borrowed time. By quickly proving a real business need for your product, you shorten the payback period between when customers first see your product and when they pay for it.