There is no authoritative playbook for marketing these days. Every company needs to find its own voice, and as it grows and evolves, so does marketing.
Relying on proven tactics and measurable indicators is not enough. Today, the most effective marketers are constantly researching and learning from innovative approaches, exploring new paths.
Where is this Not muted A growing marketing agency based in Amsterdam, the company focuses on LinkedIn marketing, content marketing, marketing automation, and email marketing. Before starting Unmuted Max van den ing He was responsible for growth and products at Mister Green, an electric vehicle leasing company, and was also responsible for growth marketing at ShopPop, a chat-based marketing platform.
Vanden Ingh, who is also a guest lecturer at Nyenrode Business University, was nominated for TechCrunch through the TechCrunch Experts project. We are currently looking for top growth marketers that we can recommend to other startups.If you know, please fill in here and let us know Rapid investigation..
Van den Ingh talked about his “modern” approach to marketing, setting realistic goals, and how startups had to shift during a pandemic.
Editor’s Note: This interview has been edited for length and clarity.
We call Unmuted a “modern” growth marketing agency. What do you do to modernize your marketing approach?
The way we assist our clients is fundamentally different from the way most traditional marketing agencies operate.and Not muted, Our clients do not come to us to carry out their ideas. They come to us for our process. In a sense, we have commercialized a growth marketing process that creates ideas for our clients. They find immeasurable value in the process.
Guide or autonomously run and report on the run, depending on the size and resources of your team. This process-based service model is, in our opinion, the only way to grow your business in a sustainable way.
“The way we assist our clients is fundamentally different from the way most traditional marketing agencies operate.”
In a practical sense, this is a summary of the process. We take everything we have learned from fast-growing companies and apply these principles to our clients’ businesses. Usually we focus on what is called an “innovative company”. It doesn’t matter if you’re offering SaaS or being an innovator in the traditional industry. The process we designed works with B2B startup, scale-up, and SMB. That last category can greatly benefit from the way we work.
Therefore, we have three roles. Based on our extensive in-house knowledge and experience, we come up with strategies to implement by experimenting with several proven marketing tactics. This frees the client’s marketing team from potentially stuffy tunnel vision.
Our growth programs typically take place in three stages: foundation, acceleration, and transformation. The founding phase lays the foundation based on an extensive audit of the client’s business and begins with the first experiment. The acceleration phase scales the experiment with promising early results. Finally, at the transformation stage, we teach our clients how to keep their business growing. If necessary, we will act as a consultant.
Your work at Mister Green helped it Grow about 10 times.. How much can you expect your clients to grow when working with you? How do you help clients set realistic goals?
Goal setting is always a challenge, especially when it comes to marketing. Why do you need to aim for a certain number? Would you like to aim higher or lower for that? Unmuted runs a series of exercises together when you start collaborating with a new client. This gives you a clear idea of where your clients are now and where they are when you optimize your marketing.
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Next, focus on growth tools such as month-on-month growth in a particular conversion or activation area, rather than a fixed number like a particular number of new customers over a particular time period. Focusing on the means of growth makes our work more practical.
Then build the framework as part of your growth program. This also creates room for certain beliefs in the enterprise. I think this “belief system” is really essential for a growth marketing strategy. There is no room for intuitive activity, and if you focus only on data-driven projects, you will only work on what you can measure. We believe that growth marketing will be more effective if we spend time and effort on channels and spaces that are not always measurable.
When people talk about your solution in WhatsApp and podcast episodes, it’s amazing and effectively impacts your bottom line, but sometimes there’s no way to track these activities.
Finally, we do not guarantee any growth outcomes. It’s not how it works. As part of the process, we always aim to maximize results. The first is to work diligently on continuous improvement and optimization. The results will then follow automatically.
For example, we recently helped the B2B SaaS platform increase demo requests by 350%. But this wasn’t the goal at all. The process we followed focused on optimizing every aspect of the demo request journey, from attracting visitors to optimizing demo pages. In all the experiments performed, the demo request metric increased to some extent. After 6 months, these combined results will start to appear.
You were also responsible for the growth of ShopPop. How did that experience shape the way you help your clients?
Working for a fast-growing B2B SaaS company using self-service products, I learned a lot. As a starting point, it’s important to really have a clear understanding of what sustainable growth looks like. Especially in growth marketing, there are many things you can do to get short-term results. However, this may not always help, as you may have lost customers in the long run.
For example, run aggressive advertising campaigns early on to attract new users in sectors that you know won’t benefit significantly from your product. This kind of superficial growth comes back early rather than later in the form of churn and is not simply sustainable.
At Unmuted, when we started working with new clients, we spent a lot of time and effort understanding their best type of customers, what their problems were, and why. Only then will the client’s products and services begin to consider ways to resolve these issues.
You are a guest lecturer at Nyenrode Business University and also give a speech. What do people want to take away from your story?
When I stand in front of the crowd during a speech engagement, I always take a pragmatic approach and share the story of doing different things. Growth comes in many shapes and shapes and often looks simple, but it’s never easy. People, especially management, need to understand that growth takes time and learning requires failure.
You need to have a conversation to be able to learn and repeat. It’s better to have the wrong type of conversation than to have no conversation at all. Without feedback, there is no way to grow. And while the enthusiasm for learning naturally goes to most marketers, this isn’t always the case for your average business person. If I can inspire the audience with my approach of learning and growing, I think it’s a great takeaway.
How did you see the startup change during the pandemic?
Many start-ups are forced to change their approach during a pandemic. Some have been successful in acclimatization, while others are stuck. I personally experienced it when I was working at ShopPop, which was focused on the music industry when the pandemic occurred.
For obvious reasons, clients in the music industry didn’t buy it, so they had to somehow pivot. We eventually moved to e-commerce, which is still booming.
What are the trends in growth marketing as the pandemic continues?
The biggest trend I’m seeing right now is the role that the marketing department plays. These weren’t as important as they are now. Digital marketers, in particular, often come up with new ideas about how businesses can grow online. No one knows how the COVID-19 pandemic will occur, but in the meantime, every company is adapting and finding new ways to connect with its customers in a unique and meaningful way.
Logically, the demand for online events such as webins and virtual summits is skyrocketing. But everyone is doing them. So where can you isolate your own stuff that will be recognizable for your brand? Discover these new channels and approaches — I think it should be the role of marketing.
How has the startup market evolved while working on growth?
The development of the startup market is most noticeable in how new standards are set. For example, startups have always been characterized as fast-moving, but the rise of remote work and advanced collaboration tools has made startups even faster. The entire industry has changed from speedboats to rocket boats. Talent has become much more accessible, through which the internal culture has become more diverse and resilient.
You can always rely on startups to adopt new ways of working early on. They need to be differentiated to survive, and a novel approach can be one that sets them apart from the crowd.
It’s important to understand that working at a startup often feels like standing on the edge of a cliff. And that’s also the moment when you’re most creative. I think this is also the catalyst for growth marketing as a whole. In a highly competitive market, people have to fight for the rights that exist. Marketing is often a fundamental way to differentiate. When people really do it well, set new standards and raise the bar, the market grows as a whole.
What are startups making mistakes?
As I’ve been told many times, most startups still can’t learn quickly and deeply. Founders often have amazing ideas and visions of how things evolve. But how much field experience does this person actually have? Is it enough to foresee the future?
For startups, short-term growth usually works. You get the first traction from the network, but the next phase begins. It puts more pressure on the commercial side of things, especially when it involves investment, which means that this next phase will encounter many hurdles.
Things get very difficult if companies can’t find a strong enough product market fit and don’t apply what they learned early on. This phase requires a lot of research and experimentation. If the founding team disagrees with this and they put their heads in the sand, the startup will deteriorate rapidly.
On the other side: Are startups doing better than ever?
The best thing a startup can do is invest in the community early, although I see it happening more and more. When I was leading growth at Mister Green, we created a community for the first 1000 Tesla Model 3 owners in the Netherlands. Everyone wanted to be part of this founding tribe, learn from each other and gain insights.
This group turned out to be our most effective marketing tool. Word of mouth passed through the roof. We had all these people talk about our community at a birthday party, in their office you name it. This is a good example of investing in marketing that you can’t really measure, but that you strongly believe in.
Unmuted founder Max van den Ingh on success beyond the metrics – TechCrunch Source link Unmuted founder Max van den Ingh on success beyond the metrics – TechCrunch