Report the Results
When you're putting together a report I don't think you need to get overly fancy with this. The report should just simply say, "What did we test." Okay, what were the variables, what was the general methodology. And this is a biggie, what was the context. So why did we test, and what was going on. We tested these things because we found that we were underperforming to certain industry benchmarks. So what were the variables that were tested, what was the methodology that was used. You know, this isn't gonna be peer-reviewed, scientific kind of stuff. This is simply to inform the team. So don't write this as a scientific document. This should be readable by the team, all right, readable by the team, I'm gonna show you in a little bit, when we get to meeting scheduling and structure, when this reporting is gonna take place. This is how you do the reporting. What what was the hypothesis. That's a simple copy and paste job. What actually happened. That is also a simple copy and paste job. B...
ecause all of this should already be documented and living over on the growth ideas sheet. What were the key learnings. And here's a biggie, when you have what your biggest learning was, pluck that out and make it the headline. Make it the opening abstract. This is the general flow that you you want to go with on your reporting, because if people don't know what was tested, then everything else is moot. But if you lead with "Here's what we tested" and there is no result, then nobody wants to read it. The biggest key learning, pull that up and that becomes essentially the headline of the subtitle of the report, and ideally, it has a number in it. And then what are the next steps. And the report would say just that. So you would have the report, it would have a headline that was based on the key learning. Section one, what did we test, what was the hypothesis, what the heck happened. Ours says, "What the heck happened." What did we learn, what are we doing next. You can document this, you can distribute it. This is how everybody begins to learn, together. You can either have your growth lead produce this report, or when we get into team structure, the data person can produce that report. That's kind of who we're looking at. And then what other tests, if any, do the results of this test suggest or inform. So as a result of this report, the person who produces this report could then make additional suggestions. Remember, reporting informs next focus.
It's a fact of life in the world of business: Sales and marketing teams just don't get along. But in order for a company to be successful, it's imperative to find a way for all parties to work together toward a single, overarching goal.
According to Ryan Deiss, founder and CEO of DigitalMarketer, the answer to this eternal conundrum is to develop a "growth team”—a cohesive unit that brings people together to minimize conflict and maximize revenue.
This course will take you through the step-by-step process of building a growth team, including how to establish an organizational structure, identify metrics and KPIs, and create meeting agendas. For companies wanting to take their business to the next level, this course is a must.
In this class, you'll learn how to:
- Identify the four roles and eight critical skills that define the modern growth team.
- Audit your existing team and fill in the gaps.
- Structure your team to maximize communication and accountability.
- Prioritize growth ideas and align your team to the same strategic goal.
- Develop the structure of growth meetings and decide on their frequency and who should be in attendance.
- Launch a growth team in both new and legacy businesses.
- Eliminate the conflict that's inherent between sales and marketing teams.
- Improve internal communication.
- Identify the metrics and KPIs that actually matter.