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Original Growth Studies on GrowthHackers - Premier Growth Community - Growth Hackers Real-time search powered by Growth Studies Red Hat Red Hat: How They Developed a Big Idea That Shook Up A Huge Market BuzzFeed How BuzzFeed Makes The World Go OMG, LOL and Win Every Day Etsy [Ideas Inside] The Story of Etsy's Crafty Growth to IPO and a $2 Billion Valu... Nasty Gal Nasty Gal is Killing It at ECommerce - Here's How They Did It GrowthHackers High Tempo Testing Revives GrowthHackers.com Growth Slack How Slack Became the Fastest Growing B2B SaaS Business (Maybe) Ever New Relic New Relic’s Growth Playbook from Startup to IPO Tinder What Ignited Tinder's Explosive Growth?

Stripe How Stripe Marketed to Developers So Effectively Spotify How Spotify Turned Free Music into a $10+ Billion Valuation Airbnb Airbnb: The Growth Story You Didn't Know WhatsApp WhatsApp, The Anti-Marketing Growth Phenomenon LinkedIn LinkedIn Growth Engine: The Never Ending Viral Loop Yelp Yelp's Five-Star Growth Engine GitHub GitHub's Secret Super Powers — The Stuff That Makes GitHub Great (Part 2) Upworthy HubSpot Evernote.

Lessons scaling from 10 to 20 people. Ten person startups (or smaller) often have a lot of generalists. Everyone does a little of everything, which is what can make startups exciting. We had “support / office admin,” “product / support” positions and other combinations. The reason startups do that is because they don’t have enough admin or product work to warrant a full-time role. When you grow past 10 people to 15 or 20, that structure starts to break down. All of a sudden the generalists in slash positions will move from two part-time jobs to two full-time jobs and will stop being effective. The people who depend on generalists will stop being effective too. A few years ago, we scaled from 10 to 20 people.

Here are my lessons: 1. Although this may feel corporate, put together an organizational chart that maps out your current team and your planned hiring over the next year. 2. Although being a generalist is exciting to many, having a lot of generalists on your team makes it very difficult to scale. 3. 4. 5. 6. 7. 8. 9. 10. Themacro. For weekly re­caps of The Macro, sign up here. At Datanyze, we col­lect and or­ga­nize in­for­ma­tion per­tain­ing to the tech stacks of over 45 mil­lion web­sites and mo­bile apps. We know things like: How many com­pa­nies are using Mar­keto vs Hub­Spot vs Par­dot. Which mo­bile gam­ing apps use Crash­lyt­ics. How many com­pa­nies in Eu­rope started using an e-com­merce plat­form this week. To col­lect this in­for­ma­tion, we look for what we like to call “tech­nol­ogy sig­na­tures”. We thought it would be in­ter­est­ing to look under the hood of 638 YC com­pa­nies to see which tech­nolo­gies are most preva­lent.

In­ter­est­ing Bits: 1. For the bar graphs, the x-axis rep­re­sents the num­ber of YC web­sites using each tech­nol­ogy. You can talk to Sam on Twit­ter @SLaber89. Sign up for weekly re­caps of The Macro. Startups in 13 Sentences. February 2009 One of the things I always tell startups is a principle I learned from Paul Buchheit: it's better to make a few people really happy than to make a lot of people semi-happy. I was saying recently to a reporter that if I could only tell startups 10 things, this would be one of them. Then I thought: what would the other 9 be? When I made the list there turned out to be 13: 1. Pick good cofounders. Cofounders are for a startup what location is for real estate. 2.

The reason to launch fast is not so much that it's critical to get your product to market early, but that you haven't really started working on it till you've launched. 3. This is the second half of launching fast. 4. You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. 5. 6. Customers are used to being maltreated. 7. 8. 9. 10. 11. 12. 13. Notes. Startup Engineering. About the Course Spiritual sequel to Peter Thiel's CS183 course on startups. Bridges the gap between academic computer science and production software engineering. Fast-paced introduction to key tools and techniques (command line, dotfiles, text editor, distributed version control, debugging, testing, documentation, reading code, deployments), featuring guest appearances by senior engineers from successful startups and large-scale academic projects.

Over the course of the class, students will build a command line application, expose it as a web service, and then link other students' applications and services together to build an HTML5 mobile app. General principles are illustrated through modern Javascript and the latest web technologies, including Node, Backbone, Coffeescript, Bootstrap, Git, and Github. Course Format Grading will be based on multiple choice questions and programming assignments, and there will be a substantial final project.

Open Salaries at Buffer: Our Transparent Formula and All Our Salaries. UPDATE November 25, 2015: We have a brand-new salary formula and an updated, searchable list of all our salaries. Find it all here! When we first established the Buffer values that we wanted to have as the center of our company culture, we knew that sticking to these ideas would be an incredible challenge. Especially since we’ve seen before that these values can easily end up being little more than a set of words written on a piece of paper.

In our culture deck, the second value on our list at Buffer is “Default to Transparency.” With this point especially, we started to think about everything we do within the company and how we could change it to something more transparent. Sticking to radical transparency was probably both one of the most frightening and exciting things to do over the past months. It has meant to open up and make ourselves extremely vulnerable for ideas, since they were easily accessible to everyone on the team. What is Open Salaries? Why share what we each make? How to Start a Startup. Things you should know about stock options before negotiating an offer.

Are you considering an offer from a private company, which involves stock options? Do you think those stock options might be worth something one day? Are you confused? Then read this! I’ll give you some motivation to learn more, and a few questions to consider asking your prospective employer. I polled people on Twitter and 65% of them said that they’ve accepted an offer without understanding how the stock options work. I have a short story for you about stock options. In this post I don’t want to explain comprehensively how options work. I took a job 2 years ago, with a company with a billion-dollar-plus valuation. From my offer letter: the offer gives you the option to purchase 114,129 shares of Stripe stock.

I’m happy to talk you through how we think about the value of the options. This is a good situation! What the math looks like (it’s just multiplication) The math I want you to do is pretty simple. The example situation: This is an awesome start. However! Time to quit Okay awesome! Startup Business Failure Rate By Industry. Autopsy. Developer Productivity: The Art of Saying No. Staying productive is hard. Especially as a developer. It takes time to get in the zone, and once you're there it's easy to get pulled out. You have... Meetings Email Features to build, bugs to fix These are all things competing for your attention. Left unchecked you're left with no time to get anything done. The secret: Say "no" to all the things. Here's how we do it. Meetings: Only on Thursday Meetings kill productivity. When you know you have a meeting in 45 minutes, it's hard to start anything significant. Paul Graham has a great post introducing the concept of a "Maker's schedule" vs.

When you're operating on the maker's schedule, meetings are a disaster. Managers view their schedule as small chunks of time and schedule meetings throughout the day. Here's what we do to stay on the maker's schedule as much as possible: Morning standups. We decided as a team that our #1 priority is to stay focused on our product and customers. Email: Only after 5:20pm Inbox zero is something I love. How to convince a startup to hire you by. This is part of an ongoing startup advice series where I answer (anonymized!)

Questions from readers, like a written version of Smart Bear Live. To get your question answered, email me at asmartbear -at- shortmail -dot- com. Ambitious Sailor writes: How can a former navy officer with twelve solid years of overseas defense contracting experience convince a tech startup to hire him as their business guy? I’m currently talking to [CEO] at [hot new tech company] and I have an interview coming up.I have a love of entrepreneurship and I figured I may be able to learn a few things from smarter people than myself. Replace your question with “why” instead of “how:” Why should a former navy officer with overseas defense contracting experience be “the business guy” at a startup? My guess is, if you’re honest, the fact is that there is no particular reason you should be the CEO of that company. But that’s not to say you shouldn’t be!

Who would the founders be? What industry would it be? Sorry, Travis, but I'm boycotting Uber. It pains me to have to delete the Uber app; in fact, I've been procrastinating on pulling the trigger all day. I've grown loyal to the service over the last couple of years, and you can see just how pro-Uber I was in this anti-taxi opinion piece from earlier this year. Like many a user, I've been mesmerized by its efficiency. I've loved watching the swift, real-time approach of my rides on the app's map; I've thrilled at the seamlessness of the tip-free transaction. So much so that I never even thought of downloading its very similar rival, Lyft, until now.

But delete Uber I shall. The greater problem is that it appears to have absolutely no self-awareness about the fact, and keeps digging itself in deeper trouble. Tuesday's tweetstorm of a non-apology from founder and CEO Travis Kalanick was the final nail in the coffin (or rather the final 14 nails). Let's break down exactly what the fuss is about, and why other former customers are coming to the same conclusion. Startups in 13 Sentences. February 2009 One of the things I always tell startups is a principle I learned from Paul Buchheit: it's better to make a few people really happy than to make a lot of people semi-happy.

I was saying recently to a reporter that if I could only tell startups 10 things, this would be one of them. Then I thought: what would the other 9 be? When I made the list there turned out to be 13: 1. Cofounders are for a startup what location is for real estate. 2. The reason to launch fast is not so much that it's critical to get your product to market early, but that you haven't really started working on it till you've launched. 3. This is the second half of launching fast. 4. You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. 5. Ideally you want to make large numbers of users love you, but you can't expect to hit that right away. 6. The Myths You’ll Hear About Working as an Engineer at a Startup — Karl L. Hughes | Technology Entrepreneur in Online Publishing.

When I first graduated from college and went looking for a job with a startup I had no idea what to expect. I knew what I didn’t want – I had done internships with some huge corporations already – but finding honest accounts from engineers who had worked at startups was difficult. Most of the articles I found were glorious sugarcoated accounts of the rare success stories. Many of the early employees at Google and Apple and Facebook had written books and blog posts galore, but what about the thousands of less lucky startup employees out there? At least three out of four startups fail, and most of them that do succeed don’t have nearly the exit that the household names above have had. Since college I’ve been working in startups at various stages and I’ve met hundreds of employees at other startups as well.

That said, working at a startup – even one that isn’t “successful” – can be an interesting and rewarding experience. Myth: you’re going to get a huge equity payout. Startup Growth Calculator. How to Model Viral Growth: The Hybrid Model. Retention is King (Guest Post) This is a guest post by a friend of mine on retention. Jamie Quint is Managing Partner of Quint Growth, a full-service growth consultancy that works with companies like Twitch and Hipmunk. Previously, he was the PM of Growth at Swipely and a Y Combinator alum. -Andrew Jamie Quint: There are too many companies asking, “How do we acquire more users?” That should instead be asking “How do we get better at keeping the users we already have?”. Its easy when approaching the problem of growth to think that you just need to get more users, after all that seems to be the very definition of growth. However, if you take a step back though and think about growth as the maximization of user-weeks over time, it quickly becomes apparent that focusing on retention has a much larger effect than topline growth.

Viral Factor and Retention It will help as you follow this post to use our in-house growth model to play with the numbers yourself, the graphs we reference later on in this post are derived from it. Experiments at Airbnb. Airbnb is an online two-sided marketplace that matches people who rent out their homes (‘hosts’) with people who are looking for a place to stay (‘guests’). We use controlled experiments to learn and make decisions at every step of product development, from design to algorithms. They are equally important in shaping the user experience. While the basic principles behind controlled experiments are relatively straightforward, using experiments in a complex online ecosystem like Airbnb during fast-paced product development can lead to a number of common pitfalls. Some, like stopping an experiment too soon, are relevant to most experiments.

Others, like the issue of introducing bias on a marketplace level, start becoming relevant for a more specialized application like Airbnb. Experiments provide a clean and simple way to make causal inference. Figure 1 – It’s hard to tell the effect of this product launch. The outside world often has a much larger effect on metrics than product changes do. (1) What are the most common mistakes first-time entrepreneurs make? Lessons learned? Rate-of-learning: the most valuable startup compensation. The frothiness of today’s environment in Silicon Valley makes it easy to get sucked into a warped sense of reality. Valuations are high, capital is cheap, housing prices are skyrocketing, and RSUs are flowing like wine.

Talk of another “bubble” is rebuffed, even by those who were scarred by the Dot-com collapse of 2000. Some argue we’ve exited the installation phase of technology—which was still sputtering along at the dawn of the new millennium—and have entered what Carlota Perez calls the ‘deployment phase’ of technology. In this phase, startups move “up the stack”, switching from building core infrastructure (i.e. interstate highways) to applications that go on top of it (i.e. Teslas). Undoubtedly, changes in technology over the last 15 years have been breathtaking. One risk of living in this Gilded Age of Tech is the temptation to view your own career and compensation through a disproportionately financial lens—much as a growing company would. Compounding interest on learning. L'Openlab | Design, science, education & Innovation. 57 startup lessons. What Makes Founders Succeed - Founders at Work posthaven.