Lack of segmentation: a common mistake in mobile growthĮkaterina highlighted one of the most common mistakes in mobile growth: a lack of segmentation.
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Potential trade-offs, such as the potential impact on app ratings of features that are included or not in free plans, need to be considered. She noted that even if you increase conversion, it could increase refunds or decrease the quality of your customers, leading to lower renewals. Potential trade-offs and metricsĮkaterina also emphasized the importance of defining success metrics and trade-offs when analyzing experiments.
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Pro tip #1: Read more about full-funnel optimization in Purchasely's 24-page guide to maximizing subscription app revenue with lifecycle paywall engagement. It's important to consider the whole funnel, from acquisition to conversion, to achieve a good return on ad spend. For example, increasing the number of paywalls in your app might drive more conversions, but it could also reduce retention or discourage free users. Jeff Grang, CPO & Co-founder of Purchasely, added that improving revenue can't come at the expense of other parts of the funnel.
She emphasizes that revenue is an output, and there are multiple inputs to it.
This means focusing on all the different aspects of the funnel, from improving organic acquisition and app store optimization to optimizing paywalls. Why "structured, full-funnel" is the keyĮkaterina pointed out that the key to growing your app's revenue and user base is taking a structured, full-funnel approach. Ekaterina shared that the best way to find a new idea was through user insights, such as user interviews or surveys. To overcome this, the company needs to switch and find a new idea for experimentation. Eventually, they reach a point of diminishing returns, which means they have reached the local maximum. This problem occurs when a company keeps iterating on a certain feature or screen, achieving significant returns, and making multiple versions of the same feature. This new format did not require team members to invest too much time in polishing the details of the potential impact of the new feature or experiment.Īnother challenge was the local maximum problem. They also introduced a new format called " the idea," which allowed team members to submit anything they saw from a competitor or any insight they got from a user. To address this, the company set a hard deadline for every product manager to review the ideas and give feedback on them. They had great ideas, but they were not getting updated on what was happening after they submitted their pitch. The company also encountered the challenge of providing the right feedback to their colleagues and coworkers. It was a simple template that everyone could fill in and submit, and the relevant product manager would review and give feedback. To address this, the company introduced a new format called " the pitch" borrowed from Basecamp. One of the main issues was coming up with high-quality ideas for experiments that the company could run and implement right away. However, she noted some challenges along the way.
Challenges of managing a team for experimentationĮkaterina shared that building an experimentation culture at Mimo was a collective effort by the whole team, including the leadership team and multiple product managers.
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