How Thinkific’s Using 700+ Landing Pages to Double Their SaaS Growth This Year

My Post - 2020-02-04T162207.347.pngWhen SaaS companies grow, they want to grow fast.

But for every dollar you raise from investors, for every new developer you hire, and for every new beanbag chair you add to your fancy office loft—your marketing team gets put under just a little bit more pressure. Because when you start to scale up, everyone looks to the marketers on your team to deliver more leads, more demo requests, more trial starts, more paying customers, more, more, more.

(OK, so maybe it’s a lot of pressure.)

That’s why it’s important for SaaS marketers to be able to build and test campaigns quickly to see what actually works. It’s a strategy that’s helped Thinkific, the #1 software to create and sell your own online courses, grow from a scrappy startup to an industry leader in just a few years.

Here’s what Andrea Merson, Senior Director of Marketing and Creative at Thinkific, remembers about when they were just starting to scale up.

Andrea Merson, Thinkific

I was with the company when there were just six of us. We had no design team for marketing and really limited resources. Back then, we were just trying to iterate quickly to see what worked.

Since then, Thinkific has grown into a company of over 100 employees and 40,000 customers. And Andrea says they’re still ramping up to become even bigger—over the next year, Thinkific is on track to double in size.

To drive all this growth, their team is running some seriously impressive marketing campaigns. Here are just a few of the ways Thinkific has been able to generate leads and expand the top of their funnel using Unbounce…

  • In less than two years, Thinkific published over 700 landing pages to drive more than 150,000 (!!!) conversions.
  • On one promotional campaign alone, they were able to drive 600 new customers to sign up for Thinkific Pro over just two weeks (doubling their traffic and conversion rates from the year prior).
  • They’ve been able to hit 50% conversion rates on their webinar landing pages, even getting over 10,000 people to register and participate in a recent online summit.

Wanna see how they did it? – Read more


5 Best Practices for Getting Your Team to Adopt New HR Technology

My Post - 2020-02-04T154335.680.pngInvesting in new HR technology is exciting—but driving adoption among team members can quickly take the wind out of the sails of even its biggest supporters. Luckily, this doesn’t have to be the case if the right people are involved from the start.

Before choosing a solution provider, HR teams partake in a thorough vetting process—attending demos, consulting with other departments and finding room in their budget. Unfortunately, a critical group is often overlooked until after the contract is signed: the employees who will be using the product.

To properly implement new software and increase the odds that employees will embrace rather than abandon new technology, managers must educate their teams on how to use it, as well as the long-term value it brings.

The Trouble with Making New Technology Stick

When employees don’t understand how they will benefit from new HR software such as a CRM or experience management platform for talent, it’s easy for it to fall by the wayside.

First, there’s the threat of technology fatigue. Companies that frequently switch tools have to  overcome the perception that this is “just another flavor of the month” product forced on employees. Then there’s the issue of time spent learning something new.

Whether employees lack the bandwidth required for training or simply feel indifferent about using new software, the repercussions are costly. Not only does this prevent a company from experiencing a return on its investment, it also prevents improvements to efficiency and productivity.

So what do employees need to help them overcome these challenges? One study found that there are three key motivators to using technology:

  • It helps them advance their careers or gain status (37 percent)
  • It promises to improve efficiency and teamwork (34 percent)
  • It helps them do their work more easily (29 percent)

But employees won’t get there on their own. Direction and education need to come from the top down.

Getting Buy-In Through Consistent Messaging and Relevant Training  

To drive adoption of new HR technology, consider creating platform training and employee engagement initiatives that encourage long-term use. These five best practices can help get you started.

  1. Launch a “training champion” program. From the start, focus on unifying the team. Whether it’s a large global brand with hundreds of HR practitioners or a small group, it’s critical that everyone hears the same consistent message. One way to do this is by creating a training program that’s led by the top HR leaders in the organization. When you teach a few to become experts on the technology, they can educate their peers on how to maximize it, as well. Empowering leaders in the organization with the education, tools and resources needed to conduct personalized training for individual teams makes it possible to scale education.
  2. Provide real examples for use cases. After talent leaders become experts on the new technology, encourage them to provide authentic use cases that will resonate with their peers. This will allow them to personalize the learning experience so employees can understand exactly how they can benefit from the technology.
  3. Host regular office hours calls. After conducting initial education among teams, ongoing training and education will be just as important. Think about hosting regular calls to answer questions, talk strategy and identify where the tech is lacking in order to continue improving the experience for everyone. Whether once a week or monthly, encourage everyone to join the call to learn, share ideas and ask questions. Be sure to leave time for open discussions to keep the conversation flowing.
  4. Share team success stories. To promote continued use of the tool, share individual success stories with the wider team. Not only does this drive conversations and inspire others, it reinforces the impact of technology at both the individual and organizational level.
  5. Gamify the experience. To encourage participation, consider making adoption fun. Create mini-competitions by dividing larger departments into smaller teams, and offer rewards to winners. This encourages people to use the product, promotes camaraderie and breaks down silos.

To keep the competition top of mind, send weekly or bi-weekly updates to employees so they can see where they stand. This can motivate them to improve or give them the encouragement necessary to keep up the good work. Management also gains valuable insight into who’s  adopting the tool and who’s not.  – Read more

Don’t get left behind: The business risk and cost of technology obsolescence

My Post - 2020-02-04T153318.813.pngCloud adoption propels productivity growth and should be at the center of investment decisions.

Every time a new generation of software is introduced, customers have to carefully weigh the benefits and costs of shifting to the new paradigm against the disadvantages of continuing to operate an increasingly obsolescent system.

However, the corporate decision to shift to cloud services—often from a classic enterprise resource planning system—brings up some new considerations. The shift to cloud services means that customers are connected to a limitless conveyor belt of best practices and new technologies.

Cloud services give companies a way to seamlessly introduce machine learning and artificial intelligence into their processes, without requiring an army of data scientists.

It is instructive to examine the decision-making process of the corporate leader faced with the choice between the existing legacy systems and the shift to cloud services. This decision is made within a particular market environment, including one in which competitors are adopting cloud services and using the latest technologies.

Because of the gains from new technologies and best practices, we can see the shift to cloud services as an increase in the rate of productivity growth. In effect, the use of cloud services reduces cost for a given level of sales, and therefore widens profit margins, with the benefit growing over time.

Faced with the advent of disruptive technologies such as cloud, companies often struggle to predict how quickly change is coming, or from which quarter. What is usually missing in cloud migration decisions is a grasp of the opportunity cost of postponing them, especially the impact that doing so has on the enterprise as a whole. Without a strategy that captures the cost, organizations risk forgoing opportunities for growth. And they are failing to capitalize on capabilities available to start solving big problems that threaten their viability.

A better understanding of the cost of obsolescence can help companies make their cloud investments at the right time. For those that are at risk of falling behind or worse, it is possible not only to close the productivity gap with leading-edge investments but to reverse the decline as well. – Read more