HubSpot Growth-Driven Design Agency Exam
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HubSpot Growth-Driven Design Agency Exam Answers – NEW – Updated
Check out following HubSpot Growth-Driven Design Agency Assessment Answers:
- True – All three services are interconnected and must work together for peak results.
- True – All three are important, however, marketing and sales enablement will not make an impact until the second year of the engagement.
- False – Sales enablement services are not an important for helping clients grow their businesses.
- False – Marketing and sales enablement services are not an important for helping clients grow their businesses.
Is it possible to use a value-based pricing system with Growth-Driven Design?
- Yes – Although, it is only suggested if you are managing the entire process from Growth-Driven Design, inbound marketing, and sales enablement.
- Yes – But only if the cost per lead is more than $500 otherwise it will not be viable for your agency.
- No – Value-based pricing does not work for agencies.
- No – There is no way to track the value you are creating so it is impossible to charge based on value.
According to the training, how should you determine your “strategy phase” pricing?
- Have your services team develop a standard strategy process with a set price.Then adjust according to the type and size of client and the services included in their engagement.
- Most clients do not need strategy help, it is common that you can skip the strategy phase completely.
- Do your best to guess the pricing. It does not matter if you’re accurate because you will make it back in the on-going services.
- The strategy phase should be 35% of the launch pad website cost.
- 5 hours
- 10 hours
- 20 hours
- 50 hours
- True
- False
Can you implement Growth-Driven Design with clients who have small budgets?
- Yes – You will need to adjust the engagement and set the right expectations on the results they can expect based on budget.
- Yes – You will only do quarterly improvement cycles which will focus on general updates and maintenance.
- No – You should only work with clients who have large enough budgets to ensure you’re making enough revenue to grow your agency.
- No – Small companies move too slow to support the continuous improvement cycles of Growth-Driven Design.
- 5-10 hours
- 10-20 hours
- 35-65 hours
- 50-80 hours
Which of the following BEST describes the purpose of the connect call?
- Open the lines of communication with qualified leads by providing relevant and helpful information while learning more about their business.
- Connect with qualified leads to explain your services and see if they have any interest in working together.
- Find out who the decision-maker is and schedule a sales call with them.
- All of these are done on the connect call.
- Buy an email list of companies that fit your target persona and email them with a website assessment offer.
- Search the internet for companies in your area of specialty who have poorly designed websites and reach out to them directly.
- Develop a Google Adwords campaign to target web design and Growth-Driven Design related searches.
- Review your existing client list and look for those who could benefit from Growth-Driven Design.
- Invest in developing an inbound marketing program to market your own agency and treat yourself like your own best client.
- Build a robust referral program to gain new referrals from existing clients.
- Pay for a Google Adwords program and continuously optimize around the keywords your personas are likely searching for.
- Focus on developing a large social media following and promote your services to your audience.
True or false? Only large, enterprise companies are a good fit for Growth-Driven Design.
- False – Growth-Driven Design works for any company in any industry, however, you may have to adapt your approach to best fit the client.
- False – Growth-Driven Design works well for both medium and enterprise sized companies, however, it does not work for small companies due to low budgets.
- True – Only enterprise companies have the time and resources to dedicate to a Growth-Driven Design program.
- True – Only enterprise companies have a need for continuous improvement on their website.
- “The launch pad website is a complete website that will both look and perform better than your website today. However, it is not the end-all-be-all and will not be perfect, because there is no such thing as perfect.”
- “It is ok if the website is not complete because we can always build onto it after it launches because we have an on-going service retainer.”
- “No problem. We can build your website using traditional web design and then move to the continuous improvement phase after it’s live.”
- “The launch pad website is a fully built website, we just need to cut out many of the pages to ensure we can launch quickly.”
- “Tell me about your previous website redesigns? What went well and not so well?”
- “When was the last time you did a website redesign for your business?”
- “How much did your previous redesign cost?”
- “Did you involve a user experience designer in your last website redesign?”
- Yes – As long as you set the right expectations, you can start them on a Growth-Driven Design only retainer and look to upsell them into marketing services later down the road.
- No – Only building the website is a waste of time and will not likely result in any future business.
- Yes – You should only sell them the traditional web design process, though.
- No – Website work is often not profitable and will not help your agency grow.
- The prospect who is unsure about Growth-Driven Design because they don’t fully understand why the process is better.
- The prospect loves the Growth-Driven Design concept, but you are pitching against two traditional web design agencies.
- The prospect’s business is focused on a boring, slow-moving industry.
- The prospect needs two websites built for two different divisions of the company.
- The overall cost is higher because the client is getting more value from the months of continuous improvement after the initial launch.
- More people are involved in a Growth-Driven Design engagement than traditional web design.
- Not as many agencies are offering Growth-Driven Design which allows you to charge more for the service.
- The websites are often much larger when using Growth-Driven Design and take more time to build.
- Yes – This approach typically works best for medium sized companies and websites.
- No – We do not want to complicate and confuse the prospect. It is best to simply have one monthly amount.
- Yes – This is the only way you should quote Growth-Driven Design engagements.
- No – You should not sell a fixed price, rather, you should charge for time and materials.
- True
- False
- 3
- 5
- 7
- 10
According to the training, what skill sets are in the three-person Growth-Driven Design pod?
- Strategist, user experience, and designer/developer
- Copywriter, designer, and developer
- Developer, marketer, and project manager
- Designer, developer, and project manager
According to the training, what are the primary roles of the strategist?
- Ensure the most impactful items are being worked on, lead client and team communication, and project management of the cycle and individual tasks.
- Perform the user research, interpret the results into action items the team can then implement, and set up the tests to validate each action item’s hypothesis.
- Organize all of the meetings, develop the reports, and work to upsell the client into additional value-add services.
- Work with the client to create content for the site, develop wireframes, and manage all of the subcontractors.
- Create two different pods for each process and run them as two independent units with two different processes.
- Work on traditional web design clients projects the first and third weeks of the month and Growth-Driven Design clients on the second and fourth.
- Encourage your team to run both processes at the same time and simply get better at adjusting between the two.
- Subcontract all of the traditional web design so you can focus on the Growth-Driven Design engagements.
- True
- False
- “a small, internal project on your own agency’s website”
- “action items from an existing client’s continuous improvement cycle”
- “a new client’s launch pad website”
- “these are all good, possible options”
- True
- False
Which of the following is NOT a best practice for updating your agency’s process?
- Make the transition fun, exciting and empower the team to take ownership in the process.
- Build a different process for each pod so they can have their own workflow.
- Host weekly reflection meetings to find areas of the process to improve.
- When first starting your GDD program, build some padding into the schedule to account for the learning curve.
- Plan
- Build
- Learn
- Transfer
- True
- False
- An overview of the previous cycle’s action items, cycle impact, and next steps, and a high-level view of the overall program.
- Very detailed breakdown of all the experiments, numbers and metrics from the previous two cycles to show trending over time.
- A high-level review of the progress made since the start of the engagement.
- A breakdown of the hours that were used in the previous cycle and how many hours remain in the engagement.
- 14
- 21
- 60
- 120
What is the PRIMARY goal of the renewal meeting?
- Get the client excited about all of the possibilities in the next twelve months.
- Talk to them about pricing and packaging options for the second year of the engagement.
- Have the client resign the contract by the end of the meeting.
- Finalize if there should be a new launch pad website in year two.
- True
- False
- Creates happier clients, increases transparency with the CMO, and is overall less expensive.
- Better results and revenue, increases global reach, and improves multi-language functionality.
- Quicker time to value, empowers marketers to optimize, and makes it easier to expand impact globally.
- Quicker time to value, drives better results and revenue, and creates happier clients.
Which of the following is NOT a way Growth-Driven Design impacts your agency?
- Doubles the revenue from your website engagements
- Moves your agency away from contractors and freelancers
- Differentiates your agency
- Greatly reduces scope creep, launches on-time, and on budget
- Flips your business model from project-based to a recurring revenue model
- Host a meeting with your agency’s owner and use their expertise to craft the ideal strategy stage process and pricing.
- Copy and paste the strategy pricing from the “GDD Retainer Quoting Tool”. There is no reason to change it as it has already been proven effective for all agencies.
- Host an internal workshop with your entire team to map out the strategy process, deliverables, and effort required to execute.
- Host an internal workshop with the sales team to understand what prospects are asking for and the price they think we could sell it for.
Which of the following are the two major workshops to host during the strategy stage?
- Client interview workshop and end-customer interview workshop
- Strategy kickoff workshop and wishlist generation workshop
- Wishlist generation workshop and prototype development workshop
- Strategy kickoff workshop and user testing workshop
- The strategist understands the latest design trends and can suggest new elements to build on the site. This not only gets the prospect excited, but also increases the overall size of the quote.
- Having the prospect meet two people from your agency helps build the relationship and establish trust. This increases the chances of the prospect closing on the deal.
- The strategist has a deeper understanding of how to implement the prospect’s ideas and will know specific questions to ask to help scope the site.
- It is not helpful to include them as it often slows down and complicates the sales conversations.
- Review the prospect’s current site and make estimates on the effort required to implement similar pages based on your experience selling web projects.
- Review historical performance of your team on past projects. Then find the average time spent on major pages, such as the home page, medium pages, such as the about us page, and small pages such as FAQ. These averages form the estimates for the high, medium, and low impact page pricing.
- The launch pad quoting process doesn’t involve high, medium, and low impact pages. Rather, it focuses on the number of pages and the speed required to launch each page.
- Work with your services team to develop out a process to use for each type of page. Once the process is documented, have the team vote on the effort required for completing each type of page.
What is the purpose of the GDD Starter package?
- A short, pre-engagement kickoff focused around scoping the launch pad website and generating your initial wishlist.
- For clients who build a launch pad, but do not want ongoing continuous improvement. The starter package focuses on maintenance and updates of the existing launch pad website.
- The starter package includes completing the strategy stage. It is called the starter package because all enagements must start with a solid strategy.
- Give the prospect a small sample of GDD and get them excited for more.
- The plan and build steps
- The quarterly summit and build step
- The build and learn steps
- The plan and learn steps
- This scenario is not a great fit for GDD, it’s best to quote using traditional web design
- Implement the “phased” option
- Implement the strategy first option
- Implement the “flat rate” option
What is the minimum recommended length of a Growth-Driven Design engagement?
- Six months
- Three months
- Nine months
- Four months
Which of the following is NOT part of the new mindset for thinking about our website?
- The website is an asset of the business.
- Continuously improving the website is an investment in growth.
- The website should be tied directly to concrete business goals.
- The website primarily helps the marketing team achieve their goals.
Why is it important to sell Growth-Driven Design differently?
- Because the timelines are often shorter which means the sales reps must better position the service to ensure prospects understand it right away.
- Because unlike traditional web design, GDD requires the heads of each department to be involved in the website discussions.
- Because if we do not rewrite the story in the prospect’s mind to adopt the new mindset towards their website, they will not be a good-fit for GDD.
- Because selling GDD requires an understanding of the prospect’s users, thus we must conduct user experience research pre-sale.
- True – Everyone is a great-fit for GDD even if they don’t know it yet. Because it’s a new process, it’s common for it to take six-eight months for the process to click. Those who have experience in agile, it will click faster.
- True – What makes someone a good-fit for GDD is less about industry or type of website. The most important criteria is if they have adopted the “new mindset” towards their website.
- False – It is impossible to implement GDD effectively with large enterprise companies. For these companies, it’s recommended to use traditional web design.
- False – GDD is primarily designed for technology, software, and agile companies as they use a similar process when building their products.
Which of the following is a great example of a cue to look for in potential GDD leads?
- The company recently hired a new chief people officer.
- Their website already has optimization tools installed, however, it does not appear they have been updating it often.
- The company recently had a change in the product leadership team.
- The company is downsizing and consolidating locations.
- 10
- 40
- 20
- 35
- Showcase your expertise in manufacturing by explaining your recent wins with other manufacturing clients and the background your team has in manufacturing.
- Pitch the idea of Growth-Driven Design to them and focus on the continuous improvement, experimentation, and user research.
- Establish the importance of the website to the growth of their business and start the shifting their perspective towards the new mindset.
- Get the prospect excited to work with you by introducing your team, your process, and show a number of case studies.
- “What do you like and don’t like about your competitor’s websites?”
- “How do you feel your previous website redesigns gone? – How did the process make you feel?”
- “What would be the biggest change you’d like to make to the website and why?”
- “How long did it take to develop the content for your website? Was it created internally or by the agency you were working with?”
- Explain the Growth-Driven Design process with a focus on experimentation process.
- Walk through the “Prospect Website Questionnaire” to show specific areas they are neglecting.
- Review click heatmaps of their homepage and point out where users are getting frustrated.
- Ask about how other departments are using the website to scale and hit their goals in order to show how limited in scope the website’s impact currently is.
- First, reaffirm the importance of the website to business growth. After, give an analogy to compare the way the prospect’s product team builds industry-leading software to how the GDD process builds peak performing websites.
- First, reaffirm the importance of the website to business growth. After, transition to explaining each step of the continuous improvement process in more depth, diving deeper into specifics of experimentation.
- First, give them a deeper explanation of the launch pad website and continuous improvement stages. After, offer the option to implement the website using traditional web design if they would prefer.
- Explain that they are not a good fit for Growth-Driven Design and refer them to a traditional web design agency.
- First, expand the conversation to also traditional web design. Second, if the prospect continues to give ideas, sell them a traditional build instead.
- Assign the prospect homework to review each page on their current website and score each page on an impact scale 1-10.
- Pull up the prospect’s top three competitors and walk through each site while the prospect explains what they like and don’t like.
- First, send some additional Launch Pad education and training. Second, assign them homework to send 3-5 examples of what they envision the launch pad website to look like at launch.
True or false? Your agency’s strategist should be included in the sales conversations.
- True – The strategist should replace the sales reps in the last few conversations and be responsible for pitching the proposal.
- True – The strategist will know what questions to ask and expectations to set in order to match services and properly scope the engagement.
- False – Involving others in the sales process adds complexity and time to the sales process.
- False – Pulling the strategist from their daily activities slows down progress with existing clients.
- the process, deliverables, hours
- results, the GDD process, the actual deliverables
- value, deliverables, the process
- Strategy, continuous improvement, the launch pad website
- Build trusting relationships with the new client stakeholders.
- Develop a robust roadmap based on the recommendations and ideas of the client’s CEO.
- Understand the client’s vision and the world of their users.
- Educate and set expectations for the entire engagement.
- Combine the strategist and sales rep roles and have one person own the relationship from end-to-end.
- Have the strategist sit in on the last few calls in the sales process and have the sales rep continue involvement for the first month after the engagement kicks off.
- Have the client’s lead the topics for each meeting to ensure nothing is repeated.
- Only work with companies in the exact same industry to avoid the need to ask repetitive questions.
- “Sure, I understand. These meetings are important and are an investment in the relationship. We can cut out the user research in the strategy stage and repurpose this time to host these meetings.”
- “You’re right. We are already having trouble selling GDD retainers, adding more time into the engagement will likely make it harder for us to grow our program.”
- “We could still have each person talk about their vision of the website, however, we can do it as a group and invite their CEO. This will ensure the CEO can include her ideas.”
- “These meetings would be an investment in the long-term success of this client. This will help us establish better relationships, tailor the process, and create more aligned ideas.”
- Periodically send the client exercises to practice to help them take over the updates.
- Create a client skills development plan which outlines various skills in-order, they should learn over time.
- Send them a list of ten resources they can use to learn more about the tools you’re using with their website.
- Give them access to the tools and explain the help documentation and support team are great if they have trouble making the updates.
- Speed – Building the launch pad quickly so you can avoid the risk of over-designing and start collecting real-user data to make more informed decisions.
- Quality – Spending the time and energy to execute the launch pad website with excellence and make it.
- Client happiness – Tailoring the process and schedule to create an extraordinary experience for all of the client stakeholders.
- These are all important – The goal is to find the right balance between each element.
Which of the following is NOT a client service outcome in the launch pad stage?
- Remove as much content as possible without damaging the client’s search rankings.
- Create a client-specific approach for a quick, high-quality website build that keeps the client happy.
- Keep the site build within scope.
- Balance what your client wants with their users’ needs.
- Sync up work time blocks with both the client and with the development partner.
- Collect the yearly game plan from each department head at the client’s company.
- Create a detailed twelve-month roadmap to present each deliverable with the CEO.
- All of these are important.
- Educating and reminding the client that your team will be removing the vast majority of the content from their website.
- Recommendations for regular bi-monthly action item check-ins with the client’s CEO.
- Educating and reminding the client that the launch pad is simply the starting point and the team will continue working on anything that doesn’t make the initial launch.
- All of these should be incorporated into conversations early and often.
- Ask a series of questions to understand more about the new idea, then strongly recommend that all new ideas be considered and built after the initial launch pad goes live.
- Talk to your team about the effort required to implement the client’s new idea. Then slide the launch date back the required five days to implement the new idea.
- They should wait to mention any new ideas until after the first six months because the launch pad and first six months of the continuous improvement cycles are already planned out.
- Include the new section into the initial launch pad because the client promised to quickly get you great content for the section.
- Build an impressive wishlist and roadmap full of high-impact ideas.
- Continuously be searching for and implementing as many best practices and hacks as possible to drive month-over-month big wins.
- Keep the client focused on growth, not shiny objects.
- Balance multiple Growth-Driven Design client engagements at once.
- “We always want to be working on the most impactful items. Because we continuously collect data, new user learnings, and the business changes, it is impossible for us to know what will be the most impactful items to work on three or six months from today. I’m happy to send you the current roadmap which details the next two months and then high level direction after. Also, these are always subject to change.”
- “Our goal is to implement the highest impact action item at any given time. To do this it can be difficult to know exactly what we plan on implementing each month, however, we can make an exception this time and see how it goes. We will send over a list of all of the action items for the next six months.”
- “Because you are reaching the end of your engagement, we will likely shift our focus towards inbound marketing. We can send you list of the deliverables from our inbound marketing engagements and we can schedules a call to discuss further.”
- False – It is better to focus your time on implementing paid advertising to drive more traffic to the website.
- True – Implementing hacks helps your team save time and drive big results.
- False – Although there will be some easy to implement items directly after launch, true growth comes from big ideas, a solid process, hard work, and time – not quick hacks.
- True – We are always looking for high-impact, low-effort ways to boost results and implementing as many “hacks” as possible is a great strategy to do that.
- “Who needs to be involved in developing this video?”
- “Help me understand how this directly impacts our goals.”
- “Can you send me some examples to better understand what you’re looking to create?”
- “Where else could we use this video to help promote the brand?”
- Deny their request and explain that it is outside the scope of the current engagement.
- Keep the client happy by implementing their request. To stay within capacity, you will remove a number of already planned action items from the current sprint.
- Teach the client basic templating and coding so they develop the new template and launch it by the end of the month.
- Sell them additional points for this month so you can fulfill their request and still implement all of the originally planned action items.
Which of the following best describes the purpose of reporting with Growth-Driven Design clients?
- Show the progress and impact your agency is making on the client’s business.
- Help keep everyone, including the client, accountable to executing work.
- Facilitate good communication and transparency between the team and client.
- All of these are correct
- short weekly digest, after an action item is completed, bugs and issues with the newly launched action item
- short weekly digest, at the beginning of the week, exactly what is going on in the engagement
- short weekly digest, after an action item is completed, the experiment results
- detailed report, each week, the roadmap for the rest of the quarter
When is the best time to start the renewal conversation?
- A minimum the renewal conversations should happen three months out from the renewal date.
- A minimum the renewal conversations should happen thirty days out from the renewal date.
- Once the client’s existing engagement has come to an end.
- When the client brings up that they are planning for the next year.
- True – The wishlist should primarily focus on ideas from the client’s CEO.
- False – When it comes to the renewal the client do not typically care about the future, rather, they will solely judge the renewal based on the deliverables already created.
- True – Investing time to regularly brainstorm creative, exciting, and innovative ideas into your clients wishlist will motivate them to keep going.
- False – The renewal is primarily based on if the company has budget for the website moving forward.
Which action best describes how your team should present the science fair action items?
- Walk through a list of each complete action items and give a detailed breakdown of exactly what business impact each one has made.
- Use a story format and describe the outcome of the action items you built and the new world of the user.
- Start by showing detailed reporting of the impact your action items have made. Then transition into explaining the primary action item that drove the results and the user learnings your team can pull from the outcome.
- None of these are correct. The “science fair” section consists of showcasing experiments run by other companies to find inspiration for new wishlist items.
- Implement a likelihood of renewal scoring system. Score each client two months prior to their renewal date and create different service playbooks for the team to follow.
- Schedule an in-person workshop ninety days prior to the renewal date to get some additional facetime and strengthen the relationship.
- Implement a grading system based on the progress you’ve made on their original goals. If the client scores a “D” or lower, assume they will be canceling and have the sales team work to replace them.
- None of the other suggestions would help this specific challenge.
- Bring your sales rep into each workshop for them to explain the pricing of the other service packages.
- Show them which action items on the wishlist could be implemented this cycle if they were to upgrade.
- Walk through what you’ve built for other clients who have already made the upgrade.
- As a group, read through a number of blogs which outline new best practices your team could incorporate if the client upgrades.
- True
- False
- Host exclusive, client-only workshops to educate and inspire clients around new trends.
- Talk to other departments to find ways to expand the impact of the site.
- Run a surprise experiment for free to give them a taste of what’s possible.
- All of these are correct.
- True – There is no need to modify the Growth-Driven Design as the certification offers the perfect template. It’s also better to implement all of the changes at once to see the most benefit.
- False – Growth-Driven Design is only theory and hasn’t been proven in the real world.
- True – There is no reason to adapt the process as it is based on what works best with Growth-Driven Design agencies around the world.
- False – The process should be adapted for your specific agency, your team, and rolled out in phases over time.
- “I’m glad we’re all excited and on-board for Growth-Driven Design! I would recommend that we develop a rollout plan that has the changes broken into phases and implemented over the next six months.”
- “Growth-Driven Design hasn’t been proven yet, it is only theory. Let’s wait awhile and see if other agencies can successfully implement it first.”
- “You only live once! Let’s do it.”
- “We should host an overnight hack-a-thon with our team to implement all of the Growth-Driven Design changes. This will allow us to complete all the required agency changes very quickly.”
- “Let’s pull three team members together to run Growth-Driven Design on an internal agency project as an experiment.”
- “Our team learns quick and will do great work. Best of all, they can learn this new process while getting paid by the client.”
- “We can pull four team members together to donate six months of Growth-Driven Design services to your team’s favorite non-profit.”
- “We could collaborate on an event with another agency and be in-charge of the web design and optimization process. Essentially, running the process on ourselves before clients.”
FIll in the blank: Based on the training, the recommended three person pod consists of a __________.
- Strategist, UX Designer, and Content manager
- Strategist, Developer, and Copywriter
- Strategist, UX Designer, and Developer
- Consultant, Designer, UX Researcher
- three people: Strategist, UX design, and developer
- three people: Strategist, content writer, developer
- five people: Strategist, content writer, videographer, designer, UX researcher
- four people: Strategist, UX designer, developer, and UX researcher
When is the best time to find partners and subcontractors to work with?
- It’s not recommended to ever work with partners or subcontractors.
- When you have a prospect requesting a quote.
- Before you need them.
- When you’re over capacity with work and need help to meet your client deadlines.
- True – By sending all your work to a single subcontractor, you can negotiate the best price and, in-turn, increase profit margins.
- False – It is not recommended to use subcontractors because they often undercut your prices and steal the client.
- False – It is important that you have strong working relationships with multiple subcontractors in order to protect against risk.
- True – It’s important to develop relationships with your subcontractors and working with just one ensures you’re developing a strong relationship.
Which of the following best describe the value of using a kanban board?
- A kanban board allows your team to show others in the company what work they need subcontractors for.
- A kanban board allows the entire team to see and optimize the flow of work during the current sprint.
- A kanban board allows the clients to see exactly how much time is being spent on each task.
- Kanban boards are popular with the development team, however, are not as useful to the strategist or clients themselves.
- 15 minute, pod, quarterly goals
- 15 minute, client’s CEO, status of the engagement
- 15 minute, pod, kanban board
- 30 minute, pod and client, wishlist
- The “owner” of the process, as assigned by the agency leadership team.
- The pod members who last used the particular process with a client.
- The agency owner.
- The strategist who last used the particular process with a client.
- It creates happier clients, increases transparency with the CMO, and is overall less expensive.
- It drives better results and revenue, increases global reach, and improves multilanguage functionality.
- It provides quicker time to value, empowers marketers to optimize, and makes it easier to expand impact globally.
- It provides quicker time to value, drives better results and revenue, and creates happier clients.
What is the purpose of the GDD starter package?
- To serve as a short pre-engagement kickoff focused on scoping the launch pad website and generating your initial wish list
- To provide clients with the ability to maintain the existing launch pad website without having to worry about making continuous improvements
- To complete the strategy stage. It is called the starter package because all enagements must start with a solid strategy.
- To give the prospect a small sample of GDD and get them excited for more
- True – Everyone is a great fit for GDD, even if they don’t know it yet. Because it’s a new process, it’s common for it to take six to eight months for the process to click. For those who have experience in agile, it will click faster.
- True – What makes someone a good fit for GDD is less about the industry or the type of website. The most important criterion is whether they have adopted the new mindset toward their website.
- False – It is impossible to implement GDD effectively with large enterprise companies. For these companies, it’s recommended to use traditional web design.
- False – GDD is primarily designed for technology, software, and agile companies because they use a similar process when building their products.
- First, reaffirm the importance of the website to business growth. After, give an analogy to compare the way the prospect’s product team builds industry-leading software to how the GDD process builds peak-performing websites.
- First, reaffirm the importance of the website to business growth. After, transition to explaining each step of the continuous improvement process in more depth, diving deeper into specifics of experimentation.
- First, give them a deeper explanation of the launch pad website and continuous improvement stages. After, offer the option to implement the website using traditional web design if they would prefer.
- Explain that they are not a good fit for Growth-Driven Design and refer them to a traditional web design agency.
- False – It is better to focus your time on implementing paid advertising to drive more traffic to the website.
- True – Implementing hacks helps your team save time and drive big results.
- False – Although there will be some easy-to-implement items directly after launch, true growth comes from big ideas, a solid process, hard work, and time — not quick hacks.
- True – We are always looking for high-impact, low-effort ways to boost results, and implementing as many hacks as possible is a great strategy to do that.
When is the best time to start the renewal conversation?
- No later than three months out from the renewal date
- No later than 30 days out from the renewal date
- Once the client’s existing engagement has come to an end
- When the client brings up that they are planning for the next year
Which of the following best describes the value of using a Kanban board?
- A Kanban board allows your team to show others in the company what work they need subcontractors for.
- A Kanban board allows the entire team to see and optimize the flow of work during the current sprint.
- A Kanban board allows clients to see exactly how much time is being spent on each task.
- Kanban boards are popular with the development team; however, they are not as useful to the strategist or clients.
- 15-minute, pod, quarterly goals
- 15-minute, client’s CEO, status of the engagement
- 15-minute, pod, Kanban board
- 30-minute, pod and client, wish list
Which of the following is a great example of a cue to look for in potential GDD leads?
- The company recently hired a new chief people officer.
- The website already has optimization tools installed; however, it does not appear to be updated often.
- The company recently had a change in the product leadership team.
- The company is downsizing and consolidating locations.
- “What do you like and not like about your competitors’ websites?”
- “How do you feel your previous website redesigns went? How did the process make you feel?”
- “What would be the biggest change you’d like to make to the website and why?”
- “How long did it take to develop the content for your website? Was it created internally or by the agency you were working with?”
- First, expand the conversation to also include traditional web design. Second, if the prospect continues to give ideas, sell them a traditional build instead.
- Assign the prospect homework to review each page on their current website and score each page on an impact scale of 1-10.
- Pull up the prospect’s top three competitors, and walk through each site while the prospect explains what they like and don’t like.
- First, send some additional launch pad education and training. Second, assign them homework to send three to five examples of what they envision the launch pad website will look like at launch.
- Implement a “likelihood of renewal” scoring system. Score each client two months prior to their renewal date, and create different service playbooks for the team to follow.
- Schedule an in-person workshop 90 days prior to the renewal date to get some additional face time and strengthen the relationship.
- Implement a grading system based on the progress you’ve made on their original goals. If the client scores a D or lower, assume they will be canceling, and have the sales team work to replace them.
- None of these suggestions would help with this specific challenge.
