great success and frustrating failure over the last 10 years. With the benefit of hindsight, we can examine those experiences and extract learnings to help avoid the mistakes and repeat what worked.
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Lessons Learned Growing Moz презентация
Содержание
- 1. Lessons Learned Growing Moz
- 2. Let’s Start With a Story
- 3. 2001: Rand Drops Out of UW, Two
- 4. 2005: After 4 Years of Hard Work,
- 5. 2007: The Blog Rand Started to Learn
- 6. Nov. 2007: Moz Raises $1.1mm from Ignition
- 7. Oct. 2008: We Release Our First Link
- 8. 2009, 2010, & 2011: We Try to
- 9. 2012: Thankfully, We’d Stayed Profitable! From our pitch deck to VCs in 2011: http://www.slideshare.net/randfish/seomoz-pitch-deck-july-2011
- 10. April 2012: We Meet Brad Feld; He’s Dreamy Brad wrote about TAGFEE: http://www.feld.com/wp/archives/2012/05/seomoz-tagfee-and-me.html
- 11. We Raise $18mm w/ Foundry & Ignition http://moz.com/blog/mozs-18-million-venture-financing-our-story-metrics-and-future
- 12. 2012-2013: Moz Grows a Lot Details from
- 13. Past 18 Months: We Hit Some Rough
- 14. Cause or Effect? Rand Suffers from Depression http://moz.com/rand/long-ugly-year-depression-thats-finally-fading/
- 15. Jan. 2014: Rand Steps Down as CEO http://moz.com/blog/final-post-as-ceo-sarah-bird-has-the-conn
- 16. Q1 2015: Growth Rate Turns a Corner https://plus.google.com/u/1/+RandFishkin/posts/huXkGBpK9Rm
- 17. Lessons Learned
- 18. #1 People & Hiring Matter (but not in the ways you might expect)
- 19. http://moz.com/rand/what-company-culture-is-and-is-not/ Most companies incorrectly reverse these two.
- 20. Via: http://moz.com/rand/what-company-culture-is-and-is-not/ What Does “Culture Fit” Mean?
- 21. Via: http://moz.com/rand/what-company-culture-is-and-is-not/ Common Advice: Hire slow. Fire fast. - Every management book & guru
- 22. Less Catchy, Better Advice: Hire slow. If
- 23. #2 Humility is the Most Underrated Predictor of Success
- 24. Those who think highly of
- 25. #4 If Management is the Only Way Up, We’re All F***’d
- 26. #5 Core Values Are Hard (not having or living up to core values is harder)
- 27. Moz’s Core Values: TAGFEE Transparent Authentic Generous
- 28. http://moz.com/rand/diving-deep-on-tagfee/ Moz’s Core Values: TAGFEE Transparent
- 29. When things go well, values are easy.
- 30. Core Values Are the Glue that Holds
- 31. #6 Our Best Marketing Never Feels Like Marketing
- 32. We Start Our Values & Our Mission
- 33. Helping Marketers Across Many Mediums
- 34. The Path to Conversion is Long & Winding It Might Start by Exposure through Media
- 35. The Path to Conversion is Long & Winding Which Triggers an Informational Query
- 36. The Path to Conversion is Long &
- 37. The Path to Conversion is Long & Winding And Consumption of Content from the Brand
- 38. The Path to Conversion is Long & Winding Then You Check Out Some Free Tools
- 39. The Path to Conversion is Long &
- 40. We Seek to Be Relevant at Every Stage
- 41. Different Tactics to Reach Different Stages
- 42. We Bias Against “Pushy” Marketing Sigh… This does not make me love your brand.
- 43. When We Help People, They Help Amplify
- 44. #7 Our Greatest Wins Have All Come from Serendipity (despite being a very analytics-focused company)
- 45. We Know We Can’t Measure Some Things http://moz.com/rand/the-paradox-of-easy-vs-hard-to-measure-marketing-channels/
- 46. But We’ve Seen the Positive Impact of Serendipity http://moz.com/rand/manufacturing-serendipity/
- 47. We Have a Rule On Our Marketing
- 48. #8 Building Moz Has Never Felt Like
- 49. http://buttersafe.com/2008/10/23/the-detour/ A lot of days feel like this:
- 50. We compare ourselves and our success to
- 51. In Reality, It Looks More Like This: Geraldine’s Travel Blog: http://everywhereist.com
- 52. Geraldine started her blog in 2009 In Reality, It Looks More Like This:
- 53. In Reality, It Looks More Like This: For 2 years, she never broke 100 visits/day.
- 54. In Reality, It Looks More Like This: This is where most people give up.
- 55. In Reality, It Looks More Like This: These days, she gets 100,000+ visits each month
- 56. Every first-time founder I’ve ever talked to
- 57. The Price of Success is Failure after
- 58. 1) Moz is by no means perfect.
- 59. Bit.ly/growingmoz Find Rand on the Web: Blog, Twitter, Facebook, Google+
Let’s Start With a Story
Слайд 1Lessons Learned Growing Moz
by Rand Fishkin
Download: http://bit.ly/growingmoz
Moz has had both
Слайд 32001: Rand Drops Out of UW,
Two Classes Away from Graduating.
Rand in
2001... Thank god for beards.
Слайд 52007: The Blog Rand Started to Learn More About SEO Helps
Moz Pay Off Its Debt!
The original SEOmoz site, coded by Rand in PHP (meaning it barely worked).
Слайд 6Nov. 2007: Moz Raises $1.1mm from Ignition & Curious Office to
Focus on Software
7 employees and $80K in the bank!
Original Post Here
Слайд 7Oct. 2008: We Release Our First Link Index
The launch and ensuing
customer signups helped us regain profitability
http://moz.com/blog/announcing-seomozs-index-of-the-web-and-the-launch-of-our-linkscape-tool
Слайд 82009, 2010, & 2011: We Try to Raise Money Three More
Times… All End in Failure
Email from an investor telling me not to worry, just days before they pulled out of our signed term sheet ☹
http://moz.com/rand/misadventures-venture-capital-funding/ and http://moz.com/blog/seomozs-venture-capital-process
Слайд 92012: Thankfully, We’d Stayed Profitable!
From our pitch deck to VCs in
2011: http://www.slideshare.net/randfish/seomoz-pitch-deck-july-2011
Слайд 10April 2012: We Meet Brad Feld; He’s Dreamy
Brad wrote about TAGFEE:
http://www.feld.com/wp/archives/2012/05/seomoz-tagfee-and-me.html
Слайд 11We Raise $18mm w/ Foundry & Ignition
http://moz.com/blog/mozs-18-million-venture-financing-our-story-metrics-and-future
Слайд 122012-2013: Moz Grows a Lot
Details from our 2013 year in review
blog post:
http://moz.com/blog/mozs-2013-year-in-review
http://moz.com/blog/mozs-2013-year-in-review
Слайд 13Past 18 Months: We Hit Some Rough Patches
More about this: http://moz.com/rand/cant-sleep-caught-in-the-loop/
After 7 years of 100% YoY growth, Moz grew ~50% in 2013 and >15% in 2014
Слайд 14Cause or Effect? Rand Suffers from Depression
http://moz.com/rand/long-ugly-year-depression-thats-finally-fading/
Слайд 15Jan. 2014: Rand Steps Down as CEO
http://moz.com/blog/final-post-as-ceo-sarah-bird-has-the-conn
Слайд 16Q1 2015: Growth Rate Turns a Corner
https://plus.google.com/u/1/+RandFishkin/posts/huXkGBpK9Rm
Слайд 19http://moz.com/rand/what-company-culture-is-and-is-not/
Most companies incorrectly reverse these two.
Слайд 20Via: http://moz.com/rand/what-company-culture-is-and-is-not/
What Does “Culture Fit” Mean?
What Culture Is Not
Whether you
rock climb/surf/ hike/watch NFL/etc
What kind of movies you like
Bean bag chairs
Nerf gun fights
Catered lunches
Mashed potato sculpting contests judged by your auditors at Deloitte (yes, we really did this at Moz, and it was totally fun)
What kind of movies you like
Bean bag chairs
Nerf gun fights
Catered lunches
Mashed potato sculpting contests judged by your auditors at Deloitte (yes, we really did this at Moz, and it was totally fun)
What Culture Is
Shared Values
Shared Priorities
Stylistic Cohesion
Values
Mission & Vision
Hiring, Firing, & Promotion Criteria
Cultural Fit
=
Слайд 21Via: http://moz.com/rand/what-company-culture-is-and-is-not/
Common Advice:
Hire slow. Fire fast.
- Every management book & guru
Слайд 22Less Catchy, Better Advice:
Hire slow. If you have to fire, do
it with
a consistent, empathetic process.
- Moz
a consistent, empathetic process.
- Moz
Why? Because consistency in evaluating people and giving them time to improve is essential to maintaining your reputation internally & externally. When firing happens fast, you create an environment of fear, uncertainty, & mistrust.
Слайд 24
Those who think highly of themselves are very hard to work
with, and those who don’t think about themselves lack
self-awareness.
self-awareness.
In my experience, both confidence & arrogance are correlated w/ poor results, while self-deprecation is often correlated w/ the right kinds of humility.
Слайд 27Moz’s Core Values: TAGFEE
Transparent
Authentic
Generous
Fun
Empathetic
The Exception
We share what we do, what we
learn, and where we struggle openly and honestly.
We will be our true selves, never masking our beliefs for commercial gain.
We seek to give without thought of return.
Work is only work if you make it so.
Our most important value – we strive to infuse our work with respect for the emotions & experiences of others.
We strive to be the exception to the rule, and to take the path less traveled.
Слайд 28http://moz.com/rand/diving-deep-on-tagfee/
Moz’s Core Values: TAGFEE
Transparent
Authentic
Generous
Fun
Empathetic
The Exception
Real values come from a deep,
personal place in the founders’/ team’s past/beliefs.
Real values are disconnected from opinions about what will make the business succeed.
Слайд 29When things go well, values are easy.
When things get rough, values
are important.
“The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage.”
- Ralph S. Larsen, CEO of Johnson & Johnson
http://www.jimcollins.com/article_topics/articles/good-to-great.html
Слайд 30Core Values Are the Glue that Holds Vision, Strategy, Team, &
Everything Else Together.
http://moz.com/rand/vision-based-framework/
Слайд 32We Start Our Values & Our Mission
Empathy: feel the pain and
struggles of our customers; make things we ourselves need when doing SEO
Moz’s Mission: help people do better marketing
Слайд 44#7 Our Greatest Wins Have All Come from Serendipity
(despite being a
very analytics-focused company)
Слайд 45We Know We Can’t Measure Some Things
http://moz.com/rand/the-paradox-of-easy-vs-hard-to-measure-marketing-channels/
Слайд 46But We’ve Seen the Positive Impact of Serendipity
http://moz.com/rand/manufacturing-serendipity/
Слайд 47We Have a Rule On Our Marketing Team
Invest 20% into non-measurable,
serendipitous forms of marketing.
Слайд 48#8 Building Moz Has Never Felt Like a Steady Climb, But
Rather a Cycle of Failure and Learning
Слайд 50We compare ourselves and our success to outliers rather than norms,
and this brings great unhappiness.
We Imagine Entrepreneurship Looks Like This:
Слайд 56Every first-time founder I’ve ever talked to shares a story that
looks a lot like this one.
You are not alone.
You are not alone.
In Reality, It Looks More Like This:
Слайд 57The Price of Success is Failure after Failure after Failure*
* Hopefully,
each of those failures provides an opportunity to learn.
Слайд 581) Moz is by no means perfect.
Critical Caveats:
2) Getting this stuff
right in no guarantee of success.
3) These lessons may not apply to every company. I share them only in the hopes that you won’t have to learn them with the same pain we did.
