The results were disappointing. “I'm really glad I didn't hire a full-time person to do that,” Mendelsohn said. Marketing and product split into two teams with one goal. When Winters became Eventbrite’s CPO, a new org structure came along with him. Marketing and product divided into separate — but aligned — teams. “Even though we're across different org structures,” Winters said, “we've really built this cross-functional team concept where we share the same goals.” “We've really built this cross-functional team concept where we share the same goals.” One core goal: bringing in event creators. Each side of the organization contributes in a different way. What does the marketing team do? Put simply, “marketing owns the creative,” Mendelsohn said.
That team is divided into two groups, responsible for: Branding Finland Phone Number List and design, which includes developing and testing creative visual assets Content and copy, and testing what messaging works What does the product team do? Growth marketers own this channel, though product managers play a big role too. Growth marketer responsibilities include: Google AdWords and other channels. SEO, which ranges from product optimizations to link-building Conversion rate optimization for blog content, landing pages and more Testing is central to the teams’ management of that cross-functional work. “There's a really fast feedback loop with the team on what's working,” Mendelsohn added. Growth marketers became product managers. At Eventbrite, growth marketers weren’t always product managers — and that created inefficiencies.
Eventbrite is a self-service product, and its sign-up flow belongs to the product team. Early on, if the marketing team wanted to make a change to the sign-up page, or test new messaging in the welcome email flow, they’d need to test that manually before contacting the product team to ask for implementation. “That was the big challenge that we just sort of accepted and dealt with for many years,” Mendelsohn said. But eventually, misalignments between marketing and product became too frustrating for growth marketers — who had ideas they couldn’t implement on their own. After testing more communication between product and growth, Eventbrite handed growth marketers product management responsibility. That worked. “The model that we have now solves for all of those problems,” Mendelsohn said.