A good working process for User Acquisition Teams

In order to not being in chaos, or, being in chaos with a resilient mind, we should set up a good working process to work with the internal team as well as external stakeholders.

There are some must-have ingredients for a good working process "recipe".

• Clear objectives We, as team leaders, need to make sure everyone is moving toward the same goal in the same direction. A clear objective (or goal) is like a lighthouse for your organization to go to in the dark sea. Objectives need to be easy to understand and measurable. When you talk about it in the scale of a company, or a team, or even yours, then people take some time to think and guess, the objective will not be a lighthouse. It is a lottery. If it's in the business context, it may cause a big loss in money, time, and human resources. Some good examples for setting objectives as following Some not-so-good examples for setting objectives as following After setting objectives, the 2nd step is to translate them into the key results. There are many functional teams in a company, and there are many factors in one function that can help achieve the goal. The key results will help stakeholders to see what they need to do or how they can "sail across the sea to reach the lighthouse". Similar to setting objectives, the key results have to be simple and measurable. In some cases, personal development is one of the main factors to accomplish the goal. So, the key results can be to master a skill in 3 months with an amount of score, propose and validate three hypotheses in a specific channel.

• Achieve 100B revenue in 2022 with a 50% profit margin.

• Be top 1 in the arcade category across 150 countries in 3 months.

• The user value 60 improves 50% in quarter two in comparison with quarter one 2021.

• Communication An objective can be meaningless if everyone doesn't know about it. When saying that, it doesn't mean people should understand the goal a company wants to achieve in the same way. The creative team, where produce the ad materials, doesn't have to understand deeply lifetime value and how to improve it. They need to know about how their productions can contribute to the whole big picture.

• What to communicate. Depending on each team's nature, the objective needs to be translated into measurable items that can be understood and take action.

• How to communicate

• Mindset. Before saying anything, either internally or externally, keep in mind that WHAT is important, yet HOW is much more crucial. These are three keywords you need:

• Be transparent,

• be open,

• and be honest.

• Tools. There are many tools you can use. They can be an online application or an offline meeting. However, be careful when using them. Don't sink into the mess of the high-tech utilities.

• The team leaders should choose one official online application for day-to-day communication.

• The offline meeting will be used for in-depth discussions and will always start with clear objectives.

• Agreements Agreements are the "vaccines" to protect you from conflicts and dramas. There are many aspects teams should work on before starting any project.

• Time

• Project or updates' timeline

• Deadlines

• Time for giving feedbacks

• Prioritization

• Person in charge of the final decisions

• Metrics or criteria to evaluate performances

• Placements or tools for communication

• Good tracking systems Tracking systems are different amongst teams.

• For the product team, tracking systems can be a full-of-numbers "product performance" dashboard, and tasks tracking dashboard that feature the number of items that need to finish, their importance, and the number of people involved.

• For the creative team, tracking systems can be a task dashboard that includes ideas, storyboards, PIC, and deadlines. Besides, a performance dashboard that contains the number of installs and the IPM per creative is a must.

• Add-on mindset

• Flexibility and adaptability. Changes always happen, especially with UA campaigns. A process in which people in it are ready for new uncertainties is a process that is needed. Priorities can change, approval processes can shorten, even the objectives can be updated base on "new" reality.