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No matter how great the product or the service you provide is, people need more than just colorful features and detailed how-tos to feel moved to make the decision of buying what you have to offer.

A coordinated effort between different media channels and a strong message must exist. One that is both quick and easy to understand, and also connects your brands’ story to how your customers see themselves, how they relate to the world around them and what truly matters to them. 

More than marketing a product or a service, marketing campaigns are about what your brand stands for and what it does not stand for. It’s about the values it upholds, the principles it supports and the type of journey it has endured, while also transmitting the value it has to add to its audience life.

Between too much information and a wide range of similar options – convincing strangers to become customers takes a lot of work. But with a great marketing campaign, almost anything is possible. 

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THIS IS WHAT A MARKETING CAMPAIGN IS AND WHY YOU SHOULD CARE

A marketing campaign is a set of planned activities that must follow a specific order in a given timeframe to help promote a new or changed product or service. It starts with understanding where your product or service is at the moment and how it identifies itself. It ends with a step-by-step plan of how to bring this novelty to your audience in a relatable and easy to comprehend way. 

It entails multi-channel marketing strategies (that can be already a part of your major marketing plan or an effort that will happen outside of your marketing team’s routine because of a specific emerging need). That will involve several marketing channels being covered and can be helped by any other resources your marketing team has available such as:

  • Your social media channels,
  • Your website and some new landing pages with catchy calls to actions to get people to subscribe and learn more about the news,
  • Email marketing and lead nurturing,
  • And even, if necessary for the reach you’d like to have in a given marketing campaign, the implementation of new tools for marketing automation and campaign management itself.

Whether these changes – or innovations – come from a product point of view (a new feature that was developed and needs to be released), from a brand point of view (the whole company is taking its efforts to another direction and, in doing so, it needs to decide how the market will receive the new brand positioning)… Or anywhere else in the company, successful marketing campaigns can either increase sales/amount of new revenue (sale conversion rates) or enhance customer interaction (customer activation and retention rates). 

But, just like marketing campaigns can make your brand rise to a new level both in terms of brand awareness and revenue, they can also bring it down pretty quickly. So making sure your campaign management process is in place, not only in the creating and planning your campaign part but in alignment with both your brands’ principles and social standards, is key to ensure success. Here’s our three main points to look after:

1. KNOW WHO YOUR BRAND IS AND WHO IT SPEAKS TO

No matter how much planning a marketing campaign has, there’s no way you’ll be able to launch a successful one if you do not know your audience and how your brand connects to them specifically. 

Making sure you’ve got a precise set of buyer personas will be key to decide which kind of content will be around your campaign and what tone of voice you’ll be using. Mainly if you’re looking to promote something that will resonate with your audience and make them want to support you.

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A common mistake marketers do is thinking that the marketing campaign is something that can be separated from the brand. That mistake starts with the thinking that a marketing campaign can align itself to current pop culture trends, meaningful happenstances and social media hype just for the sake of momentum and rising popularity. Even if that might be a tempting way to score followers, don’t rush in that quick. Always keep in mind the things your brand stands for.

2. CHOOSE YOUR MARKETING CAMPAIGN GOAL – ONE AT A TIME

Having a clear goal in mind will help you decide which marketing strategies and tools will enable you to achieve that. What is it that your team is trying to achieve: an increase in sales by 10%? Enhance lead generation in 5,5%? Boost the conversion rates across your sales funnel? Or drive your visitors and customers to interact with your brand on social media? 

The more specific your marketing campaign goal is, the better. Some marketers like to try to conquer the world all at once, creating a “main” goal to the marketing campaign and also trying to push other KPIs to the equation. While the idea of being able to succeed in more than one thing at once is appealing, not being able to have a clear view of what is working and what isn’t won’t help you in the long term. 

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More important than actually hitting your goals, marketing campaigns are perfect mediums to understand what encourages your users to actually interact with your product and brand as well as what resonates the most with them. Not just to build campaign guidelines for your brand, but to get honest insights on how other marketing-related projects should also communicate themselves to guarantee adherence. Focusing your efforts on only one goal at a time will empower you to build a much stronger concept to your campaign.

3. GET YOUR DATA TOGETHER. SERIOUSLY. 

There’s a lot of great content on data analytics and the importance of making sure you’re able to track how your performance has been going. These articles and blogs posts explain why A/B testing is important in measuring the effectiveness of your hypothesis in marketing, as well as growth hacking about how you can build experiments through most of your marketing decisions to make sure you’re conducting them as effectively as possible. 

But in order to deploy both of those concepts to your marketing decisions, including another set of wild possibilities in terms of leveraging your current marketing-related resources to the best of their ability, you need to track everything that happens. From how many views you have in a given ad in a specific channel of the marketing campaign to how many leads are signing-up to know more about what your campaign is announcing: every single number matters. 

You don’t need to fail across all of the channels you’ve set to hit during your campaign to decide you could’ve done better. You can keep a close look at their ROI, so you can make your improvements right away if necessary!

CAMPAIGN MANAGEMENT AT ITS FINEST A CLICK AWAY

Right after getting all of the information on who your audience is, choosing one goal for your marketing campaign to focus on and making sure you have a clear view of all of the data related to performance, will ensure that you’ll be ready to create amazing marketing campaigns. One awesome example of a marketing decision that created something that spoke right to the lifelong values of its audience and had huge success was Chipotle’sBack to the Start” one.

Since creating great things is hard (and a whole set of marketing campaigns is even harder!), registering everything that has worked so far can be one of your biggest business advantages. Through Lean, Pipefy grants marketing and communication teams the ability to take control of all of their projects and processes and continuously build campaigns, content and strategies that matter. We firmly believe that the key to great execution (and valuable results) is to empower do-ers to do exactly what they do best: bring innovation and positive change.

Our Marketing Campaign Management Template will help you take a hold of all of the campaigns that are live, on standby and completed so you can make accurate and strategic decisions on which projects your team should focus given your current marketing goals, while enabling you to record all the details in a quick yet intuitive way. 

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Daniely Gomes

is a Product Marketing Analyst at Pipefy. A Business School graduate and a writer as a way to let go; she doesn't quite know how to stay quiet. Thus, is eagerly learning how to translate endless trains of thoughts into meaningful content.

Spotify is the ultimate audio streaming platform in the world with more than 230 million users in different countries, so you’re probably familiar with it. The story behind its worldwide success can be attributed to different reasons, but surely one of them (if not the biggest one) is the shift to Lean and Agile philosophies across the whole company. 

Their key to growing that much was not only the adoption of new work approaches but also a cultural change of mindset. In this article, we’ll unfold how the company applied Lean to leverage its results by creating an environment of innovation and productivity.

The path to incredible changes

Spotify combines Lean principles with Agile tools and practices to build the best environment for its workers, establishing clear objectives and processes. If Agile is what holds the whole structure together, Lean is what makes it stronger and steadier.

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Lean is present both in the culture and structure of Spotify offices across the world. It’s possible to observe different actions that allow better communication between teams, boost productivity and drive phenomenal results in general. So, check out some of their secrets:

  • Gemba Is Everywhere: Spotify offices have open spaces that shrink hierarchy among roles to favor the connection between teams. People come first and all employees have a voice to provide criticism, offer suggestions and ask whatever questions they want. The decision-making process is close to where value is produced so bureaucracy, politics and waste tend to be lower.

  • Endless Experiments: All teams work with a lot of tests, prototyping MVPs (minimum viable products) for different features and functionalities of the platform. A/B tests also help in this process to discover what works and what doesn’t before putting too much effort into it. That’s one of the ideas of Lean: experiments and tests with small groups to validate the hypothesis, only then deploying larger actions.

  • Continuous Improvement: By testing hypotheses and confirming them positively, new possibilities for innovative features and functionalities appear, leveraging the product development through the collaboration of the employees. This is Kaizen! It’s always possible to enhance processes to reach a never-ending cycle of improvement.

  • Visual Management: We can find dozens of Kanban Boards spread across walls and meeting rooms in all offices. The company has a clear and transparent vision of its processes flow, identifying value easier and preventing bottlenecks by having all teams integrated. Employees, in general, have access to this data so it’s pretty straightforward to keep track of what’s happening and where.

 


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Not just Lean but also Agile

Lean doesn’t walk alone at Spotify. Agile represents a big piece of what is called The Spotify Model, composed of four group categories that complement each other to build the best product. Through the union of squads, tribes, chapters and guilds the company grants engagement and clearer goals to all employees. Check out the structure of The Spotify Model:

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  • Squads: Teams of usually 5-10 people focused on one project or feature;
  • Tribes: A cluster of squads with similar goals that somehow relate;
  • Chapters: A collaborative learning group with different teammates;  
  • Guilds: Bigger chapters composed of people from several areas.

There’s a clear focus on people’s engagement and on streamlined processes, powered both by Lean and Agile. Squads grow in a learning culture, continuously improving their efforts with tribes, chapters and guilds. These teams can be found mainly in software development, but also in sales, marketing, design and so on.

By having Lean and Agile principles, Spotify was able to scale rapidly with huge success. The structure of the teams is key, but by having the right culture the company boosted innovation and performance. This yields autonomous and highly collaborative teams with a problem-solving mindset that grants outstanding results. At the end of the day, the employee’s engagement made all the difference in what today is referred to as The Spotify Model.

If you want to understand how other companies use Lean to leverage incredible results, don’t forget to check out our articles about The Amazon Way and Pixar + Lean. Also, don’t miss our Gemba Talks episodes in which we bring on professionals from different companies to share how they apply Lean in their own business scenarios.

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Ian Castelli

is a member of the Marketing Team at Pipefy. Skilled in content production and digital marketing, his mission is to spread the word about Lean benefits worldwide. Contact: [email protected]

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When it comes to the healthcare system we can find different approaches on how Lean can help companies or hospitals develop better and more efficient ways to handle its procedures and processes. There’s a company in Brazil that is striving for that: Dr. Consulta. I had the opportunity to talk to Larissa Pechtoll, Performance Specialist, about how Lean is a game-changer for the company when it comes to quality, culture and standardization.

 


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Q: What is Dr. Consulta and what’s your role there?

A: Dr. Consulta is a Brazilian company with health units spread across São Paulo, Rio de Janeiro and Minas Gerais. It’s an alternative for those who don’t want to use the public healthcare system (SUS, which is known for long lines) and for those who have a private healthcare plan but are in a rush for an appointment with a doctor. 

Dr. Consulta offers appointments and medical examinations on the same day, combining accessible fees with high quality and speed. I work with the excellence and standardization program, defining procedures and units adjustments. 

Q: How is Lean applied inside Dr. Consulta? 

A: We have a huge focus on tracking our goals so Lean is directly attached to the fast-growing results of our company. Today, all employees regardless of their role have clear goals and a voice, so we apply Lean tools, such as PDCA, and adopt practices, like regular meetings, to engage and help them in this effort. 

We have daily meetings that take place in our headquarters and in all health units so that everyone is on the same page. Our key goals change regularly, so it’s essential to keep in touch with all employees constantly if we want to have reliable indicators. This way, if we detect something that’s not quite right, we can act quickly to solve the problem. 

Q: How vital is it to involve all employees at the Gemba?

A: The people management sector is responsible for showing all employees the best path to deliver results. We deal with people, so we have to be sensible to understand their struggles and keep a close communication channel with everyone, be it on-campus (the headquarters office) or off-campus (the health units). The employees know best what is happening on a daily basis, their biggest issues and what problems they need to be resolved.

By bringing people on-campus and off-campus together, all peers engage in the discussion of actions and processes to be improved. This way, we don’t have to convince anyone; all employees are already working together on changes and continuous improvement. 

Q: Do you see Lean only as a tool or is it a core component at Dr. Consulta?

A: I definitely see Lean as a strategic component of the company. If it wasn’t part of the core business, we would have areas struggling with each other to accomplish this or that goal. When this is intrinsic to the company’s culture, everyone benefits from common goals. If our culture is not something clear and natural, people don’t engage together. 

To ensure that Lean is something fluid and organic as it can be, we hear all our employees. For example, if we detect that a health unit has a 10% improvement in one indicator, we talk to them to understand what happened and how we can replicate to other units. This is a point of motivation for any worker who desires to be recognized. 

Q: What are the main challenges of deploying Lean in a company that grows so fast? 

A: Our biggest challenge is the alignment among health units and the headquarters. Through a program of excellence and standardization we can ensure the same level of quality in all units, with everyone on the same page regarding processes. By having standardized processes, it’s possible to perform real and fast actions of continuous improvement.

This way we can follow and measure all improvement actions, allowing us to constantly evolve in an integrated and organized manner. Standardization is also responsible for making bottlenecks visible, helping us to grow with stability and security. If each unit has a process of its own, we can’t understand which is the best option, so standardization always comes first. 

Q: What is your biggest advice when it comes to working with Lean?

A: The biggest advice I can give is to work together with your peers, shrinking the gap among roles and making it clear that we all belong to the same company and have the same culture. We have to build the people’s management area alongside the employees, allowing them to see the relevance of our goals, metrics and performance. 

Of course, the strategic planning and goals to be achieved are top-down but the best way to accomplish those indicators is through a collective construction of all areas. By doing so, we have a better engagement and bigger acceptance when changes appear, cutting conflicts and not having to try and convince people of what’s best.

Bonus: Question by Jefferson Gonçalves, Customer Experience Manager at Nubank

Q: How do you ensure a customer-focused treatment in every Dr. Consulta units? 

A: Quality is one of our top goals at Dr. Consulta. Currently, I’m responsible for the excellence and standardization program in which we track the health units to grant the same quality level. We also have a strong relationship with the doctors, because besides being our customers they are our main suppliers. In order to keep track of all doctors, we have evaluations and indicators to check their performance at Dr. Consulta.

If you speak Portuguese, you can check out the whole interview with Larissa Pechtoll in our Gemba Talks Podcast or on our page on YouTube

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Leonardo Tomadon

Leonardo Tomadon is Pipefy's Lean Evangelist. His mission is to spread the word about Lean benefits and make them accessible worldwide. Contact: [email protected]

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This weekend, while many of us were sound asleep, Pipefy’s Engineering team was already hard at work going after bugs—software bugs, that is. On Saturday, a Bugathon focused on addressing faults in the system took place in the Curitiba office. The team finished up the day with 28 resolved bugs on the web, and three on the mobile app, totaling 10 hours of coding.
 
“Aside from the fact that we exceeded our goal, the entire event and the environment and the team’s vibe was absolutely amazing,” Hélio Bitencourt, Bugathon organizer and Support Analyst, said. “Everyone was excited, and the alignment between us happened naturally.”
 
Bitencourt received positive feedback from participants who said they had a blast at the Bugathon.
 
“I was not expecting the high volume that our team delivered, as I know how some bugs can be very difficult,” he said. “They did an incredible job.”
 
Cristopher Rodrigues and Anderson Campanha were the winners of the Bugathon, resolving 12 bugs.
 
“It was amazing to participate in the hackathon, and to observe the team’s engagement and to collaborate on solving a bunch of the issues we were facing on our platform,” Rodrigues said.

“I had a really great time working together with the team in the great environment that Hélio and the organizers managed to create,” Campanha said. “It was fun, we had a lot food, we laughed a lot and managed to really focus on solving the problems to make Pipefy even better for our customers!”
 
Bitencourt also commended the Support team who helped the development team with tests, along with understanding scenarios and user experience, while also identifying bugs.
 
“They engaged with the whole concept and did an awesome job helping with the tests and bug hunting,” he said.
 
Squashing bugs proved to be a great way to bond as a team, too.
 
“I received great feedback from CTO Igor Alves and IT Manager Rodrigo Morais, who planted the seed in me to organize this, and helped me a lot,” Bitencourt said.

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Ashley Sava

is Pipefy's Editor and Copywriter. With a background in journalism and content marketing, she uses her wit, writing skills and incurable cheerfulness to leave her readers inspired, hooked and informed. Sava resides in Austin, Texas.

It’s no secret that it’s not always easy being a woman in the engineering field. We interviewed two Pipefy developers who are tackling outdated gender stereotypes to help make Pipefy the ultimate Lean process management platform and a safe place to work for all employees.

Caroline (Carol) Santos: Front-End Developer on the Experiments Team

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“I came from a communications background and graduated with a degree in Public Relations,” Santos said. “I never thought about working in tech. I was working in a communication agency and had to learn how to build landing pages after a coworker quit.”

They say experience is the best teacher and in Santos’ case, nothing could ring truer.

“This forced me into the field. I spent time on YouTube teaching myself and learned how to do what I needed to do within a week.”

While you might say her passion for engineering was an accident, she threw herself into the field full force. Today, she has a powerful Twitter following based off her tech talks and gusto for industry equality.

“I am passionate about talking about diversity in companies,” Santos said. “I gained a lot of followers on Twitter that way. I am a person who won’t stop fighting for diversity. Before getting hired at Pipefy, I mentioned on Twitter that I was looking for a job (some companies don’t want to hire someone so loud about diversity) and Igor Alves (Pipefy’s CTO) reached out to me.”

Her first question to Alves was how many women engineers had Pipefy already employed.

“There were none,” she said. “But Igor explained that they wanted to change that. I became the very first woman to be an engineer at Pipefy.”

She was pleased to discover that at Pipefy, diversity is something taken very seriously.

“It’s not just a sales tactic like some startup businesses use to lure in job candidates.”

Being the first woman in a group of men can be intimidating, and women in the engineering industry are oftentimes already accustomed to being a minority in their prospective departments. Santos said joining a tech community for women is a great way to get advice from other women, discuss workplace issues and to brainstorm initiatives for companies.

“Pipefy is a safe place for everyone,” Santos said. “Pipefy is growing fast and we have some challenges, such as how to maintain the startup culture with the big company we’re becoming. But we are lucky to have leaders who support us and our decisions.”

Santos looks to women such as Ada Lovelace (a forerunner in programming and the person who wrote the very first algorithm), software developer Loiane Groner and Microsoft Regional Director Dani Monteiro for inspiration.

As far as leaving behind the world of PR, Santos has no regrets.

“When you see something you make come to life, it’s an awesome feeling. We’re creating the future and get to be part of it.”

Follow Santos on Twitter to inquire about Pipefy’s work culture or open positions on the Engineering team.

Priscila Gadelha: Back-End Developer on the Core Team

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Unlike Santos, Gadelha reigns from the engineering industry, with a Bachelor of Computer Engineering from the Federal Institute of Education, Science and Technology of Ceará (IFCE). She is currently working toward her master’s degree at Intituto Tecnológico da Aeronáutica—ITA, where she is studying airport operations studies and aeronautical systems development and analysis.

“In school I started out in physics, but changed my major after three years after falling in love with programming,” Gadelha said. “In high school I always liked physics and math.”

While some might find it intimidating to undergo a major change (no pun intended) after devoting years to a subject, Gadelha found the challenge exciting.

“The beauty of programming is that you can teach anyone with the will to learn,” she said.

Gadelha held software engineering positions at a few companies before discovering Pipefy—or rather—vice versa.”

“Pipefy chose me,” she said. “I was contacted and told that I fit the profile.”

After some previous trouble feeling counted out at jobs for being a woman, she was excited to be welcomed to the team by Santos.

“It was really cool being welcomed by another woman,” she said. “I felt relieved. People won’t think I’m the problematic girl here. At other jobs, men would sometimes change the way they talked to me when I came into a room.”

Gadelha emphasized that there’s tons of support at Pipefy for women training to become developers.

“Everyone is very transparent and communicative at Pipefy,” she said. “People want to collaborate with you and are very helpful. People in other places I worked are more worried about finishing their next task and less worried about improving. Here it’s about quality and learning.”

Although she’s only been with Pipefy for a short time, she believes she’s already seeing improvement in her work.

“There are all these qualified people who make for excellent codes of reference. I’ve been ramping up and getting better after only being here a little more than a month.”

As far as inspiration goes, Gadelha also looks to Ada Lovelace, but her grandmother comes in first place.

“My grandmother came from the bottom, working hard, cleaning houses, and she started to study and ended up earning her degree. She worked in the government and accomplished so much, always making sacrifices. From the start, she was telling me to earn my own money and to be financially independent.”

Although Gadelha knows firsthand that there are additional struggles for women in engineering, she doesn’t see these obstacles as grounds for quitting.

“Never give up,” she said. “I really love what I do. I’d have to considering the things I’ve been through. So look for friends and don’t give up.”

Those interested in learning more about working on Pipefy’s Engineering team can reach Gadelha on LinkedIn.

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Interested in working for Pipefy? Be sure to take a look at our Career page today!

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Ashley Sava

is Pipefy's Editor and Copywriter. With a background in journalism and content marketing, she uses her wit, writing skills and incurable cheerfulness to leave her readers inspired, hooked and informed. Sava resides in Austin, Texas.

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If there’s one thing that is getting clearer investment after investment, is that Brazilian startups have great potential to grow fast and globally. I’m really proud to follow this market development closely at Pipefy and even prouder to constantly exchange knowledge with other startups—especially if they are also Lean—such as Nubank.

The unicorn fintech has been revolutionizing the market for the past six years and after reading this amazing interview with Jefferson Gonçalves, customer experience manager at Nubank, you’ll understand how Lean, data and passion for the customers are the keys to their success. Enjoy:

Q: What is your purpose at Nubank?

A: Inside the customer experience area, my team is responsible for the client’s voice. Our job is to understand what the customers are bringing to us as information and deploy it internally in order to truly improve our processes, our communication and our customer service, so we can give the customers the best experience possible.

Q: Tell me about your history with Lean management.

A: I first heard of Lean at the university, where I studied Production Engineering. In this course, Lean is very strong and its main subjects are about Lean manufacturing and its history. It was here was when I met the philosophy and those were my favorite topics.

Later, after graduating, I started working in a boilermaker where at first I was part of the processes and methods team, and later part of the continuous improvement team. This was where I got to really apply Lean for the first time and start using the tools in a practical way. One interesting fact about that experience is that it was a moment of crisis, so Lean was really needed. It wasn’t just about being more productive—it was about gaining competitiveness to keep the company alive.

That was a really difficult professional moment, but very enriching at the same time. I learned how Lean can make a difference in sensitive times. After that, Lean became part of my life and I carried its teachings everywhere I went.

Want to know more about the Lean philosophy? Check out the Lean Hub.

Q: How do you apply Lean at Nubank, a company far from the manufacturing world?

A: Today, at Nubank, we really look forward to understanding what the client is bringing to us. We make deep data analyses—which is a natural thing being in a fintech, then we map and list every problem along the way, so we can prioritize them to attack in the best way possible. A good example is that we aim to answer the customers as fast as possible, through the channel they’ve chosen to reach us through. In order to do that, we analyze the data to understand our customer’s behavior, so we can have enough staff answering requests when and on a platform that our customers prefer.

Q: Which Lean Six Sigma tools are applied in the Customer Experience area at Nubank?

A: A tool that I really like is DMAIC because it makes really clear what are all the phases of the improvement process. It stands for Define, Measure, Analyze, Improve and Control, and we use it to define what our problems are and to map our data.

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Basically, before starting every project, we apply this tool, so we Define the problem very well, then our Business Analysts Measure and Analyze all the data, and only after we manage to understand all the information we extracted, an action plan is developed to Improve and Control our processes.

At times, we also apply the Ishikawa Diagram, which helps us identify the root causes in modules, so we can also build an effective action plan.

When using these tools, we use a prioritization matrix in which the guideline is the impact our actions will have on our clients. Today, at Nubank, the customer impact is what has the highest weight, so we are very focused on efficiency, but also focused on how that efficiency will impact the customer experience.

Q: How do you envision the Lean practice outside the manufacturing environment?

A: For me, it’s clear that you don’t necessarily need to be in a Continuous Improvement area to apply Lean. Only the first company I worked at did I have a continuous improvement job. After that, being in different positions even outside the engineering field, I carried the philosophy with me.

Lean preaches for waste reduction, constant progress, improvement of the customer’s experience and the quality of your product, so to achieve that, you don’t necessarily need to be in a continuous improvement spot, you must only understand the problems, map what is going on in your area and prioritize to effectively attack.

That’s why a specific job position isn’t mandatory for applying  Lean. It’s a lot more about the mindset of looking for efficiency and improvements, so before you realize it, you’ll be using Lean even unconsciously.


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Q: How did you manage to build a customer-centric culture at Nubank?

A: From Nubank’s day one, customer-centricity is an essential part of our culture. We were built to solve our client’s problem in the financial sector, so it’s something that is passed on while we grow—it’s a cultural thing.

In every meeting, with every Nubank employee, the customers are taken into account and we always discuss their perception of our product. In the customer experience department, for example, we continuously seek to understand the reasons why they reach us and the platforms they choose to do so on.

If I could translate this culture into bullet points, there would be two topics:

  • Our team: we focus a lot on giving the best experience possible to our internal clients because we believe that when you’re motivated, seeking a common goal and enjoying the ride, it reflects on the external clients.
  • Our clients: when it comes to decision making, Nubank always prioritizes what will have a good impact on the clients. Because we want to continuously improve their experience so their needs will always rule our strategy.

Q: How do you guarantee the collection of ideas for continuous improvement and what is the culture of experiments at Nubank like?

A: Today, Nubank is organized in squads, so every product or project is centralized in specific groups. Considering customer experience, in every squad, there’s a core that is responsible to guarantee that value will be added to the customers at the end. Keeping that in mind, all the squads work to build the best experience possible, so ideas of continuous improvement come up repeatedly and organically.

When we need to solve a specific problem or build a special solution, we gather the whole team to accelerate new ideas and brainstorm. After that, our analysts validate our hypotheses and evolve them into experiments and tests. That’s also part of our PDCA (Plan, Do, Check and Act) cycle and because of our Lean and data-driven culture, we end up being very assertive in our experiments.

Q: Tell me about your biggest learning during your Lean journey so far and which tip would you give to those who are getting started now?

A: Don’t think of Lean as a bunch of tools. Embrace it as a philosophy not only in your professional life but also in your personal life. It will definitely help you develop and launch your career, but it will also help you become the better version of yourself.

And if there’s a special tip I can give you regarding Lean itself, it is that the main part of the continuous improvement process is to understand the problem very well. In order to do that, you’ll need to analyze data—focus on this part and really understand what is going on.

Bonus: Special Question by Maria Eduarda (Duda) Kumlehn, Data Manager at Pipefy

Q: What is the importance of data to the continuous improvement culture and how do you foster this data-driven culture at Nubank?

A: The data analysis is a fundamental part of the continuous improvement practice, once you really need to understand the problem in order to know how to prioritize and attack.

As mentioned before, we work in squads. Inside each of them, there are the Business Analysts, who are responsible for analyzing our data and understanding what is going on with our platform and system, so we can run improvement tests. That’s why we deeply cherish data—it brings us the most essential information for our development and improvement. That’s how we keep moving forward in the most assertive way.

 


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If you are a Portuguese speaker, don’t miss the chance to watch Jefferson’s full interview here or listen to this episode’s podcast on Spotify:

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Leonardo Tomadon

Leonardo Tomadon is Pipefy's Lean Evangelist. His mission is to spread the word about Lean benefits and make them accessible worldwide. Contact: [email protected]

Using Landing Pages in Your Marketing Strategy

“Google it!” This is the most common phrase the contemporary consumer says before solving a problem or answering a question. A study showed that in 2020, there will be 2.05 billion digital buyers worldwide. It seems like a great opportunity to offer them your products or services, and guarantee your business’ success, right?

If you want to be present for this revolution, it’s crucial to create a fantastic digital marketing strategy, composed of elements that will support you to reach your goals. In this article you will learn why using landing pages in your marketing strategy will guarantee a booming conversion rate for your business.

What is a Landing Page?

A landing page is different from other web pages on your website because it has all the elements built with a specific goal: converting visitors into leads. Usually, these pages are designed to convey details for only one specific offer. There is no navigation and just one focused call to action (CTA) to avoid distractions and produce the desired conversion.

Picture it: you are receiving tons of visitors to your website, but you aren’t getting them through the next phase of the funnel. You have reasonable page views, but the impacts aren’t exactly reflecting this.

That’s the reason why those specific pages are so important: To put aside elements that may distract your visitors, such as menus, excess of content and other information that aren’t crucial for the user to accomplish an action. The main goal here is to work just with the bare essential, leading to conversions.

Take a look on this landing page example from Unbounce, one of the tools that we use here at Pipefy to build our landing pages. (They have a free trial)

Why is this so Important for Your Marketing Strategy?

Besides increasing your conversion rate, adding a landing page strategy to your marketing efforts create other fantastic opportunities for your business. Get acquainted with some of the benefits that landing pages can provide to your online marketing strategy.

Lead Generation and Scoring

Improve your sales machine by using landing pages in your marketing strategy, generating leads easily. Your sales team will be provided with an incredible amount of leads who raised their hands as a sign of interest in your product or service. Moreover, landing pages give you a shot at qualifying your leads, so you can score and validate them according to the goals you set.

Segmentation of your Audience

Depending on what your visitor downloads or what information they provide, you can better determine your contacts. If you work with more than one persona, you can distinguish them through landing page sign-ups.

Landing page segmentation

Drive Down Your Customer Acquisition Cost (CAC)

There are many options out there to get personal information from a potential customer, however, the landing page is the cheapest and simplest one. Can you imagine calling all people who might be interested in your product or service? The amount of time this would take would be endless, not to mention how much money you would invest chasing the prospects.

Landing pages can efficiently decrease your CAC because they have the power to move your leads through the funnel, transforming them into customers.

Essential Elements of a Powerful Landing Page

It’s really common to feel that you need to thoroughly describe your offer in landing pages. But keep in mind the user will stay on your landing page for just a few seconds, so being objective, clear and concise might be a better strategy. Try to do not distract them and miss the conversion opportunity!

There are some essential elements that high converting landing pages employ to be successful. Make sure you’re using them:

Headline

This is the very first thing you visitor is going to see when landing on your page. Your title must be simple, direct and easy to understand. Make it clear what type of content the visitor will get providing their coveted personal information will it be an ebook, a newsletter or an infographic? It’s really frustrating when you provide information to access valuable content and get slammed with spam instead.

Offer

The offer is one of the main elements in your landing page. It’s what will catch your visitor’s eye and encourage them to click on your Facebook ad. People won’t give up their personal information if they don’t identify with the value that you’re offering. Always deliver on your promises.

Form

The form must have an average number of fields, never asking for too much information from your visitor. Before setting the required information, try to understand the most relevant information you need from your visitor. Is that their name, email address, position? Only ask for things you are surely intending to use. Remember, the more information you require, the less likely they will invest the time to fill out the form.

With that information in hand, you can start to build marketing strategies to convert leads into customers. But remember: less is more!

Call To Action

Call to actions indicates the conversion path for your visitor. From a strategic approach, you need to create a killer CTA that is easy to read and visible on the first fold of your landing page. This will enable your visitor to focus all their attention into the action they need to execute. Try to use colors and shapes that help your design stand out.

Videos

According to a study made by Eyeview, landing pages with videos converts 80 percent more often!  You can use it to demonstrate shortly what your product or service does, or also share customer testimonials.

Data

Add some successful data such as percentage of downloads or customer statements to show that your offer has been consumed and approved by other users. This will help prove your services as credible.

Get Superpowers with Lean Marketing

Landing pages are just one of the many solutions available for marketing teams to support their efforts. Like any other department or team, Marketing has unique issues to solve and processes to improve. To deal with that, Lean transformation is needed.

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Written By

Marlon Garcia

is Product Marketing Analyst at Pipefy and Marketing Management student. He wants to help people to achieve their goals and to develop ideas that impact society in kind and productive way.

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Criticism, even in its most constructive form, puts humans on the defense. It’s a natural reaction, but it isn’t necessarily the most professional one. Responding to every gut reaction, after all, would make us all quite Neanderthal, no?

While it’s tough to respond to difficult feedback regarding your work performance and even tougher to stop that stress response from automatically triggering, it’s essential to control the response enough so that you take away the critical aspects of the assessment.

Here are some things to keep in mind when you are receiving solicited (or unsolicited) advice on bettering your performance at your job.

Assume Positive Intent: Considering the feedback is coming from your team or manager, you should presume that the advice you are receiving is provided with your organization’s best interest at heart (so in turn, your own)! Before putting up your defensive walls, understand that most of the time, the people you work with are genuinely trying to identify ways to help make your work the best it can be. Think of it this way: if you were a lost cause, would anyone even bother to help boost your efforts? When you receive constructive criticism, the provider likely sees your potential and hopes to be a part of helping you excel the results of your entire team and your company.

Actively Listen: Active listening does not mean you are silently debating the points the advice-giver is making or wondering why they had the audacity to approach you in the first place. Active listening involves undivided attention, eye contact, asking helpful questions, repeating key points and knowing you owe it to yourself to become the best coworker and employee for your company.

Process Before Reacting: Some criticism is more difficult to sort out than others. Breathe deeply and try to objectively listen to the speaker’s points before commenting, rolling your eyes (even internally), arguing or making a face. If necessary, remove yourself entirely from the equation and imagine that these same things were being said about a coworker. This allows you to focus on the specific work traits the person critiquing you is addressing and not on your flaws as a human being. Chances are, if you overheard the same observations about someone else on the team, you wouldn’t think it was so harsh.

Your Whole is Greater Than the Sum of Your Parts: Repeat after me: you are not the mistakes you make. Try and separate the skills you need to improve on from yourself. Criticism shouldn’t feel like it’s being targeted to your whole being. You are a person with a mind, a body and a soul and a piece of criticism only addresses one small trait you possess.

Seek to Understand: Don’t be afraid to ask for examples of the direction provided if you aren’t quite sure what is being addressed. Asking questions about someone’s suggestions is not the same as debating their input, so feel free to request specific scenarios. If it’s a supervisor reviewing your performance, inquire on other things you could potentially improve on. They will surely be impressed that you took the criticism like a pro and came back for more!

Be Humble: At Pipefy, one of our values is Humble to Improve Fast, meaning that our employees understand that everyone is continuously developing skills and behaviors as professionals and human beings. We listen to the constructive criticism of others and work on personal and professional development, regardless of our rank in the company. When someone takes the time out of their day to review your work, they probably are hoping to see you succeed. Constant growth is crucial for a growing company, and there is no growth without employees who take good constructive criticism to heart.

Take the Initiative to Implement Changes: Now that you’ve listened to, unfolded and appreciated the guidance, it’s time to apply said changes to your work. Try and work the feedback into your projects and tasks and see what happens. If it’s feedback requested by your manager, follow up with them after you start putting the prompting into action and ensure that they are satisfied with your new progress.

Stop fearing your performance reviews and start getting excited for the personal growth that could flourish from implementing great guidance. If you’re worried about the effectiveness of your current Performance Evaluation process, you’re in luck! Pipefy can help you manage it in a Lean and strategic way today!

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Written By

Ashley Sava

is Pipefy's Editor and Copywriter. With a background in journalism and content marketing, she uses her wit, writing skills and incurable cheerfulness to leave her readers inspired, hooked and informed. Sava resides in Austin, Texas.

When we step into the Lean world, it’s inevitable to bump into a bunch of Japanese words that may seem weird at first glance. Don’t worry, they stand for different concepts, practices and tools of Lean Management that help professionals to better guide their actions on a daily basis. If you want to learn more about Lean first, check out our Beginner’s Guide and our Lean Glossary.

One of the most common, relevant and essential terms in Lean is Gemba. This Japanese word can be translated as the actual place or the place where things happen. It can take shape in a lot of contexts, such as the office in an accounting company, the kitchen in a restaurant or the shop floor of a factory. This is the place where value is generated regardless of the business we’re talking about. Be prepared to walk through the Gemba after reading this article.

The most valuable place in any company

Probably, you’ve walked through the Gemba before, or you might even work inside it. Whatever the case, going to the Gemba has to be something natural for any professional that has Lean as their major work philosophy. After all, this is where actions that generate value take place (whatever these actions may be).

Pipefy

When you have a deeper engagement with the employees involved at the Gemba you begin to fully understand the root causes of many problems that may be occurring within the company. In Lean terms, you really shouldn’t be sitting on your chair all day, but instead, talking to the ones affected by the processes of the company.

By examining the flow of the process in the actual place it’s possible to see how the process works ordinarily, what happens when obstacles show in the way, what types of issues happen and how they’re resolved. Also, the difference between what’s written on paper and what really happens at the Gemba becomes crystal clear.

That’s why it’s so crucial to do a Gemba Walk. This is the proper action of going to the place where value is created to talk to the people, understand their work up close, ask questions and learn from their daily struggles—always showing respect (that’s essential in any Gemba Walk). Keep in mind that this is a chance for managers and leaders to break away from their routines to identify wasteful activities and opportunities for improvement.

Stretch your legs and let’s have a Gemba Walk

By comprehending the value stream and its possible bottlenecks, any improvement is much more accurate. Analyses from afar will likely result in misconceptions or will deliver shallow conclusions. To help you ask the right questions to your peers, take a look at the examples:

  • What are you doing? Why do you do it this way?
  • What challenges do you face on a daily basis?
  • What can or can’t you resolve in your role?
  • What tools do you use to manage tasks?
  • Who do you talk to when facing trouble?
  • What do you do when things go wrong?
  • What kind of wastes do you see here?

Of course, these questions will change according to the context and operation to be analyzed (though this is a good start for a Gemba Walk). But before you begin the walk itself, know that you should keep an eye on the processes and not evaluate the people, but their tasks.

It is desirable to take a diverse team with you during the walk to have different insights and ideas. Also, validate any assumptions that you may have with the people in the process—do not rely on guesses. Check out this quick script of how to perform a proper Gemba Walk:

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Once you finish, it’s time to follow-up your notes. Make sure you jot down everything exposed in the walk to analyze afterwards, like problems to solve and tasks to be completed. Keep in mind that the goal here is to boost the whole process, make it easier, safer, more clever and faster (in an essence, better).

Gemba Walks provide better communication between teams and bring positive changes for the organization as a whole. Truth be told, this is a simple yet effective activity because by visiting the Gemba it’s possible to reach a reliable diagnosis of the process. After that, Lean concepts and tools, such as the Value Stream Mapping and A3, will help you find solutions for the problems detected in theses walks and talks.


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True improvements can only be made when everyone is on the same page, especially if we’re talking about cultural changes and not just minor updates in some processes. That’s Kaizen, the continuous improvement philosophy that focuses on the big picture and not just on one specific thing, something that is deeply related within the Lean mindset.

By acknowledging the problems up close, you will not only create greater engagement with everyone by hearing their ideas, but you’ll also transform the Gemba in the most efficient place of the company.

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Ian Castelli

is a member of the Marketing Team at Pipefy. Skilled in content production and digital marketing, his mission is to spread the word about Lean benefits worldwide. Contact: [email protected]

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Great minds think alike? Or fools seldom differ? American political activist and founding father Thomas Paine once said: “I do not believe that any two men, on what are called doctrinal points, think alike who think at all. It is only those who have not thought that appear to agree.”

In other words, going along with the status quo for the sake of peace and harmony results in intellectual complacency, which is not to be confused with intelligence. You might say it’s the divergence among our minds that makes humanity the most successful species, and that without contrast, we would morph into a bleak dystopian society.

It’s 100 percent okay to hold unique perspectives within a single workplace. It’s even okay to express those dissimilar views. In order to establish a work culture that fosters courteous dissent, be aware that a team will always be made up of members with varying points of views, whether or not they speak up to make those views known. For those who tend to avoid conflict, the pressure of expressing doubts and differences can feel overwhelming. However, a healthy work environment must lay down the groundwork for courteous dissent to flourish. Here are some things to keep in mind along the journey.

  1. Leaders Must Not Feel Threatened by Dissent: Great ideas come from up and down the hierarchy. Leaders must be confident enough in their abilities that they don’t see their team members doubts and challenges as a threat. In an organization, all employees should feel supported when voicing their contrasting ideas and shouldn’t fear repercussions when respectfully bringing them up. A good leader should create more leaders, not more followers. Trust that you or your company hired the very best and give everyone a chance to shine.
  2. Practice Active Listening: Active listening does not mean you are quietly thinking up your next speaking point while someone else is talking. Active listening involves undivided attention, eye contact, asking helpful questions, repeating key points and knowing you owe it to yourself to take away something valuable from everyone speaking—whether or not you like what they’re saying.
  3. Create a Safe Place for Open Dialogue: Teams should be aware that their opinions and ideas are welcomed, and leaders should verbally recognize when a session of courteous dissent is taking place. In the correct context, these discussions can breed great new ideas and become opportunities for teams to bond. When in the right spirit, respectful dissent should never be punished.
  4. It’s Not Personal: Someone disagreeing with you doesn’t mean they don’t like you. It doesn’t mean you are less intelligent. As a society, we need to stop (for lack of a better word) getting “butthurt.” Ideas should always be seen as “the more, the merrier.” Defending your “my way or the highway” is not the point. At the end of the day, it’s about what is best for your business, your customers and your employees. Never be afraid to admit that someone else’s idea is better than yours.
  5. Your Values Should Support Dissent: At Pipefy, our values reflect the importance we place on open dialogue. One of our values, Radical Candor, means we emphasize the importance of being open to give and receive genuine, fast and objective feedback on anything and everything. We challenge people and show we care at the same time. Another one of our values, Humble to Improve Fast, means that our employees understand that everyone is continuously developing skills and behaviors as professionals and human beings. We listen to the constructive criticism of others and work on personal and professional development, regardless of our rank in the company. By showcasing these kinds of characteristics in your mission statement or company values, your staff will feel comfortable taking action.
  6. Diverse Perspectives Yield Better Ideas: Without diverse minds, there would be no innovation. How boring would it be if everyone silently nodded in agreement during team meetings? Would you be getting the best and brightest ideas if a high-five culture was more important than a culture that made every voice count? Companies should create an atmosphere of sharing, where all employees are encouraged to come forward with any ideas they may have, and where teams help those ideas become a reality.
  7. Keep it Classy: Being courteous isn’t just a courtesy; it’s a necessity. It all boils down to respect. Be respectful of all voices and point of views, regardless of whether you agree or how junior or senior the person speaking out is. If things get too heated, table the matter for a later date and take a team lunch or happy hour to lift team morale.

The commitment to doing great work should always come first. The more ideas companies pay attention to, the more likely employees will feel valued and motivated to produce their very best work.

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Written By

Ashley Sava

is Pipefy's Editor and Copywriter. With a background in journalism and content marketing, she uses her wit, writing skills and incurable cheerfulness to leave her readers inspired, hooked and informed. Sava resides in Austin, Texas.