Growth motions

There are fundamentally different ways to grow a business. You can let the product do the selling, where users sign up, experience value, and convert themselves. You can have salespeople guide prospects through a buying process. You can use marketing to generate demand and nurture leads until they're ready to buy. You can leverage partners who already have access to your target audience.

Each approach works. But each requires different investments, different team structures, and different metrics to track progress.

The mistake I see is companies running multiple motions without realising it. They have a self-serve signup flow but also a sales team calling every lead. They invest in content marketing but also outbound prospecting. On paper this sounds like covering all bases. In practice it often means doing two things poorly instead of one thing well.

When you're starting out or trying to find traction, pick one motion and commit to it. You can add additional motions later once the first one is working. But trying to run several simultaneously with limited resources usually results in none of them working properly.

This chapter covers the four main growth motions, when each one makes sense, and what it takes to execute them well.

Product-led growth lets your product do the acquisition work. Users sign up, experience value, and either convert to paid or invite others who do the same. The product itself is the primary driver of customer acquisition, conversion, and expansion.

This motion works when users can experience meaningful value without talking to anyone. They sign up, start using the product, and understand why it's useful within minutes or hours. The aha moment happens inside the product, not in a sales conversation.

Awesome Screenshot is a browser extension for capturing and annotating screenshots. Users install it, use it, and immediately see the value. When they share annotated screenshots with colleagues, those colleagues see Awesome Screenshot branding and often install it themselves. The product spreads through usage. ClickUp offers a free tier that individuals and small teams can use for project management. As teams grow and need more features, they upgrade. As team members move to other companies, they bring ClickUp with them. The product grows through both expansion within accounts and viral spread across organisations.

When to use product-led growth

Product-led growth makes sense when your product can deliver value quickly without human explanation. If users need training, configuration, or customisation before they can succeed, PLG becomes difficult.

It also requires a product that benefits from network effects or sharing. Tools that are used in isolation rarely spread virally. Tools that involve collaboration or produce outputs that others see have built-in distribution.

Consider PLG if your average deal size is relatively small. The economics of PLG depend on volume. If you need to charge £50,000 per year to make the business work, you probably need salespeople involved.

Best practices for product-led growth

1. ‍Optimise your onboarding flow. The path from signup to value needs to be as short as possible. Every extra step, every unnecessary field, every confusing screen reduces conversion. Measure time-to-value and work relentlessly to shorten it.‍
2. Build virality into the product. Think about how usage naturally exposes others to your product. Shared documents, collaborative workspaces, outputs with your branding, invite flows for teams. The best PLG products spread as a byproduct of being used.‍
3. Segment your users early. Not everyone who signs up for a free tier will convert to paid. Identify the signals that indicate high-intent users and focus your conversion efforts there. Usage patterns, company size, feature engagement all help predict who will upgrade.‍
4. Make the upgrade path clear. Users should understand what they get on the paid tier and hit those limits naturally. If your free tier is too generous, people never upgrade. If it's too restrictive, they leave before experiencing value.

Sales-led growth relies on salespeople to guide prospects through the buying process. A sales team identifies prospects, qualifies them, demonstrates the product, handles objections, negotiates terms, and closes deals. Human relationships drive the transaction.

This motion works when the buying decision is complex, the deal size is significant, or the buyer needs confidence that comes from human interaction. Enterprise software, high-value services, and products requiring customisation typically need sales involvement.

Close is a CRM built for sales teams. Their target buyers are sales leaders who understand CRM value but need to evaluate options, see demos, and get pricing. Close's own sales team runs this process, demonstrating their product by using it to sell it. Pipedrive targets similar buyers with a sales-led approach for larger accounts. While they have self-serve options for small teams, significant deals involve sales conversations, demos, and negotiated contracts. PartnerStack sells to companies who want to launch affiliate or partner programmes. This is a strategic decision that requires buy-in from leadership. Their sales team works with marketing and partnership leaders to explain the value, show the platform, and structure deals that work for both sides.

When to use sales-led growth

Sales-led growth makes sense when your deal size justifies the cost of salespeople. If your average contract value is high enough that a salesperson can close a few deals per month and cover their cost many times over, sales-led works economically.

It also fits when the buying process involves multiple stakeholders. Enterprise purchases typically require sign-off from users, managers, procurement, legal, and finance. A salesperson can navigate this complexity in ways that self-serve cannot.

Consider sales-led if your product requires explanation, demonstration, or proof of concept. Some products are difficult to understand without a walkthrough. Some buyers need to see how the product handles their specific situation before they commit.

Best practices for sales-led growth

1. ‍Define your sales process clearly. Map out the stages from first contact to closed deal. Know what needs to happen at each stage, what questions need answering, what stakeholders need involving. A clear process lets you identify where deals stall and fix the bottlenecks.
2. ‍Qualify ruthlessly. Not every lead deserves a salesperson's time. Define criteria that indicate a lead can actually buy: budget, authority, need, timeline. Let marketing nurture leads who aren't ready yet rather than having expensive salespeople chase unqualified prospects.
3. ‍Arm your team with the right content. Sales conversations go better when reps can share relevant case studies, ROI calculators, comparison guides, and implementation overviews. Build a library of sales enablement content that addresses common questions and objections.
4. ‍Measure the full funnel. Track conversion rates at each stage. Know your average deal size, sales cycle length, and win rate. These numbers tell you whether your sales motion is working and where to focus improvement efforts.

Marketing-led growth uses content, advertising, and lead nurturing to generate demand and move prospects toward purchase. Marketing creates awareness, captures leads, educates prospects, and warms them up until they're ready to buy or talk to sales.

This motion works when buyers research before they purchase. They search for information, read comparisons, consume educational content, and form opinions before engaging with vendors. Marketing-led growth meets them in that research phase.

Kajabi helps creators build and sell online courses. Their marketing engine produces content about course creation, email marketing, and building creator businesses. Prospects discover Kajabi through this content, learn about the platform through webinars and guides, and convert when they're ready to launch their own course. Pipedrive runs significant marketing-led activities alongside their sales efforts. Content about sales processes, CRM best practices, and pipeline management attracts prospects who are researching solutions. Lead magnets capture contact details. Nurture sequences build relationship until prospects are ready for a sales conversation or self-serve signup.

When to use marketing-led growth

Marketing-led growth makes sense when your buyers actively research before purchasing. If they search for solutions, read reviews, compare options, and educate themselves, marketing can intercept them during this journey.

It also works when you can create genuinely useful content. Marketing-led growth requires a sustained content investment. If you have expertise your audience wants and can package it into valuable content, this motion can generate consistent inbound interest.

Consider marketing-led if your sales cycle benefits from nurturing. Some buyers aren't ready to purchase immediately but will be in three or six months. Marketing automation can maintain the relationship until timing aligns.

Best practices for marketing-led growth

1. ‍Create content for each stage of awareness. Someone who just discovered they have a problem needs different content than someone comparing solutions. Map your content to the buyer journey and fill gaps where you're losing people.‍
2. Build lead capture into everything. Blog posts should link to relevant lead magnets. Webinars should have registration. Tools should require email. Every piece of content is an opportunity to start a relationship, but only if you capture contact information.‍
3. Nurture with value, not just promotion. Email sequences that only pitch your product get ignored. Sequences that genuinely help prospects solve problems build trust. Earn attention with every email rather than assuming you have it.‍
4. Score leads to prioritise effort. Not all leads are equal. Someone who downloaded a pricing guide and visited the demo page is more ready to buy than someone who read one blog post. Lead scoring helps you focus sales attention on the prospects most likely to convert.

Partner-led growth leverages other companies who already have relationships with your target customers. Partners might resell your product, recommend it to their clients, integrate it into their offerings, or earn commissions for referrals. You tap into their distribution rather than building your own from scratch.

This motion works when others have better access to your buyers than you do. Agencies who serve your target market, complementary software products, consultants with trusted relationships, industry associations with member networks. These partners can introduce you to customers you would struggle to reach directly.

Leadinfo identifies companies visiting your website and integrates with CRMs and sales tools. They've built a partner network of agencies and consultants who recommend Leadinfo to their clients. For an agency helping clients with lead generation, recommending Leadinfo is a natural extension of their service. Leadinfo gets distribution through trusted advisors. Spectacle works with agencies and consultants in their space, enabling partners to offer their solution as part of broader client engagements. Partners get additional value to offer their clients. Spectral gets access to established client relationships.

When to use partner-led growth

Partner-led growth makes sense when others have more trust with your buyers than you do. Early-stage companies often lack brand recognition and credibility. Partners who already have trusted relationships can lend that credibility.

It also works when your product complements what partners already sell. If agencies or consultants regularly solve problems that your product also addresses, they have natural reasons to recommend you. The partnership adds value to their offering.

Consider partner-led if direct customer acquisition is expensive or slow. Building brand awareness, generating inbound leads, and developing sales relationships takes time and money. Partners who already have these assets can accelerate your growth.

Best practices for partner-led growth

1. ‍Choose partners strategically. Not every potential partner is worth pursuing. Look for partners who serve your ICP, have genuine reasons to recommend your product, and are motivated to actively sell rather than just passively list you.‍
2. Make partnerships profitable for partners. Commission structures, deal registration, co-marketing support, training resources. Partners will prioritise vendors who make it easy and rewarding to sell. If partnering with you is difficult or unrewarding, you'll be deprioritised.‍
3. Provide partners with what they need. Sales materials, demo environments, case studies, competitive positioning. Partners are often selling multiple products. Make it as easy as possible for them to sell yours effectively.‍
4. Maintain the relationship. Partnerships require ongoing investment. Regular communication, partner newsletters, feedback sessions, and relationship management keep you top of mind. Neglected partnerships produce neglected results.

The right growth motion depends on your product, market, and resources. There is no universally correct answer, but there are ways to evaluate which motion fits your situation.

Consider your product

Does your product deliver value without human explanation? Products that are immediately useful lean toward PLG. Products that require setup, customisation, or training lean toward sales-led.

Is your product used collaboratively or individually? Collaborative products have natural virality for PLG. Individual-use products may need marketing or sales to drive awareness.

Consider your market

Do your buyers research before purchasing? Research-heavy buying journeys favour marketing-led growth. Buyers who know what they want and just need to find it may respond better to direct sales or PLG.

Is trust essential to the purchase decision? High-stakes purchases where buyers need confidence often require sales conversations or partner endorsements.

Consider your resources

What team do you have or can you build? PLG requires product and engineering investment. Sales-led requires hiring and managing salespeople. Marketing-led requires content creation and marketing automation. Partner-led requires relationship management and channel development.

What is your runway? Some motions take longer to produce results than others. Marketing-led growth often requires months of content investment before generating significant leads. Partner-led growth requires time to recruit and activate partners. Sales-led can produce faster results if you have salespeople ready to sell.

Start with one

The most common mistake is trying to do everything simultaneously. You end up with a mediocre PLG experience, a small sales team stretched too thin, marketing content that's inconsistent, and partner relationships that get neglected.

Pick one motion and commit to making it work. Once it's generating predictable results, you can layer on additional motions. But prove one before adding complexity.

Your growth motion is a strategic choice that shapes everything else: your team structure, your metrics, your daily activities, your budget allocation. Making this choice explicitly rather than implicitly helps you focus resources and measure progress.

If you're unsure which motion fits, start with the one that matches your current strengths. If you have a product that delivers quick value, try PLG. If you have strong salespeople, go sales-led. If you have content expertise, build marketing-led. If you have existing relationships, leverage partner-led.

The motion you choose isn't permanent. Companies evolve their go-to-market approach as they grow and learn. But at any given time, clarity about your primary motion helps everyone row in the same direction.