Wingify aims to build globally admired technology products from India. We are the people behind VWO. Learn more about our journey, or join us.

Build Extraordinary Digital Experiences | Wingify

We&#x27;re a global SaaS company building experience optimization tools for businesses with online visitors, trusted by brands across 90 countries.

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At Wingify, we’re building SaaS (software as a service) products from India that are used by thousands of companies in more than 90 countries across the world. In our industry, we’re proudly outcompeting all our international counterparts to clock USD 20mn in annual revenue, bringing in ...

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Wingify | 37,258 followers on LinkedIn. We love technology and our aim is to build globally admired products from India | Wingify is an India based, fast-growing software company that makes globally admired technology products. Our flagship product VWO Experience Optimization Platform is loved ...

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166 Wingify reviews. A free inside look at company reviews and salaries posted anonymously by employees.

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Wingify is an Indian, fast-growing software company that makes globally admired technology products. Our flagship product VWO, an Experience Optimization Platform, is loved by thousands of businesses and users across 90+ countries. Our customer list includes brands like ... Read more

Working at Wingify | Glassdoor

Wingify develops Visual Website Optimizer which is a tool for increasing website sales, signups, downloads and conversions.

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Company information, business information, directors/partners details and director/partners contact information of WINGIFY SOFTWARE PRIVATE LIMITED

WINGIFY SOFTWARE PRIVATE LIMITED - Company, directors and contact ...

We&#x27;re a fun company out to build great products! Delightful digital experiences for all. Empower our customers with cutting-edge conversion optimization technology, fostering closer connections with their audience. We are committed to enhancing key performance metrics, ensuring wins at every touchpoint, and building a sustainable future together. VWO is a product from the stables of Wingify...

About Our Company | VWO

VWO is the market-leading A/B testing tool that fast-growing companies use for experimentation &amp; conversion rate optimization.

VWO | #1 A/B Testing Tool in the World

Wingify is a software company based in New Delhi, India.

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Wingify is a $30 mn ARR SaaS company, the makers of VWO - a market-leading A/B testing and conversion optimization platform. Wingify is a 100% bootstrapped and profitable Indian company, making globally admired products in the marketing technology space. Wingify has been profitable all its ...

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The success of the information technology sector - SaaS and the online E-com platforms - is for all to see. Wingify is also one such bootstrapped yet fast-growing Indian software company that makes globally admired technology products like VWO and PushCrew, used by thousands of companies in ...

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Wingify - Website optimization and AB testing tools for businesses.

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Read the latest, in-depth VWO reviews from real users verified by Gartner Peer Insights, and choose your business software with confidence.

Wingify VWO Reviews, Ratings & Features 2024 | Gartner Peer Insights

Wingify is an India based, fast-growing software company that makes globally admired technology products. Our flagship product VWO Experience Optimization Platform is loved by thousands of businesses and users across 90+ countries, and the customer list includes brands like Microsoft, Lenovo, ...

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Wingify has 129 repositories available. Follow their code on GitHub.

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About Wingify:\nWingify is a $30mn ARR SaaS company, the makers of VWO

As a product designer, A/B Testing is an important process you should know, because it replaces assumptions with quantifiable data, and helps you gain actionable insights into user behavior to improve usability and make user-centered design decisions. A/B Testing, also known as split testing, is a user experience research method, where you split your audience to compare two variations "A" and "B" of your product design to determine which is more effective. from images layouts, interfaces, buttons, and many more. It basically replaces guesswork with data-informed decisions for positive results. You can test varieties of elements with A/B testing, to But just how do you conduct effective A/B tests? And how do you analyze the data and convert it into actionable insights? Like any design endeavor, effective A/B testing should follow a clearly defined approach. This guide defines that approach, and how you can use A/B testing  for product design improvement. 1. Research and Identify a variable for testing The first step is to conduct research to understand the issues and problems users have with your product design, and what would appeal to them instead. A/B testing is informed by research, so you have to analyze how  users interact with your product to know the aspect that most needs optimization, and use the data to determine the direction of your A/B test. For example, if you found out only a few users are using the new feature you launched. The problem could be the , due to the fact that poor navigation affects . navigation system usability So let's assume the problem is the , and that's the variable we are testing for. navigation system 2. Define the objective of the test Before carrying out your A/B test, you need to have a goal for the test, i.e, you have to set key performance indicators that'll determine the success of the test. In our case, what are we looking to improve with the test? We are looking to increase the , by redesigning the navigation system. feature adoption rate So our objective here is to redesign the navigation system and check if the new variation increases the adoption rate. 3. Formulate your hypothesis Before we formulate a hypothesis for our A/B test, let's understand what it  means.  Put simply, a hypothesis is a testable statement that predicts a suggested outcome. It is basically an assumption that can be verified by testing. From the example above, our  hypothesis will be: "If  we redesign the navigation system, the feature adoption rate will increase" However, in hypothesis testing, we have to make two hypotheses: i. Null hypothesis This hypothesis states that there is no relationship between the two variables being tested, and the outcome of the test is due to pure chance, i.e there's no real effect behind the data our A/B test has produced, and our new variation doesn't make any difference. The null hypothesis in our A/B test example will be: " A new navigation system will not increase the new feature's adoption  rate" But if the results provide enough evidence against the claim that the A/B test didn't have any effect, then we can reject the null hypothesis. This hypothesis challenges the null hypothesis with the claim that our A/B test hypothesis will prove to be true. ii. Alternative hypothesis The alternative hypothesis in our A/B test example will be: "A new navigation system will increase the new feature's adoption rate" Now we'll have to collect enough evidence from our A/B test to reject the null hypothesis and prove that the alternative hypothesis is true. 4. Create your Control group and Test group The next step is to decide the group of users that will participate in the test. In A/B testing, we have two groups – The Control group, and the Test  group. The Control group is the group of users that'll be shown the existing version of the navigation system during the A/B test,  and the Test group will be shown the new variation throughout the A/B test. You have to create the two groups by randomly selecting the users using a method called random sampling to eliminate bias. You also have to choose a before conducting the test to eliminate undercoverage bias, i.e a bias that occurs due to sampling few users. To avoid this bias, use a sample size calculator from , , , other to calculate the sample size your A/B test will need. sample size Optimizely VWO Google Optimize or A/B testing software 5. Conduct the A/B test You can run the test by measuring the performance of the two  variations daily. In our case, we'll measure the daily "adoption rate" of each navigation system, or you can use any of the A/B testing software mentioned above to track the performance . This software ensures that each variation is automatically shown 50% of the time to eliminate bias. manually automatically The testing period might last several days or weeks, depending on how long it takes to ensure that each variation has been shown to the appropriate sample size. The  interaction of each user will  then be measured and analyzed to determine the performance of  each variation. If you run your test for a longer period of time, more users will be involved and this lowers the risk of results being down to chance. 6. Analyze result This is the most crucial stage of the A/B test because this is the point that determines which variation has the higher user engagement. Let's say we analyzed our A/B test example, and the result states that  the test group has a 15% adoption rate and our test group has 45%. Does this mean the new variation is doing better than the former? , we can't draw conclusions without testing the validity. Regardless of whether an A/B test has a positive or negative outcome, you have to calculate the statistical significance of the test to prove the reliability of your results. The answer is no Statistical Significance Of The Test Statistical significance measures the certainty of the result obtained from an A/B Test. The higher its value, the more you can trust that your result is not due to error or random chance. To fully understand  Statistical significance, you have to be familiar with these terms: (i)Significance Level (alpha): Significance level or α, is the probability of rejecting the null hypothesis when it is true, i.e the test results could have occurred by chance. You can choose a significance level of 5% or less. This means that there is a 5% probability that your results occurred by chance. We'll compare our significance level with the terms below to determine our result's statistical significance. (ii) Confidence Level: Confidence level measures the degree of certainty or uncertainty of an A/B test. The confidence level is equivalent to  (1 – α) significance level ). So, if your significance level is 5%, the corresponding confidence level is 95%. This means that there's only a 5% probability that your results occurred by chance. Then we can say that you're 95% sure that variation A is better than  Variation B" (iii) P-value: P-Value is the probability that your results occurred as a result of random chance. If your P-value is lower than your significance level (α) , then your results are  statistically significant. The lower your p-value, the higher the statistical significance of your A/B test. A P-value greater than 5% means your null hypothesis is true, and your results occurred by chance.  (P-value ≤ α = Statistical Significance) ✅ Calculate your P-value using this formula: Cuemath You can use either P-values or confidence levels  to determine the statistical significance of your results, but using a is much simpler and more efficient than manually doing the calculations. You can use a statistical significance calculator from Optimizely or Google Optimize to calculate your statistical significance. If your result is statistically significant, you can go ahead with  your new variation, and continue to improve your product design with A/B testing. statistical significance calculator Stop Guessing! Start Testing A/B testing provides clear data to support or debunk product design decisions, so you can ensure every implementation produces positive results. It also helps you understand how certain elements of your design impact user behavior so you can improve the areas that need optimization. The sooner you start testing, the sooner you can identify areas for improvement, and the better your product design. Illustration by Wingify Also published . here

How to Use A/B Testing for Product Design Improvement

Python for Data Science: How to Scrape Website Data via the Internet's Top 300 APIs

TL;DR be a business person doing marketing, not a marketer doing marketing When marketers ask me for advice about what they should do to further their careers, they ask about the skills they should acquire, and the functional areas they should specialize in. Mostly, they receive advice from others that they should be a , i.e. have a broad set of marketing skills where they’re decently good, with a couple areas where they have deep experience and knowledge. I agree and propound this view. Over a period of 30 to 40 years of a professional career, functional/technical expertise is one of your best bets to grow. There’s research to indicate that , and Andy Grove, the legendary founder and CEO of Intel built a company where he , something that you see all across the flat hierarchies in today’s tech startups. T-shaped marketer reportees prefer bosses who could easily do their job fostered “knowledge power” over “position power” However, I also think that most marketers end up becoming “just marketers”, and the same happens to folks in other departments who dedicate themselves to their craft. They end up being just sales people, or just customer success people, frequently capping their growth to the Director or VP of their respective functions. only Instead, I recommend you become a businessperson who is currently handling marketing. By a businessperson I mean you understand your entire business deeply, you understand the different levers that make it what it is, the customer behavior, the delivery of value, the metrics, the industry, what keeps this entity up and ticking, and finally, you understand how your function contributes to it all. I say this because I see marketers speak in meetings with leadership, and their ideas are not accepted, they’re not given the importance they feel they deserve, or they’re just a part of the side conversation. While the CEO is busy thinking about big-picture stuff like cash flow, burn rate, inside sales process, efficiency, competition, product strategy, the marketer limits himself by capping his thinking at “how do I increase my budget”, or “what if we tried to do more social media”. Marketers are taught to understand their target audience, but most of them repeatedly fail to understand what is it that’s bothering their CEO. And if you want a seat at the boardroom sometime in the future, you have to start talking their language today. Advice on how to become a ‘businessperson’ , and then get an excellent grasp on how that drills down to the day-to-day activities performed by your organization. Basically, understand the levers that run your business. This will necessitate that you understand some key metrics, and once you do, you’ll be able to quickly size up any business in your industry if you get to know their key metrics. Start by understanding the big picture For example, if you know that a SaaS startup has an of USD 3000, then you should be able to guess that an inside sales team doesn’t make sense for them, churn is an important number to contain, and most of their growth will be coming from new business being added every month, instead of upsells. Annual Contract Value (ACV) Similarly, if a firm has an ACV of USD 200,000, then they’re likely to have a field sales team, extremely strong account management, and a large part of their growth, if not most of it, will be from account expansion (getting existing customers to pay more over time). Ask yourself why, and what form of marketing is needed today. If it’s a bootstrapped SaaS, then you should be able to infer that the CEO won’t spend heavily on paid marketing channels, because she doesn’t have that kind of money. Instead, she’ll focus on low-cost inbound marketing, and maybe outbound email/phone prospecting. For her, profitability is more important than outright growth. If it’s a consumer business that wants to grow fast, then they better have a marketing war chest to spend, or incredible word-of-mouth virality. Aside: differences between B2C and B2B marketing . If the business is heavily VC funded, then it is basically a financial product, not for you or me, but for the VCs who invested in it. Everyone’s job is to get it to an in a defined(ish) timeline. That event is heavily dependent on growth, so expect a lot of budget for marketing. exit event If it’s an enterprise play, then marketing’s job is to support Sales with full-funnel sales collateral, product marketing (testimonials, case studies, whitepapers, spec sheets, knowledgebase), and make an impact at events where your target decision makers congregate. Essentially, you want your very specific potential customers to know you, trust you enough to give Sales an opportunity to talk to them, and then be able to evangelize you internally to various stakeholders. . Aside: read this interesting post by Mike Volpe on difference between Enterprise and SMB CMOs Essentially, when you look at a given situation, you should be able to guess if marketing is needed at all, and if yes, then what kind and form of marketing. Understand the business you’re in as a system Systems thinking is a management discipline that concerns an understanding of a system by examining the linkages and interactions between the components that comprise the entirety of that defined system. Source All businesses are complex systems, and these systems interact with each and other, and impact each other. As business people, it’s important that we marketers understand how these different systems affect each other, and whether things need correction or not. A SaaS started out with a basic product that mostly catered to SMB customers. Over the years, competitors came in so they kept adding new features to stay ahead of the curve. So many features in fact, that the product isn’t meant for SMB customers anymore who prefer simple, easy-to-use tools. It is now better suited to larger customers with more detailed needs. However, the brand, website, copy and collateral still retain that SMB positioning. Sales keeps trying to talk to enterprise prospects, but the conversion rate isn’t great, or the ACV isn’t as large as it could be. As a ‘businessperson’ marketer, you should be able to understand and rectify this mismatch. Sales is incentivized to develop a new territory, but no marketing budget or team has been assigned to that new territory. Soon enough, Sales complains that it isn’t going as well as they hoped, and they need geography specific collateral and programs to generate demand. Similar alignment issues crop up multiple times during lifetime of a business, and marketers must see the big picture, figure out how everything comes together, and push towards that. Become friends with your head of Finance When first hired a person to head up Finance, I thought ok, we probably need this role, but I wasn’t sure what value they’d provide. This was a classic “ ” moment for me. I’ve learnt tons from him since then about financial metrics, what they mean, and the underlying stories they tell. Understanding these metrics is one of the best ways to get a grasp the whole business. Wingify If you don’t think you need it, you haven’t seen greatness While finance execs are hired a little later in the life of a company, if you have one in yours, I recommend to at least have monthly one-on-one’s with them to discuss the latest tech IPO S-1 and comparing those with others tech businesses. Or, you can get a headstart on this by going through Tom Tunguz’s benchmarking of 7 key SaaS metrics for various companies that have gone public. If this is good stuff, I’d certainly appreciate you sharing it with your network: Linkedin Twitter Facebook Top image from https://pixabay.com/p-2108867/

Unsolicited Career Advice for Tech Marketers

SaaS product managers and founders. Who am I writing for? We recently had someone move on from (the company that owns and ). After they were gone, admin was doing a review of our software expenses and found a line-item for with no clear owner. The person who had left was the only one using it, and no one knew why, or what it was used for. Wingify VWO Pushcrew Popcorn Metrics Removing Popcorn is as easy as removing a code snippet, so I reached out to them asking to cancel. This is the problem when your product hasn’t been adopted or . You might have sold the product in that a customer is paying for it, but you haven’t truly sold it until they’re using it extensively. widely deeply Width By width, I mean that multiple hierarchies across departments in a company are using the product. Best examples would be: communication platforms (Skype, Gmail) HR & performance management software document editing and management (Google Docs, Office 365) If a product solves the basic needs of any workforce, it’s likely to be adopted widely. The more widely a product is used, the more value it’s providing and consequently, it’s difficult to remove. Depth By depth, I mean the level of dependence on a product. For me, defining features of deep adoption are: the product supports a key process, eg. the company’s sales process runs on a CRM, performance & payroll management is done on an HR software, or technical support delivered through support software the product has important data that companies don’t want to lose the product enables, or connects with multiple other data silos to make 1 + 1 = 3 the product is mouldable to support the company’s workflow Placing the products we use at on a depth/width graph, here’s what I came up with: VWO Explaining the graph above: comes in the middle-ish because it’s mostly used by hiring managers and HR. It is used across all departments, but not across enough hierarchies. And the data it contains isn’t as valuable… mostly resumes/profiles of candidates who weren’t a fit. Recruiterbox , the easy graphic design software for non-designers, which I put to show a product that has minimal width or depth. It mostly comes up when designers aren’t available. Going by Canva’s initial positioning, they might get slightly deeper adoption if they are able to tap into social media marketing teams. Canva , connected to Salesforce and used for lead enrichment. We hardly ever login to the product, but I suspect we’ll keep using it until the contract renewal date rolls by and they raise prices. That’s when we’ll probably look to BuiltWith or something similar. I’ve included Clearbit to show a product that takes care of a small but important part of a business process, and as long as it does its job and the business process remains the same, it’ll keep being used. Clearbit I’ve put in the middle because even though it is HR and performance management software, at Wingify we haven’t adopted it fully. I notice that everyone uses it, but only for a few days every quarter during appraisal time. It could have deeper adoption if we had big-company kinda HR processes, but since we don’t, maybe Namely is suited to big companies with more sophisticated HR policies and management? Namely Salesforce is probably the best example of a product completely owning a process, owning data, deep integrations and being used extensively by executives. I admire them for this, though I will never recommend them to anyone because of the painful experience it is dealing with the company and the product. More thoughts Not all products can have wide and deep adoption, but that doesn’t mean all hope is lost. If a product can capture even one important process for a team, the likelihood of churn reduces significantly. For example, Canva could if it targeted teams that need quick, good-looking images without relying on a graphic designer. First thing comes to my mind is social media teams in B2C businesses who are running campaigns all the time. Or take Recruiterbox from above, not widely or deeply adopted in the org but does a damn good job of streamlining the recruiting process. Products tend to have higher a lifetime if they have some of the following properties: Are the “source of truth” in an org for important process/data Are in the core departments of finance, HR, sales, manufacturing/production/product and R&D Are used by practitioners and executives for different purposes Some or all parts of a team’s KPIs are reported by the product Are heavily used by senior management They are close to the value provided & realized by a company, like product, R&D or revenue/profits Salespeople are trained to hack the selling process by reaching the highest decision maker as soon as possible. No doubt this still works, but in a world where hierarchies are flattening, practitioners who’re going to be actually using the product are becoming important factors in the buying process. Making a quick sale without adequate follow-up support from customer success managers leaves you at a risk of being upended after the contract period. The Customer Success function can have a massive impact on increasing lifetime value if they understand that their goal in the first few months is to increase width and depth of adoption of the product, and they’re incentivized towards those goals. Based off my Canva point, I realize that when you’re creating a product, it’s important to think of the process and data that you’re going to own, and for the teams + hierarchies that you’re going to own them. And this needs product + human effort. I’m surprised why products don’t integrate more deeply with email. There’s this entire hullabaloo about AI and chatbots right now (early 2017). I’d instead focus energies on much a deeper sync with Gmail and Outlook. After all, that’s where the majority of decision makers spend their time. This post originally appeared on http://deswal.org/saas/to-reduce-churn-your-saas-needs-to-be-adopted-widely-and-deeply/

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