How Many Users Have Registed On Tron Site
How Grammarly Quietly Grew Its Manner to 6.ix 1000000 Daily Users in 9 Years
Since 2008, Grammarly has quietly grown i of the most successful self-funded products on the web.
Co-founders Alex Shevchenko and Max Lytvyn built a broad product over the past nine years and achieved massive adoption. To date, Grammarly'south gratuitous Chrome extension has been downloaded x meg times, and the visitor has 6.9 million daily active users. Year after year, Grammarly has annually doubled key metrics like users and revenue.
This year, it raised money for the start time—a $110 million investment led by Full general Catalyst.
Grammarly has achieved all of this past focusing relentlessly on a single core value: helping people communicate meliorate wherever they write online on a daily footing. Let's dive into exactly how Grammarly grew their business organisation to almost 7 million daily users—and where they can go from here.
Grammarly's Path to Growth
If you lot're familiar with Grammarly, you probably encountered it first through its free browser extension for Google Chrome.
The free extension highlights any major spelling mistakes you make when y'all type anywhere on the spider web. Upgrading to the paid plan gives you access to a deeper feature set including grammer and plagiarism checks, too as contextual advice to ameliorate your writing.
The core grammar-checking and writing production is the same service that Grammarly has offered for years. What's interesting is that unlike most companies, Grammarly didn't begin as a freemium business organisation. Information technology actually monetized backwards.
As a cocky-funded visitor, Grammarly began past selling to the enterprise. They used revenue from universities to better the cadre product, before expanding into the consumer marketplace. By the time Grammarly transitioned to freemium, it was already profitable with millions of users—and could fund a freemium programme to drive even more than new user acquisition.
Then, the visitor expanded its product so subscribers could apply the tool directly in Microsoft Role, and and then with web applications via a Google Chrome extension. That's when their user growth actually took off.
Let'south walk through each stage of Grammarly's business development—from its beginnings equally an enterprise product to its current land every bit a freemium powerhouse.
2008-2011: Build a Assisting Product past Selling to Universities
Today, Grammarly's product uses sophisticated algorithms and machine learning to spit out billions of writing recommendations a month. Only dorsum in 2008, when Grammarly offset started, they were trying to cobble together a product that worked with limited resources at their disposal.
In the early days, Grammarly co-founders Alex Shevchenko and Max Lytvyn focused on two things to achieve this:
- Building around a space that they were familiar with and where they could quickly find paying customers, and
- Using feedback and revenue from those customers to improve the product.
When you're self-funding a product, you typically don't have a lot of cash to invest into the business. You take to sign upwards paying customers as soon equally possible to get your burn rate under control.
Before there was Grammarly, at that place was MyDropbox, an online plagiarism checking tool for universities
Before Grammarly, the two co-founders had created plagiarism-checking software called MyDropbox in 2002. By 2007, MyDropbox had expanded to 800 universities and roughly two million students. The problem was that the product had a narrow, bookish utilise-case, which limited growth potential. The co-founders won't say how much they sold MyDropbox for, except that the amount was minimal.
With their adjacent product, Grammarly, Shevchenko and Lytvyn had learned their lesson. From the get-go, Grammarly was designed to be a product that actually helps people write amend—a problem with a much bigger market opportunity than MyDropbox. While plagiarism is a trouble that universities care most, writing and communicating is a trouble that everyone cares about.
Nevertheless, Grammarly had to make coin. So when the co-founders congenital out Grammarly, they used the connections they had in the university segment as a starting point—knowing that they'd eventually expand to reach a broader audience. Schevchenko explains: "We still had many friends at the universities. Unlike Ukrainian [educational institutions], western educational institutions are open for new technologies."
Grammarly's early landing pages marketed Grammarly'south spider web editor product to universities and students:
Grammarly 2008-2009: The original, bare-bones Grammarly product was merely a WYSIWYG editor that yous could copy and paste text into.
2010: As Grammarly first grew its product, it focused on students and teaching on its landing page. At the time, Grammarly counted over 150,000 students as registered users.
The key constraint around early on product evolution was technical complexity. Creating an algorithm smart enough to understand English takes time and money. To get in that location, Grammarly did something actually simple: they asked users for feedback. Shevchenko points out: "Our organisation was not perfect, so we added the option of taking a vote on the definiteness/incorrectness of the rectification….Grammarly, as we see it today, is exclusively the result of our customers' contributions."
Rather than trying to build a perfect—and expensive—algorithm from day i, Grammarly relied on user recommendations to improve its product. This steady stream of feedback meant that Grammarly was constantly getting improve, while competing products like Microsoft Word stood still.
As Shevchenko said, "Our objective was to focus on the trouble [and] solution rather than on investor attraction." That meant selling to universities and improving their grammar-checking production. And this elementary, early strategy was incredibly successful. According to one source, Grammarly was already making $ten 1000000 in revenue a year, 3 years after it was founded in 2012.
2012-2015: Expanding the Consumer Business
When yous're starting to turn a profit and see success, that's the exact moment you accept to hitting the gas pedal to aggrandize. Although Grammarly had achieved early success that few companies encounter, growing into a multi-million dollar business concern, they didn't sit down still.
Selling to universities was assisting and had funded Grammarly's early on concern, but growth was hampered past long sales cycles. At the same fourth dimension, Grammarly noticed a big uptick in growth along client segments across students and academics. These two factors tipped the scales and drove the team to build out the consumer business.
Co-founder Max Lytvyn says:
"We released our first (Grammarly) product and clearly thought that linguistic communication-learners and students were our offset customers. But then nosotros saw that there were much more than diverse users: journalists, salespeople, consultants, regime and technical/medical writers…..It was a magical experience, to run into how excited our users were."
While Grammarly was always intended to help people write better, seeing all these different types of users drawn to the product proved the business organisation viability of the consumer market. And with a wider market, it as well meant that Grammarly could go the data it needed to continue improving the cadre product. As Lytvyn says, "If we [focused on] a specific vertical, nosotros'd significantly restrict the organisation'southward ability to acquire."
For the consumer plan, Grammarly offered a seven-day gratis trial, and charged $11.99/calendar month on a paid, annual programme. Over the next couple of years, consumer subscriptions outpaced enterprise contracts—eventually growing to 80% of total revenue.
Permit's take a look at how Grammarly'due south messaging shifted every bit the visitor built its consumer concern:
2012: As Grammarly shifted to target a broader consumer audience, they began to invest heavily in social channels like Facebook and Twitter.
2013: Grammarly began tweaking its landing page to target a wider market place. The tagline on the landing page read "The World's Best Grammar checker," while the snippet of social proof read "Trusted by 3,000,000 People" (rather than simply students). At the aforementioned fourth dimension, Grammarly grew its Facebook post-obit to over 1 one thousand thousand fans.
Moving to the consumer market meant that Grammarly had to pay a lot more attention to marketing and how new customers were coming into the pinnacle of its funnel. Early on, Grammarly created content directed at grammar geeks and posted it to Facebook. But as social media manager Kimberly Joki says, "It was a minor, specialized audition, and it just didn't deliver." Then the company reconfigured its approach.
Rather than simply posting nearly common grammar mistakes, the company started crafting content around a diversity of utilize-cases—from posts on resume writing tips, to a interview with Weird Al, to professional email writing advice. By 2013, Grammarly had over a meg Facebook followers. By 2016, they had seven million.
This shift in marketing strategy went manus-in-hand with how the team was evolving the production. With Grammarly'southward web editor, users had to copy-paste text from their word processor to a browser, which was a large source of friction. As Max Lytvyn says, "Rather than bringing users to Grammarly, we desire to bring Grammarly to everywhere people write. Nosotros're moving toward a place where our production would sit down between the storage of an organization'due south documents and exist automatically checking documents equally people write them."
The showtime stride toward this goal was building a plugin for Microsoft Discussion and Outlook. Suddenly, users had access to Grammarly correct where they spent nearly of their time really writing.
What Grammarly understood was that you can't just wake up one day and decide to change your core customer segments. You have to execute that shift deliberately through your channels, marketing, and product.
For Grammarly, this calculated approach worked. By 2013, Grammarly had achieved ii,326% revenue growth from 2009, with over iii 1000000 registered users.
2015-Present: Transition to Freemium
Edifice out the consumer business and MS Office plugins were the get-go steps on Grammarly's road to nearly seven one thousand thousand daily active users. The launch of Grammarly's gratuitous Google Chrome extension and transition to a freemium business model was the next step for shifting the growth engine into gear.
The success of the Microsoft Office plugin made Grammarly's team even more convinced that they had to put their product where people were actually writing. And that meant real-time, inside a spider web browser. Past 2015, Grammarly users weren't just writing stuff in Microsoft Word. They were writing memos in Google Docs, typing emails in their browsers, and filling out job applications online. With its free browser extension, Grammarly reduced friction for users past placing the product anywhere there was a form field online.
In an interview, Grammarly Head of Growth Yuriy Timen said, " There are north of 2 billion English writers around the world and we believe that our product can and should be used past all of them." Shifting to a freemium business model meant that Grammarly could in one case again expand its market place and put itself directly in forepart of users.
Let'southward look at how Grammarly's messaging evolved along with the freemium plan:
2015: Grammarly launched its free browser extensions for Google Chrome and Safari. The company switched to a freemium consumer model. Grammarly's landing page makes it like shooting fish in a barrel to install the Chrome extension by clicking on the "Become Grammarly—information technology's gratis" call-to-action.
2016: Grammarly followed upward on its hugely popular Chrome extension with additional extensions for Safari and Firefox.
Showtime, by reducing friction and making its production more accessible, Grammarly put itself ahead of potential competitors like Microsoft Give-and-take and Google Docs. While these products take built-in spellcheckers, Grammarly's production was not just 10x better, but could be accessed anywhere people typed.
Second, it created a bigger funnel and a more than logical upsell path to Grammarly's premium product by offering new users firsthand utility for free. Instead of trying to convert people after a vii-twenty-four hour period free trial, Grammarly could monitor usage of the free plan and utilize that data to drive conversions.
Office of why this works is because Grammarly gates some of the more important features—style recommendations, plagiarism detection, and advanced grammer checks. Past getting users to first build a habit around the free production, they tin somewhen nudge users to the premium version. As Grammarly'southward head of product marketing says, "Our intent is making sure that our users know what features are available to them now, [besides as] with a Premium upgrade—and balancing the upsell letters."
In the browser, Grammarly's Chrome extension shows users on the gratuitous plan how many fixes Grammarly has enabled with an upsell bulletin.
They also send a weekly writing email like this to users:
Grammarly personalizes each electronic mail according to user behavior, and merely populates the email with an upsell message if the recipient uses the product enough to justify the price.
Companies similar Dropbox and Trello have used a freemium business model targeted at consumers to "land-and-expand" bigger business and enterprise accounts. Grammarly did the exact opposite. Information technology focused on profitable niches like education and universities to fund its growing product before building out a freemium business to rapidly aggrandize.
Where Grammarly Can Go From Here
Grammarly is nine years in, and just getting started. This yr, the company took funding for the first time, raising $110M in a round led by Full general Catalyst to ramp up hiring, also as the car-learning algorithms powering its product.
In an interview, General Catalyst Managing Director, Hemant Taneja, said, "The company is at a very interesting inflection bespeak. They've got solid user growth and a sustainable business organization, but to really be assuming in their mission, they're going to demand to scale their squad and get after existent solutions to some difficult issues. And they'll probably need to broaden the utilise cases and types of users they support at the same time."
While AI and machine learning take been all the rage in the current tech hype-bike, Grammarly is actually using these new technologies to solve real problems that millions of people face every day.
There's clearly a lot of room for the company to abound. Here are merely a few ways Grammarly might expand in the futurity:
- Machine learning and AI: Every fourth dimension someone is typing while using Grammarly's Chrome extension, web app, or MS Office plugin, the company is collecting information they tin use to make its production better. The latest application of this is the launch of Grammarly Insights two.0. Insights sends users a weekly tendency report near how they write, which includes everything from vocabulary metrics to productivity. In the future, Grammarly might utilise machine learning not simply to provide a meliorate algorithm, but to evangelize highly personalized recommendations to users.
- Attack new channels: As Grammarly's marketing efforts begin to tap out paid search and content channels, in that location's a lot of room for the visitor to experiment with new channels for acquisition. I of these is telly. I moderated a console with Grammarly'south Head of Growth, Yuriy Timen, who talked near the company'due south efforts with television ads and billboards. With such a wide product that anyone can apply, these circulate channels requite Grammarly an opportunity to aggrandize its attain.
- Back to the enterprise: The biggest threat to Grammarly comes from Microsoft and Google—both of which have a lot of automobile-learning expertise and are closing in on the productivity space. Grammarly can defend against this threat past moving back into the enterprise infinite. As Grammarly expands its marketplace, information technology will continue to build out its self-serve enterprise product, Grammarly @ edu, to target universities and institutions.
While AI and machine learning have been all the rage in the current tech hype-bike, Grammarly is using these new technologies to solve real problems that millions of people accept every twenty-four hour period.
Lessons Learned From Grammarly
Grammarly'south website states: "Our mission is to assist everyone succeed through better advice." Information technology's a hugely ambitious goal—and ane that Grammarly has fabricated meaning progress on over the years.
Desire to build a concern like Grammarly? Here are some fundamental lessons you tin have abroad from the company'due south success:
Lesson # i: Have your product to where your customers are
A lot of product-driven companies autumn into the "build it and they will come up" trap. They make the mistake of focusing on the difficult, technical problems, thinking that acquirement will naturally follow. Grammarly succeeded because it: 1). Congenital a cracking product and 2). Baked the product into distribution.
If Grammarly had stuck to edifice the all-time spider web application for checking grammar, it would have remained an extra layer on peak of products like Microsoft Office or Google Docs. If Microsoft or Google built a slightly amend, native grammar checker, there would be no reason for customers to pay an additional $12.99/mo for Grammarly.
Building a free Chrome extension reduced friction for people who wanted to use Grammarly, which in turn, multiplied the number of ways people could use the product. As a Chrome extension, Grammarly follows its customers everywhere they go on the web—whether they are sending work emails, writing a book in Google Docs, commenting on Reddit, or tweeting. The difference is this: between building a product that people use once or twice a calendar week to cheque grammar on an important email, or building a product that people use wherever they write,every single day.
I'thousand not saying that building a computational linguistics motorcar is easy. But I doubtable that Grammarly's success has as much to practice with the distribution of the production every bit how well it works.
Lesson #2: Incremental wins compound over time
Everyone loves to talk nigh the growth hacks that led to double-digit growth for other companies. While these tactics make for expert stories, one-off hits don't build a sustainable business. Grammarly has been able to double metrics like customer acquisition and acquirement each yr through minor, incremental wins that chemical compound over time.
With a modest-sized team, Grammarly didn't accept the bandwidth to try to hit a bunch of marketing channels at the same time. Instead, they focused on edifice out Facebook as the main hub for their marketing outreach. Grammarly's social media manager explains that "[Early on,] i of the start steps we took was to compare the channels that already existed and determine on the one that would be the best investment of time and resources."
They experimented with a mix of content forms, from images to text posts. And then they practical those learnings to new channels like Twitter and television.
If you desire to drive growth for a company today, don't spread yourself thin trying to tackle every channel at the same fourth dimension. Figure out where your customers spend time online, and what the most effective channel is to reach them. Perfect your outreach on that channel before moving on to the next one.
Lesson #3: Evolve your business organization model
Many businesses forget to think about their business model. A lot of companies today, particularly in SaaS, focus on selling their early on production to other startups and small companies to drive initial growth. And then they move upmarket for more acquirement and bigger contracts.
Grammarly did the exact opposite. They started selling to the enterprise, earlier pivoting to one of the nigh successful freemium companies on the internet. Information technology worked because the cadre of Grammarly'due south product is all about helping people write better—something they do every solar day. While the instruction market was the nigh obvious starting point for the product, sticking to education would take constrained Grammarly's growth. Grammarly revised its concern model to tap into the biggest opportunity available for its product.
There'south no cookie-cutter formula for building a business. If you lot're building a company today, await advisedly at how you're monetizing your product—and all the ways yous aren't. Your current cash moo-cow often isn't the i that will proceed to expand the business concern five or ten years down the line.
Over the past nine years, Grammarly has quietly built one of the most successful businesses out there, with enough of room to grow. There are north of two billion English speakers in the earth, and Grammarly is gunning to become as many of them as possible hooked on its production. I'thou excited to see where the company moves next!
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Source: https://producthabits.com/how-grammarly-quietly-grew-its-way-to-7-million-daily-users/
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