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HubSpot Growth Driven Design exam answers
HubSpot Growth Driven Design exam answers
This certification was designed for anyone working on a website, including marketers, web designers, and stakeholders. No coding knowledge is required, the certification focuses on strategy and process.
In the Growth-Driven Design certification course, you’ll learn how to build and optimize a peak-performing website that delivers user value and drives business growth. This includes video training, tools, quizzes, and templates to help you develop a strategy, build a launch pad website, and implement data-driven continuous improvement. The course is made up of seven lessons and a 55-question exam. In addition to the content, you’ll gain access to our global GDD Slack community, where you can ask questions and collaborate with the instructors and thousands of GDD practitioners.
Have the CEO create the content from scratch to ensure it’s in their voice and makes a personal connection with website users.
Weekly check-ins with content contributors.
Jump from hand-sketched wireframes to building prototypes directly in your CMS while simultaneously collaborating on content in the CMS.
Invest in using content professionals.
Get started as soon as possible.
Fill in the blank: Growth-Driven Design is a smarter approach to web design that ____________, ____________, and ____________.
- reduces frustration and risk, drives optimal results using data, improves the entire company by using the website as a tool for company-wide learning and growth.
- uses the latest design trends, incorporates responsive design, optimizes the site using experimentation.
- makes redesigns more fun, improves website navigations, uses overseas outsourcing to move quicker.
- None of the above are correct.
- Planning, Development, Refinement
- Strategy, Creation, Acceleration
- Roadmap, Usability, Optimization
- Strategy, Launch Pad, Continuous Improvement
True or false? A launch pad website doesn’t contain any content. It’s a functional prototype of what the website will look like when it’s done.
- keep the website content, platform, and plug-ins up to date.
- to collect data so you have information for your next redesign.
- run conversion rate optimization on existing pages.
- use data to identify and build high-impact actions to drive business growth.
- The website launch often falls behind schedule and runs over budget.
- Most decisions about the website are based on assumptions and are from the company’s point of view.
- Poor results happen because there are minimal improvements made after the launch.
- A and B
- A and C
- A, B, and C
Imagine your CEO says, “Why do we need to use Growth-Driven Design on our website? Don’t we just need it to look better than our competitors?” Which of the following is the best response to your CEO?
- “You’re right, the website isn’t really key to our company. It’s probably best to just launch the website and then refocus on other activities like direct mail advertising.”
- “Our website is very important. GDD helps us organize and store all our content for our customers to access at any time. Giving them access to this content is very helpful and will likely help generate more leads.”
- “You’re right. However, we need to keep the look and feel to be up to date with the latest design trends. The more pleasing the design is, the more likely visitors will like us more than a competitor. GDD is a great playbook to stay on top of design trends.”
- “We need to shift our thinking to view the website as an asset we invest in to drive company growth. Agencies on a 2017 survey reported seeing 14.1% more visitors, 16.9% more leads, and 11.2% more revenue six months after launching their website using Growth-Driven Design.”
Which of the following statements best describes how to think of the website in relation to other departments?
- Other departments can send customers to the website to increase website visitors each month.
- Contact information should be listed on the website to give visitors easy access to communicate with each department.
- It’s distracting to work with other departments, and the website should stay focused on the marketing team’s goals.
- The website is a tool that can be used by all departments to scale and hit individual department goals.
- Gain a deeper understanding of what others in the organization, including stakeholders, value in having on the website.
- Collaborate with outside industry designers to ensure your new website incorporates the latest design trends.
- Develop an empathetic understanding of your audience’s world and how the website can solve problems along their journey.
- Dive deep into your brand and your competitors to develop designs and positioning that’s superior to your competitors.
- Research, ideate, create, experiment.
- Audit, create, review.
- Plan, develop, experiment, document.
- Plan, build, learn, transfer.
- None of the above are correct.
Fill in the blank: When using Growth-Driven Design, you can experience ______, _______, and ______ compared to traditional web design.
- quicker time-to-value, happier team members, better results
- manageable timelines, more creativity, smaller budget requirements
- stakeholder buy-in, revenue-driven decisions, more responsive designs
- innovative designs, deeper research, an overall bigger website
- A semi-fictional representation of your ideal customer.
- A simple description of demographic characteristics of people you’d like to target.
- A report that combines the items that an average buyer purchases in a year.
- The most recent lead that converted into a paying customer.
- The number of high-impact pages required to build on the new website.
- The omissions.
- The target goals for each key performance indicator (KPI).
- The key performance indicators (KPIs) that should be measured.
True or false? You can skip the strategy stage and move right to building the launch pad if you have a senior team member who has been working at the company for a while because they will already know what should be built on the website.
- To gain a holistic view of your persona's life throughout their journey of accomplishing their job to be done.
- To understand the steps the user goes through while working with a competitor to find areas of weakness.
- To understand the page funnels that users are moving through on the current website to identify where they’re dropping off.
- To identify gaps in your content strategy by mapping out all of your current content offers and matching them to their respective lifecycle stages.
Why is it important to wait until the end of the strategy stage to complete the website-specific strategy items?
- It’s best to work on the website-specific strategy at the end because you often have to wait until others in the company send out your discovery questionnaire. While waiting, you can work on other less-important activities, such as developing personas.
- The website-specific strategy items are completed at the beginning of the strategy stage to help us understand how the website is used by the company and our users.
- The website-specific strategy items are often determined at the end because of a lack of resources. If you have a big enough team, it’s preferred to start working on the website-specific items as soon as possible.
- It’s important to have a deep understanding of your users before developing the website-specific strategy items.
- Specific on-page elements
- Website sections and pages
- CRM integration details
- Browser compatibility requirements
- Quoting calculator
- They all could be included on the website wish list
Fill in the blank: ________ are the core elements of the business and website. They act like the beams of a house, the underlying support upon which all other activities should be built.
- The executive team’s goals
- Marketing vision
- The “fundamental assumptions”
- Profit and loss statements
Imagine your team is reviewing the required work to complete the strategy stage. Upon reviewing, your boss asks, “What is the Jobs to Be Done step?” Which of the following responses would be the best?
- “Each page on the website has a specific job. Jobs to Be Done is a framework that helps our team while wireframing to ensure the elements on the page match the job that page is trying to accomplish.”
- “Jobs to Be Done is a survey we can send to existing customers to better understand the people they interact with at work, including influencers and decision makers.”
- “Jobs to Be Done is a framework that helps us understand the progress our customers are trying to make, which they are “hiring” our product or service to help with.”
- “Jobs to Be Done is a document primarily used by software companies. Because we’re in manufacturing, we can skip this step because it doesn’t apply.”
- Because the industry is changing quickly, the best strategy is to find the newest tools on the market because they use the latest technology.
- Start with the goals you’re trying to reach. Then look at the functionality required to achieve those goals. Lastly, pick the tool that’s the best fit with that functionality.
- There’s no need to change the tools you’re using, because the tools used in traditional web design are also the best tools for Growth-Driven Design.
- To save your team from having to learn a new tool, use the same tools your team is already using and feels comfortable with.
Why is it important to have an integrated tool stack that pulls all user data into one centralized place?
- With an integrated system, your team can use the centralized data to trigger new actions to drive results faster.
- Integrating your tools improves security because your team doesn’t need to manage as many login passwords.
- Having all your data in one place decreases your costs by reducing the number of servers needed to store data.
- It’s not important to have an integrated tool stack.
When evaluating tools to integrate into a Growth-Driven Design tool stack, which of the following is NOT an important functionality consideration?
- It has deep integrations with other systems used to drive business growth.
- It promotes team collaboration.
- It helps your team perform user research.
- The CMS helps your team create, manage, and grow content.
- It helps your team quickly and easily turn insights into experiments.
- It has direct data integrations into social networks to pull social data into the database.
Your team is evaluating different content management systems (CMS). Which of the following questions should your team members ask themselves?
Does this CMS remove bottlenecks and empower our non-technical team members to take action?
Is this CMS fast, secure from hackers, and reliable?
Which CMS allows us to take action on data and best supports our GDD efforts?
Is this the best CMS to help us achieve our goals and drive business growth?
All of the above
Fill in the blank: You’re training a new team member on the research and brainstorming process. Your teammate asks, “Why are the user questions the first step in the research process?” You respond with, “Starting with creating user questions helps us _______.”
- scope the number of action items we implement in that cycle
- focus our research efforts in the right areas and helps us determine the best research methods to use
- communicate expectations between the users and the stakeholders
- determine which action items we should test and which ones should simply be implemented without testing
- User research is primarily done when first kicking off a new GDD engagement to better understand your audience.
- User research is used throughout the entire GDD methodology, but it’s especially common during the strategy stage and the plan step of the continuous improvement stage.
- User research is primarily done after running an experiment that doesn’t perform like you predicted.
- User research is primarily done during the launch pad stage when you’re testing various prototypes with actual customers.
True or false? Your strategist’s (or team leader’s) role is to master the process of uncovering answers from your users and turning those answers into items to build to drive value and business results.
- When you need to dig deeper into a specific topic.
- When you’re first starting out and/or lacking quantitative data.
- When you need to find out “why” users are behaving a certain way.
- When you need to save time on research to hit a deadline.
Imagine you’re reviewing your website’s analytics and notice a large percentage of users exiting the site on the third step of your conversion funnel. The third step of the conversion funnel is the “product comparison page.” You want to review the behaviors and interactions each user has on that page just before they exit.
Which research category would be best to use in the scenario above?
- Perform research, develop user questions, create hypothesis.
- Develop user questions, create prototype, run user testing.
- Quantitative analysis, qualitative verification, experimentation validation.
- Develop user questions, perform research, analyze and report on findings.
- When you’re looking for trends.
- When you want to see how users interact with a new prototype.
- When you’re testing and validating your experiments.
- A and C
- All of the above
Which of the following technique(s) can be used to increase speed and quality of the new launch pad website?
- Customizing your approach
- Implementing sprint workshops
- Effective content development
- Stakeholder-driven brainstorming
- Investing in internal efficiencies
- C and D
- A, B, C, and E
- All of the above
- True — they’re often too big to make it worthwhile to run Growth-Driven Design versus traditional web design.
- True — complex functions like multiple languages, ecommerce, forums, etc., make it impossible to build a launch pad website.
- False — it is possible. You’ll likely have to adjust your approach, and it will likely take you longer to build your initial launch pad, but it will still be quicker than if you built the website using traditional web design.
- False — in the strategy process, you’ll need to convince stakeholders to cut out the majority of the website’s content and create a small website.
Imagine your boss asks you, “Why is it important that we launch the launch pad website quickly?” Which of the following statements is the best response?
- “Launch pad websites are not compatible with our ecommerce website. It’s impossible for us to cut down the number of products we sell. Therefore, we should do traditional web design with optimization after.”
- “The primary reason we need to launch quickly is to allow our team to shift focus from the website to other marketing activities. It’s common to spend too much time on the website and forget about everything else.”
- “Two reasons. First, the faster we launch, the less risky assumptions are made. Once it’s live, we can start collecting data to inform our decisions. And second, the faster we launch, the sooner we’ll start seeing a return on our investment. Remember, we’ll continue to build and optimize the site after it’s live.”
- “Since we’re an enterprise website with lots of content that can’t be cut, we’re not able to build a launch pad website. Instead, it’s better to follow traditional web design and then run optimization after.”
True — this removes bottlenecks, allows your team to move faster, and keeps developers building interesting projects versus spending their time making small updates.
True — marketers love to jump into the CSS and API code to adjust and improve the code the developers created.
False — the website has always been managed by IT and they always push website improvements to the top of their work list. There’s no reason to get marketers involved.
False — a CMS does not need to make it easy for marketers to work on the website, and most developers hate learning new systems.
Imagine your team launched a new website three months ago, before you were hired. The website is performing well, but there’s still opportunity to improve using Growth-Driven Design. Based on this scenario, which is the BEST approach to recommend to your boss?
- Growth-Driven Design is not a good fit because the website is already performing well. Growth-Driven Design is only used when the website is performing poorly.
- It’s best to start over from scratch and build a brand new launch pad website using the “80/20” method. This way, you know everything on the website aligns with your vision.
- Because you already have a website, you should skip the strategy and launch pad stages and move directly to the continuous improvement stage. The first theme to use would be the establish theme.
- Use the “refresh” method by reviewing the strategy stage, auditing the existing website, developing the list of required updates, and moving into continuous improvement starting with your list of required updates.
Fill in the blank: Running a sprint workshop is time consuming for the team, but it’s worth the time investment because: ___________.
- pulling everyone, including stakeholders, together for a focused time period ends up saving time by avoiding slow communication, distractions, and approval delays
- you can pull on the collective knowledge of a diverse group, which results in better ideas
- having everyone together, including stakeholders, creates better buy-in and alignment across the company
- All of the above
True or false? The only way to speed up the creation of a launch pad website is to cut out the majority of the content.
- True — most of the content on a website is not critical to the success of the site, so it is better to simplify and delete it.
- True — the only way to ensure a quick launch is to remove all of the content except the most important pages.
- False — the second way to speed up the launch pad website is to limit the stakeholders to only one revision on all content and designs.
- False — cutting down the amount of content on the site is only one of many options for speeding up a launch pad website and may not be the right choice for your specific website.
- The end result is a fully built website for both. It’s the behind-the-scenes process involved in the launch pad site that the company and users don’t see that enables a faster launch.
- None of the above accurately describe why it’s hard to tell the difference.
- The launch pad is only seen by a small group of users during the user testing process. The rest of the company and users don’t see the website until you launch the full traditional site.
- A launch pad and a traditional website do look quite different. Launch pad websites are much smaller and require a great deal of content to be removed or archived.
- Adopt the agile process to speed up your internal efficiencies.
- Prioritize the 20% of the wish list items that will make 80% of the impact.
- Build the site as quickly as possible, regardless of quality.
- Develop a streamlined process to focus time where it will make the most impact.
- A fully built website that includes all of the ideas your team and stakeholders developed in the strategy stage.
- A website that is built quickly by removing the majority of pages and functionality. The result is a pared-down version of your old website.
- An interactive prototype built in PowerPoint that can be used to gather user feedback and iterate on. Once the feedback is collected, the launch pad is turned into a full website.
- A website that looks and performs better than the one you have today but is built quickly and is not a final product. Rather, your launch pad is the foundation you’ll build and optimize from using data.
- Content is the core of your website and is key to driving user behavior.
- Content creation is often the biggest cause in delays during the redesign process.
- Although nice to have, effective content development should not be a primary focus. It’s more important to focus on making the website look better than your competitors’ websites.
- The final copy is needed before the site can be designed or developed. This is why content development is important to start directly after the GDD engagement kicks off.
- A and B
- All of the above
Your team and the stakeholders are discussing where to run sprint workshops. In which parts of the GDD process is it common to run a sprint workshop?
- During the user interviews, content creation, launch, and start of the continuous improvement stage.
- During the strategy kick-off, designs, sales team presentation, and the launch media press release.
- During the strategy kick-off, wish list brainstorming, designs, and new site launch.
- Sprint workshops are only run during the strategy kick-off.
Fill in the blanks: A sprint workshop is a _________ where _______ step(s) out of the day-to-day to collaborate and develop a set of _________ that will be ________.
- quarterly meeting, stakeholders, guiding principles, implemented on the website that quarter.
- sporting event, your team, athletic events, used for team-building.
- focused period of time, the team, specific deliverables, tested on website users
- week-long event, your users, website ideas, pitched to management.
When customizing your launch pad acceleration approach, which of the following possible acceleration methods should you NOT use?
- Wise investor
- All hands on deck
- Launch and expand
- Strategist, the quarterly summit
- Strategist, the plan step of the sprint cycle
- Stakeholder, the quarterly summit
- Stakeholder, the plan step of the sprint cycle
True or false? It’s important to leave a certain percentage of flex time in each sprint cycle for implementing updates, maintenance, or CEO-mandated items.
- To transfer onto a new software platform that’s a better fit for your needs.
- To help teams improve their efforts by informing them of your user learnings, and vice versa.
- To find complementary businesses and transfer links between websites to improve referral traffic and SEO authority.
- To transfer inactive users to the archive as they are no longer engaged with your marketing.
To determine the most impactful action items to implement to get closer to the current focus metric goal.
To reflect on the previous cycle.
To design and develop new features for the website.
To get face time with the team and the stakeholders.
To interview five users to answer questions about their challenges.
To make recommendations to other teams on how to best solve the user’s challenges.
To reflect on your experiments to gain a deeper understanding of your users so you can make smarter decisions and drive more value in the next sprint cycle.
To teach users about your products and services so they can learn the benefits of them.
Imagine while planning your yearly budget, your CEO asks you, “We have many people asking for funding. Why should we invest in continuous improvement? Can’t we just stop at the launch pad website?” What is the best response?
“The continuous improvement of our website is an investment in driving even more value to our users and better results for the company. In a 2017 web design agency survey, it was found that running GDD resulted in 16.9% more leads and 11.2% more revenue six months after launch!”
“Continuous improvement is important to keep the website up to date and avoid our site being hacked. However, our team doesn’t have to manage it. We could hire an intern to manage the website and instead invest in other marketing activities.”
“The continuous improvement of our website is important because the company is always launching new products and soon the website will be out of date. If we have budget to keep the existing content up to date, both customers and sales reps will be happy.”
“Investing in continuous improvement ensures that the website will always look beautiful and position us well against competitors when leads are doing research.”
- By putting any stakeholder or CEO requests at the top and pushing everything else until you have more time.
- A combination of highest impact score, lowest effort required to build, and urgency to implement.
- By selecting the action items based on which team members have the capacity to complete them.
- By selecting action items that are the quickest for your team to implement.
The individual sprint cycles are not connected to the performance roadmap in any way.
Run a maximum of ten sprint cycles during each one of the focus areas.
Run a minimum of three sprint cycles during each one of the focus areas.
You should run as many sprint cycles as it takes to reach the predetermined focus metric goal of that focus area.
- Start at the top of the prioritized wish list and select as many action items as you can complete based on the effort required by each item and the team’s capacity.
- The number of action items you complete will depend on how busy you are with other work. The slower you are, the more action items you can complete.
- First complete any items your CEO mandates. Then use the remaining time to complete any action items, updates, or maintenance items.
- The general rule is to complete a minimum of five action items per sprint to continue the momentum.
Fill in the blank: The continuous improvement stage is a repeatable, _____ process for the team to continuously collect ______, build _______, and generate more momentum as they go.
agile, stakeholder feedback, brand new pages
agile, real user data, high-impact items
fast-moving, data, new action items
waterfall, and analyze, new items
Improving the focus area selected by the strategist at the beginning of the cycle.
Filling out the fundamental assumptions chart.
Developing high-quality photos and videos.
Talking to stakeholders about what to build next.
Which statement best describes why it’s important to run experiments to test the action items your team is building?
Running experiments is only important once you set the “optimize” theme and your team is trying to improve your existing content.
Running experiments is important to keep your team busy on documentation and critical thinking.
Running experiments is important for having a structured way to learn about your users and how the business can interact with them.
Running experiments is important to be able to report every single action your team implemented to management.
Imagine you’re trying to educate your team on the website performance roadmap. How would you best describe what a “theme” is?
A process used to audit the existing website and find different search engine optimization opportunities.
A directional mindset the team should use to think through building and optimizing the website. It’s used to help direct and focus the team.
The branding and styling of the new website, which is often compared to competitors’ websites.
A process that dictates the capacity and speed the team uses to execute action items during sprint cycles.
The completion of the core strategy documents, such as the fundamental assumptions and the journey map.
The organization of the initial Growth-Driven Design team, the setup of your initial tool set, and the creation of your first quarterly gameplan.
The process of internal marketing within your company to showcase the new website and the impact it’s having.
The core foundational activities you need to do once you’ve built something new.
The website performance roadmap is a framework structured into a decision tree with three levels. In what order are the three tree levels?
Focus area, tactics, focus metric
Theme, focus area, tactics
Theme, focus area, experiments
Theme, tactics, focus area
Growth-Driven Design is a way of thinking, and conversion rate optimization is the step-by-step process of putting that thinking into action.
Conversion rate optimization is only about optimizing your existing website pages, whereas Growth-Driven Design is only about building new pages onto the website.
Conversion rate optimization efforts are just one piece of a bigger puzzle. The bigger puzzle is the Growth-Driven Design methodology.
Growth-Driven Design primarily focus on uncovering what to build, whereas conversion rate optimization is primarily focused on testing the effectiveness of what you build.
Imagine your launch pad website is now live, and you’re moving into the continuous improvement stage. Which of the following frameworks provides focus to the team, sets clear expectations, and helps track and measure progress?
- The stakeholder mapping document
- The website performance roadmap
- Fundamental assumptions
- The journey map
Usability. You ensure the website is intuitive, inviting, and easy to use to help users solve problems.
Conversion rate optimization (CRO). You eliminate the friction points and reduce the number of steps in your conversion funnel.
Personalization. You provide a hyper-relevant experience for each user to ensure they get the perfect experience for their needs.
Harvest. You build high-impact items that are easy and quick to accomplish.
Each focus area has a specific focus metric associated with it. Which of the following best describes what a focus metric is?
A single metric that provides focus for ideation and prioritization while also serving as a direct measure of the progress you make toward the current goal.
Another name for business revenue.
The metric your team should not focus on because it’s distracting and pulls away from more important metrics.
A single metric that’s used to show progress throughout the entire engagement, from the start of the strategy to the end of the continuous improvement phase.
None of the above.
A step-by-step guide for auditing and identifying improvements on your website.
A milestone-based approach for determining when to build new pages or sections onto the website.
A framework used by the stakeholders to determine when they should redesign a new website versus continue to optimize an existing website.
A framework used by the strategist when they’re planning during the continuous improvement stage.
True or false? The two primary focus areas of the “optimize” theme are conversion rate optimization and personalization.
Why is the “value” focus area important to complete early on after launching a new launch pad or website initiative?
It’s a misconception that the value step must be completed early on. It’s actually better to implement the value focus area as late as possible in the process.
The value focus area should be implemented immediately after launching a new website product to ensure your stakeholders see value in your GDD efforts and continue to fund your team.
The value focus area should be implemented immediately after launching the new website to ensure the business is capturing as many leads as possible, thus maximizing the value of the website to the business.
If you don’t first validate that the solution you built does, in-fact, solve users’ pain points and provide value, your team might waste time optimizing something users don’t care about in the first place.
Why is the “expand” theme important to consider when thinking of the website as a tool for company-wide growth?
To boost organic SEO traffic, your team must expand the number of pages to include a page focused at every single industry topic and keyword. You can then funnel the new traffic to different departments to help them gain exposure to the website visitors.
It’s easy to think of the website as a tool for the marketing team to acquire new leads, but the website is a tool that the entire company can use to achieve their goals and provide value across the user’s journey.
The “expand” theme does not refer to company-wide growth; rather, it refers to expanding the focus of the website to include new personas that were not discovered in the strategy stage.
Once you’ve launched the initial website, expanding your efforts to also include paid marketing is key to continuing growth.
None of these are correct