HubSpot Growth Driven Design Agency Certification Exam Questions
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According to the training, what are the three primary ways Growth-Driven Design can have a greater impact on client results than traditional web design?
It creates happier clients, increases transparency with the CMO, and is overall less expensive.
It drives better results and revenue, increases global reach, and improves multilanguage functionality.
It provides quicker time to value, empowers marketers to optimize, and makes it easier to expand impact globally.
It provides quicker time to value, drives better results and revenue, and creates happier clients.
Which of the following is NOT a way Growth-Driven Design impacts your agency?
Doubles the revenue from your website engagements
Moves your agency away from contractors and freelancers
Flips your business model from project-based to a recurring revenue model
Greatly reduces scope creep and launches on time and on budget
Flips your business model from project-based to a recurring revenue model
Choose the option below that best summarizes how to develop your pricing and packaging for the strategy stage.
Host a meeting with your agency’s owner, and use their expertise to craft the ideal strategy process and pricing.
Copy and paste the strategy pricing from the GDD retainer quoting tool. There is no reason to change it because it has already been proven effective for all agencies.
Host an internal workshop with your entire team to map out the strategy process, deliverables, and effort required to execute.
Host an internal workshop with the sales team to understand what prospects are asking for and the price they think we could sell it for.
Which of the following are the two major workshops to host during the strategy stage?
Client interview workshop and end-customer interview workshop
Strategy kickoff workshop and wish list generation workshop
Wish list generation workshop and prototype development workshop
Strategy kickoff workshop and user-testing workshop
Which of the following best describes why it’s important to involve a strategist from the service team in sales conversations when scoping and pricing a launch pad website?
The strategist understands the latest design trends and can suggest new elements to build on the site. This not only gets the prospect excited, but also increases the overall size of the quote.
Having the prospect meet two people from your agency helps build the relationship and establish trust. This increases the chances of the prospect closing on the deal.
The strategist has a deeper understanding of how to implement the prospect’s ideas and will know specific questions to ask to help scope the site.
It is not helpful to include them because it often slows down and complicates sales conversations.
According to the training, how should you develop pricing for high-, medium-, and low-impact pages on the launch pad website quote?
Review the prospect’s current site, and estimate the effort required to implement similar pages based on your experience selling web projects.
Review the historical performance of your team on past projects. Then, find the average time spent on major pages, such as the homepage; medium pages, such as the “About Us” page; and small pages, such as the FAQ page. These averages form the estimates for the high-, medium-, and low-impact page pricing.
The launch pad quoting process doesn’t involve high-, medium-, and low-impact pages. Rather, it focuses on the number of pages and the speed required to launch each page.
Work with your services team to develop a process for each type of page. Once the process is documented, have the team vote on the effort required to complete each type of page.
What is the purpose of the GDD starter package?
To serve as a short pre-engagement kickoff focused on scoping the launch pad website and generating your initial wish list
To provide clients with the ability to maintain the existing launch pad website without having to worry about making continuous improvements
To complete the strategy stage. It is called the starter package because all enagements must start with a solid strategy.
To give the prospect a small sample of GDD and get them excited for more
As you build larger packages, which two steps of the sprint cycle should you increase the majority of your effort in?
The plan and build steps
The quarterly summit and build steps
The build and learn steps
The plan and learn steps
Imagine you have been talking to a prospect at a midsize software-as-a-service company. The website only has three major sections: primary core content, knowledge base, and forum. When talking with the prospect during the sales process, it seems like there is some confusion around who their audience is and what would be the best elements to include in the redesign. Based on the scenario above, how would you break up the quote?
This scenario is not a great fit for GDD; it’s best to quote using traditional web design.
Implement the phased option.
Implement the strategy-first option.
Implement the flat rate option.
What is the minimum recommended length of a Growth-Driven Design engagement?
Which of the following is NOT part of the new mindset for thinking about a website?
The website is an asset of the business.
Continuously improving the website is an investment in growth.
The website should be tied directly to concrete business goals.
The website primarily helps the marketing team achieve its goals.
Why is it important to sell Growth-Driven Design differently?
Because the timelines are often shorter, which means the sales reps must better position the service to ensure prospects understand it right away
Because, unlike traditional web design, GDD requires the heads of each department to be involved in website discussions
Because if we don’t rewrite the story in the prospect’s mind and convince them to adopt the new mindset toward their website, they will not be a good fit for GDD
Because selling GDD requires an understanding of the prospect’s users, so we must conduct user experience research before the sale
True or false? All companies and websites are a good fit for Growth-Driven Design, though it might need to be adapted.
True – Everyone is a great fit for GDD, even if they don’t know it yet. Because it’s a new process, it’s common for it to take six to eight months for the process to click. For those who have experience in agile, it will click faster.
True – What makes someone a good fit for GDD is less about the industry or the type of website. The most important criterion is whether they have adopted the new mindset toward their website.
False – It is impossible to implement GDD effectively with large enterprise companies. For these companies, it’s recommended to use traditional web design.
False – GDD is primarily designed for technology, software, and agile companies because they use a similar process when building their products.
Which of the following is a great example of a cue to look for in potential GDD leads?
The company recently hired a new chief people officer.
The website already has optimization tools installed; however, it does not appear to be updated often.
The company recently had a change in the product leadership team.
The company is downsizing and consolidating locations.
Based on the training, how many good leads will you need to source at the top of your funnel to close your first GDD deal?
Imagine you are on a connect call with a prospect in the manufacturing industry. You discover that the leadership team has historically had a very traditional mindset toward the website and marketing. Knowing this, what will be one key outcome for you to achieve during this connect call?
Showcase your expertise in manufacturing by explaining your recent wins with other manufacturing clients and the background your team has in manufacturing.
Pitch the idea of Growth-Driven Design, and focus on the continuous improvement, experimentation, and user research.
Establish the importance of the website to the growth of the business, and start shifting their perspective toward the new mindset.
Get the prospect excited to work with you by introducing your team and your process and showing a number of case studies.
You’re hosting an exploratory call with a regional trucking company that came to you because it’s interested in a website redesign. Which of the following questions would be best to help set the stage for positioning Growth-Driven Design later in the sales process?
“What do you like and not like about your competitors’ websites?”
“How do you feel your previous website redesigns went? How did the process make you feel?”
“What would be the biggest change you’d like to make to the website and why?”
“How long did it take to develop the content for your website? Was it created internally or by the agency you were working with?”
Which of the following is NOT an effective way to open the eyes of the prospect to the opportunities they are missing out on with their website?
Explain the Growth-Driven Design process with a focus on the experimentation process.
Walk through the prospect website questionnaire to show specific areas they are neglecting.
Review heat maps of their homepage, and point out where users are getting frustrated.
Ask about how other departments are using the website to scale and hit their goals in order to show how limited in scope the website’s impact currently is.
Imagine you’re having an exploratory call with a prospect in the software-as-a-service industry. As you’re explaining the GDD process, the CMO cuts in and explains that they are confused about why there is a need for a launch pad website and continuous improvement. Which of the following would be a good way to respond?
First, reaffirm the importance of the website to business growth. After, give an analogy to compare the way the prospect’s product team builds industry-leading software to how the GDD process builds peak-performing websites.
First, reaffirm the importance of the website to business growth. After, transition to explaining each step of the continuous improvement process in more depth, diving deeper into specifics of experimentation.
First, give them a deeper explanation of the launch pad website and continuous improvement stages. After, offer the option to implement the website using traditional web design if they would prefer.
Explain that they are not a good fit for Growth-Driven Design and refer them to a traditional web design agency.
Imagine you’re talking to a prospect during the goals and planning call. You’ve introduced the concepts and high-level GDD process. The prospect seems to be in agreement and is excited about getting started with the launch pad website. As the conversation progresses, they bring up more and more pages and ideas for the new site, making you a bit nervous. Which of the following is the best way to gain a better understanding of the scope of the launch pad they are thinking about?
First, expand the conversation to also include traditional web design. Second, if the prospect continues to give ideas, sell them a traditional build instead.
Assign the prospect homework to review each page on their current website and score each page on an impact scale of 1-10.
Pull up the prospect’s top three competitors, and walk through each site while the prospect explains what they like and don’t like.
First, send some additional launch pad education and training. Second, assign them homework to send three to five examples of what they envision the launch pad website will look like at launch.
True or false? Your agency’s strategist should be included in sales conversations.
True – The strategist should replace the sales reps in the last few conversations and be responsible for pitching the proposal.
True – The strategist will know what questions to ask and expectations to set in order to match services and properly scope the engagement.
False – Involving others in the sales process adds complexity and time to the sales process.
False – Pulling the strategist from their daily activities slows down progress with existing clients.
Fill in the blank: When creating your sales pitch and proposal, it’s important to make it clear that you’re selling __________ and __________, not _____________.
the process, deliverables, hours
results, the GDD process, the actual deliverables
value, deliverables, the process
strategy, continuous improvement, the launch pad website
Which of the following is NOT a client service outcome your service team should achieve in the strategy stage?
Build trusting relationships with the new client stakeholders.
Develop a robust road map based on the recommendations and ideas of the client’s CEO.
Understand the client’s vision and the world of their users.
Educate and set expectations for the entire engagement.
Imagine you are a strategist at a Growth-Driven Design agency. Throughout the past few months, you have noticed new clients getting frustrated during the strategy stage because your team has continuously asked questions that clients had already reviewed with the sales team. Which of the following should your team try experimenting with to improve the client experience?
Combine the strategist and sales rep roles, and have one person own the relationship from end to end.
Have the strategist sit in on the last few calls in the sales process, and have the sales rep continue involvement for the first month after the engagement kicks off.
Have the clients lead the topics for each meeting to ensure nothing is repeated.
Only work with companies in the exact same industry to avoid the need to ask repetitive questions.
During your weekly retrospective, you suggest the idea of adding a step before the initial kickoff workshop: meetings with each stakeholder individually. The agency’s owner pushes back hard, explaining that it would add a great deal of time to the engagement. Which of the following would be the BEST response?
“Sure, I understand. These meetings are important and are an investment in the relationship. We can cut out the user research in the strategy stage and repurpose this time to host these meetings.”
“You’re right. We are already having trouble selling GDD retainers; adding more time to the engagement will likely make it harder for us to grow our program.”
“We could still have each person talk about their vision for the website; however, we can do it as a group and invite the CEO. This will ensure the CEO can include their ideas.”
“These meetings would be an investment in the long-term success of this client. This will help us establish better relationships, tailor the process, and create more aligned ideas.”
Your agency finds that you’re continuously being pulled into implementing updates on the website, leaving no time for proactive continuous improvement. The client is open to learning the skills and tools required to make the updates. However, they have no idea what they should learn. Which of the following should be done to help the client start taking over all updates on the website?
Periodically send the client practice exercises to help them take over the updates.
Create a client skills development plan that outlines various skills in the order that they should learn them over time.
Send them a list of 10 resources they can use to learn more about the tools you’re using for their website.
Give them access to the tools, and explain that the help documentation and support team are great if they have trouble making the updates.
Based on the training, which of the following is the most important consideration when building a launch pad website?
Speed – Building the launch pad quickly so you can avoid the risk of overdesigning and start collecting real-user data to make more informed decisions
Quality – Spending the time and energy to execute the launch pad website with excellence
Client happiness – Tailoring the process and schedule to create an extraordinary experience for all of the client stakeholders
These are all important – The goal is to find the right balance between each element.
Which of the following is NOT a client service outcome in the launch pad stage?
Remove as much content as possible without damaging the client’s search rankings.
Create a client-specific approach for a quick, high-quality website build that keeps the client happy.
Keep the site build within scope.
Balance what your client wants with users’ needs.
Imagine your agency specializes in Growth-Driven Design strategy and user experience. You have partnered with another agency to help with the development work on the HubSpot CMS. As a strategist and project manager, which of the following is critical for you to establish before you start a new launch pad website project?
Sync work time blocks with both the client and the development partner.
Collect the yearly game plan from each department head at the client’s company.
Create a detailed 12-month road map to present each deliverable to the CEO.
All of these are important.
Which of the following tactics should be integrated into conversations early and often when talking with clients about their launch pad websites?
Educating and reminding the client that your team will be removing the vast majority of the content from their website
Recommendations for regular bimonthly action item check-ins with the client’s CEO
Educating and reminding the client that the launch pad is simply the starting point and the team will continue working on anything that doesn’t make the initial launch
All of these should be incorporated into conversations early and often.
Imagine you’re working on a client’s launch pad website. Three weeks from the proposed launch date, the client comes to you with an idea for a new section of the website they would like to implement for the initial launch. How should the strategist respond to the client’s new idea?
Ask a series of questions to better understand the new idea; then, strongly recommend that all new ideas be considered and built after the initial launch pad goes live.
Talk to your team about the effort required to implement the client’s new idea. Then, slide the launch date back the required number of days to implement the new idea.
They should wait to mention any new ideas until after the first six months because the launch pad and the first six months of the continuous improvement cycles are already planned out.
Include the new section in the initial launch pad because the client promised to quickly get you great content for the section.
Which of the following is NOT a client service outcome your service team should work to achieve in the continuous improvement stage?
Build an impressive wish list and road map full of high-impact ideas.
Continuously be searching for and implementing as many best practices and hacks as possible to drive month-over-month big wins.
Keep the client focused on growth, not shiny objects.
Balance multiple Growth-Driven Design client engagements at once.
Imagine you are just finishing the launch pad website for a client. The CEO isn’t sure what will be done in the continuous improvement stage. They request a detailed plan for the remainder of the engagement (six months) on exactly what will be built. Which of the following is the best way to respond to this request?
“No problem. Our team will compile a list of the action items we plan on implementing and send them over for your review and approval.”
“We always want to be working on the most impactful items. Because the business changes and we are continuously collecting data and new user learnings, it is impossible for us to know what will be the most impactful items to work on three or six months from today. I’m happy to send you the current road map that details the next two months and then high-level direction after. Also, these are always subject to change.”
“Our goal is to implement the highest-impact action item at any given time. To do this, it can be difficult to know exactly what we plan on implementing each month; however, we can make an exception this time and see how it goes. We will send over a list of all of the action items for the next six months.”
“Because you are reaching the end of your engagement, we will likely shift our focus toward inbound marketing. We can send you a list of the deliverables from our inbound marketing engagements and schedule a call to discuss further.”
True or false? It’s important to incorporate as many hacks and best practices into your website because they have already been proven to work.
False – It is better to focus your time on implementing paid advertising to drive more traffic to the website.
True – Implementing hacks helps your team save time and drive big results.
False – Although there will be some easy-to-implement items directly after launch, true growth comes from big ideas, a solid process, hard work, and time — not quick hacks.
True – We are always looking for high-impact, low-effort ways to boost results, and implementing as many hacks as possible is a great strategy to do that.
Imagine you’re working with the CMO at a telecommunications company. The theme for the quarter is “optimize,” and your team is currently focusing on personalization. In the monthly planning workshop, your client requests that your team creates a video for the “About Us” page because the company’s CEO thinks it would improve the page. Which of the following is the best response in order to stay focused on the current theme and focus area?
“Who needs to be involved in developing this video?”
“Help me understand how this directly impacts our goals.”
“Can you send me some examples to better understand what you’re looking to create?”
“Where else could we use this video to help promote the brand?”
Your team is in month 15 of continuous improvement with a manufacturing company. Your current theme is “expand,” and your team is focusing on building new digital products on their website. Your client is pushing to have your team create a new team member profile template and add all the company’s team members to the “About Us” page. Which of the following would be the BEST option to complete their request while still making progress on the initial goals?
Deny their request and explain that it is outside the scope of the current engagement.
Keep the client happy by implementing their request. To stay within capacity, you will remove a number of planned action items from the current sprint.
Teach the client basic templating and coding so they can develop the new template and launch it by the end of the month.
Sell them additional points for this month so you can fulfill their request and still implement all of the originally planned action items.
Which of the following best describes the purpose of reporting with Growth-Driven Design clients?
To show the progress and impact your agency is making on the client’s business
To hold everyone, including the client, accountable for executing work
To facilitate good communication and transparency between the team and the client
All of these are correct.
Fill in the blank: The weekly pulse is a ________ sent out _________ designed to keep everyone involved on top of ____________.
short weekly digest, after an action item is completed, bugs and issues with the newly launched action item
short weekly digest, at the beginning of the week, exactly what is going on in the engagement
short weekly digest, after an action item is completed, the experiment results
detailed report, each week, the road map for the rest of the quarter
When is the best time to start the renewal conversation?
No later than three months out from the renewal date
No later than 30 days out from the renewal date
Once the client’s existing engagement has come to an end
When the client brings up that they are planning for the next year
True or false? It is critical to have a robust, exciting wish list leading up to the renewal conversation.
True — The wish list should primarily focus on ideas from the client’s CEO.
False — When it comes to the renewal, the client does not typically care about the future; rather, they will solely judge the renewal based on the deliverables already created.
True — Investing time to regularly brainstorm creative, exciting, and innovative ideas for your client’s wish list will motivate them to keep going.
False — The renewal is primarily based on whether the company has budget for the website moving forward.
Which action best describes how your team should present the science fair action items?
Walk through a list of each complete action item, and give a detailed breakdown of exactly what business impact it has made.
Use a story format to describe the outcome of the action items you built and the new world of the user.
Start by showing detailed reporting of the impact your action items have made. Then, transition into explaining the primary action item that drove the results and the user learnings your team can pull from the outcome.
None of these are correct. The science fair section consists of showcasing experiments run by other companies to find inspiration for new wishlist items.
Imagine you’re in an agency leadership team meeting discussing how to better manage client cancellations, renewals, and upgrades. The challenge is that you’re never sure what the client is planning to do until the last minute. This is causing the sales team to scramble to find another sale and work to fill gaps in service team capacity, and it is making it nearly impossible to accurately forecast future cash flow. Which would be the BEST suggestion to solve this challenge?
Implement a “likelihood of renewal” scoring system. Score each client two months prior to their renewal date, and create different service playbooks for the team to follow.
Schedule an in-person workshop 90 days prior to the renewal date to get some additional face time and strengthen the relationship.
Implement a grading system based on the progress you’ve made on their original goals. If the client scores a D or lower, assume they will be canceling, and have the sales team work to replace them.
None of these suggestions would help with this specific challenge.
When the strategist is running the planning workshop, which of the following is a great practice to encourage the client to upgrade to a larger engagement package?
Bring your sales rep into each workshop to explain the pricing of the other service packages.
Show them which action items on the wish list could be implemented this cycle if they were to upgrade.
Walk through what you’ve built for other clients who have already made the upgrade.
As a group, read through a number of blogs that outline new best practices your team could incorporate if the client were to upgrade.
True or false? Building incentives into service team members’ compensation packages can be a good tactic to drive upgrades and cross-selling.c
Which of the following is a great tactic to incorporate into your process to encourage upgrades and cross-selling?
Host exclusive client-only workshops to educate and inspire clients around new trends.
Talk to other departments to find ways to expand the impact of the site.
Run a surprise experiment for free to give the client a taste of what’s possible.
All of these are correct.
True or false? Most agencies find success in fully implementing Growth-Driven Design exactly as taught in the certification and implementing everything at once.
True — There is no need to modify Growth-Driven Design because the certification offers the perfect template. It’s also better to implement all of the changes at once to see the most benefit.
False — Growth-Driven Design is only a theory and hasn’t been proven in the real world.
True — There is no reason to adapt the process because it is based on what works best with Growth-Driven Design agencies around the world.
False — The process should be adapted for your specific agency and team, and it should be rolled out in phases over time.
Imagine your entire agency has committed to adopting Growth-Driven Design as its core web design strategy. The leadership team is pushing to implement the entire GDD methodology in the next two weeks. Which of the following statements would be the best advice to give to your leadership team?
“I’m glad we’re all excited and on board for Growth-Driven Design! I would recommend that we develop a rollout plan that has the changes broken down into phases and implemented over the next six months.”
“Growth-Driven Design hasn’t been proven yet; it is only theory. Let’s wait awhile and see whether other agencies can successfully implement it first.”
“You only live once! Let’s do it.”
“We should host an overnight hackathon with our team to implement all of the Growth-Driven Design changes. This will allow us to complete all the required agency changes quickly.”
Your team wants to make the transition to Growth-Driven Design. However, your leadership team is worried about selling a service your team has never implemented. Which of the following is NOT a good suggestion for your leadership team?
“Let’s pull three team members together to run Growth-Driven Design on an internal agency project as an experiment.”
“Our team learns quickly and will do great work. Best of all, we can learn this new process while getting paid by the client.”
“We can pull four team members together to donate six months of Growth-Driven Design services to our team’s favorite nonprofit.”
“We could collaborate on an event with another agency and be in charge of the web design and optimization process. This would essentially allow us to run the process on ourselves before rolling it out to clients.”
FIll in the blank: Based on the training, the recommended three-person pod consists of a __________.
strategist, UX designer, and content manager
strategist, developer, and copywriter
strategist, UX designer, and developer
consultant, designer, UX researche
Fill in the blank: Based on the training, the recommended pod for implementing Growth-Driven Design consists of ___________.
three people: strategist, UX designer, and developer
three people: strategist, content writer, developer
five people: strategist, content writer, videographer, designer, UX researcher
four people: strategist, UX designer, developer, and UX researcher
When is the best time to find partners and subcontractors to work with?
When you have a prospect requesting a quote
Before you need them
When you’re over capacity and need help to meet your client deadlines
True or false? Your agency should work with only one subcontractor when fulfilling Growth-Driven Design services.
True — By sending all your work to a single subcontractor, you can negotiate the best price and, in turn, increase profit margins.
False — It is not recommended to use subcontractors because they often undercut your prices and steal clients.
False — It is important that you have strong working relationships with multiple subcontractors in order to protect against risk.
True — It’s important to develop relationships with your subcontractors, and working with just one ensures you’re developing a strong relationship.
Which of the following best describes the value of using a Kanban board?
A Kanban board allows your team to show others in the company what work they need subcontractors for.
A Kanban board allows the entire team to see and optimize the flow of work during the current sprint.
A Kanban board allows clients to see exactly how much time is being spent on each task.
Kanban boards are popular with the development team; however, they are not as useful to the strategist or clients.
A daily standup is a ___________ (or less) standing meeting with the _______ to review and update the _________.
15-minute, pod, quarterly goals
15-minute, client’s CEO, status of the engagement
15-minute, pod, Kanban board
30-minute, pod and client, wish list
Who is responsible for continuously improving your agency’s Growth-Driven Design process after each retrospective?
The “owner” of the process, as assigned by the agency leadership team
The pod members who last used the particular process with a client
The agency owner
The strategist who last used the particular process with a client