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As companies become increasingly digital, growth hacking emerged as a new way of scaling businesses. While the term is fashionable in business, many executives remain confused about the concept. Even if firms have an idea of what growth hacking is, they may still be puzzled as to how to do it, creating a strategy-execution gap. Our article assists firms by bridging the growth hacking strategy-execution gap. First, we provide a growth hacking framework and deconstruct its building blocks: marketing, data analysis, coding, and the lean startup philosophy. We then present a taxonomy of 34 growth hacking patterns along the customer life cycle of acquisition, activation, revenue, retention, and referral; categorize them on the two dimensions of resource intensity and time lag; and provide an example of how to apply the taxonomy in the case of a fitness application. Finally, we discuss seven opportunities and challenges of growth hacking that firms should keep in mind.

Disruptive technologies tend to underperform on attributes that are considered as key attributes of incumbent technologies and require new value propositions to increase mainstream customer appeal. Yet, how do firms reconfigure their value proposition as a way to overcome the technological inferiority of disruptive technologies? This article conceptualizes and empirically investigates the process of value proposition reconfiguration. Based on evidence on the commercialization of electric vehicles, it explores the tactics firms use to reconfigure value propositions to increase market acceptance from mainstream customers. The article develops a framework showing three reconfiguration tactics: compensating, enhancing, and coupling tactics.