I co-founded GrowthHacker.TV where I've recorded over 100 episodes and created over 50 original growth recipes that are used by 500 Startups, Y Combinator, Techstars, and startups across the world. I am also the author of The Definitive Guide to Growth Hacking (along with Neil Patel), and I created The Science of Growth Hacking (pdf+mp3). I have growth hacked GrowthHacker.TV to the point that in 6 months, with absolutely zero funding, we've grown to 4 full-time employees and 2 interns. Growth hacking builds companies :)
The title is not that important. The skill sets are. Just make sure your job description lists out very cleary what the candidate must have mastery over to be considered for the position. The right person would probably read the job posting if it had either title listed.
There are a number of companies that make games which would work with your steering wheel. If those companies have captured the email address of their users (or have the ability to send push notifications to the device) then they already have a direct relationship to your market.
Go to these companies (all of them), and create a profit sharing deal that incentivizes everyone involved. If they promote your product to their user base then they will receive $X per conversion.
It's a win-win-win.
Customer wins because they find out about an accessory that they care about.
Gaming company wins because they brought their customers something cool and useful, and they make money from the transaction.
You win because you get tens of thousands of pings being sent out on your behalf to a perfectly targeted market, without spending any money upfront, and only spending money on the back end when the purchase has already happened and there is no unknown monetary risk.
If you need more growth strategies - give me a call.
I would add a layer beneath "Product/Market Fit" called "Seed Growth," and here's why:
Sean Ellis' Pyramid is awesome, but you'll never know that you have (or don't have) product/market fit unless someone is already using your product. But where do these people come from? For instance, Sean recommends sending questionnaires to your existing users asking them how disappointed they would be if your product was no longer available, as a way to determine if product/market fit has been achieved. However, this begs the question: where did those people come from who you sent the survey to?
This is where "Seed Growth" comes into play. You need to grow the initial user base, from nothing to something, before you can determine product/market fit and move on to the other levels of the pyramid.
There are a number of ways to find this initial growth, but I would recommend the relevant parts of Paul Graham's famous essay as a starting point: http://paulgraham.com/ds.html and I would recommend watching Growth Hacker TV (www.growthhacker.tv) as another source for growth tactics.
You can watch my episode with Sean Ellis here: https://www.growthhacker.tv/sean-ellis
Although my answer doesn't revolve around a particular feature that is vulnerable, I think my answer will still prove helpful.
Hubspot is weakest concerning their pricing. They essentially ignore small businesses with their high pricing structure.
Mike Volpe, their CMO, basically admits this during his interview with me: https://www.growthhacker.tv/mike-volpe
That being said, I think that they are incredibly wise in regards to their pricing. Big companies have money. Big companies require less customer support. And higher margins allow them invest in the future instead of scraping my now.
Still, this is their weakness. It was also the weakness of KISSmetrics and Mixpanel appeared.
Obviously, they do the fundamentals well. Good brand. Good experience. Good word of mouth. Good PR. Etc. Etc.
But after my interview with Ryan Graves, the head of Global Operations at Uber (https://www.growthhacker.tv/ryan-graves), it became clear that they are operationally advanced and this is a huge part of their success. I'll explain.
Uber isn't just a single startup, it's essentially dozens of startups rolled into one because every time they enter a new city they have to establish themselves from essentially nothing (except whatever brand equity has reached the city ahead of them). This means finding/training drivers, marketing to consumers, and building out local staff to manage operations for that city.
This is where Ryan Graves comes in. He has a protocol of everything that must be done, and in what order, and by who, to ensure the best chance of success in a new city.
So how has Uber grown so fast? Essentially, they figured out how to grow in one locale and were relentless about refining their launch process to recreate that initial success over and over in new cities. No plan works for every city, and they've had to adapt in many situations, but it is still a driving factor for their success.