Publications
Publications
- March 2021
- HBS Case Collection
Seeding and Selling Asana
By: Jeffrey F. Rayport, Susie Ma and Amram Migdal
Abstract
This case explores a radical new way of organizing a sales team to sell a SaaS product with tremendous organic growth. In 2019, Oliver Jay was head of global revenue and business development at Asana, a company whose namesake product was a work management software app that enabled teams to collaborate on projects. Even though Asana’s sales reps met their annual revenue targets, Jay realized most of this revenue was coming from seeding Asana within new companies and upgrading existing customers from the free to a paid tier of Asana, or from one paid tier to a higher tier. Jay grew concerned that Asana was not establishing itself deep within companies and creating enough opportunities for enterprise sales. He determined that organizing sales by stages of the customer journey, rather than by the time-honored traditional approach of organizing by account size, would help the company land deals for more users at bigger clients. Now he wondered how Asana should implement the new plan and prepare its sales reps for success?
Keywords
Saas; Customer Journey; Sales; Salesforce Management; Technology; Software; Technology Industry; United States
Citation
Rayport, Jeffrey F., Susie Ma, and Amram Migdal. "Seeding and Selling Asana." Harvard Business School Case 821-054, March 2021.