2018 | Case No. SM300 | Length 17 pgs.
By 2015, MongoDB was seven years old and a so-called “unicorn,” a startup valued at more than $1 billion. MongoDB’s open-source software had been downloaded about 9 million times, and the company seemed to have the potential to disrupt the $45 billion database market. Dev Ittycheria had taken over as CEO in September 2014. An IPO was on the horizon, but MongoDB needed to get its business in position. He brought on Meagen Eisenberg as CMO in March 2015. After a few weeks getting under the hood of the operation, Eisenberg had a long to-do list. The website was ugly; SEO and SEM didn’t exist; the social media strategy was muddled. The company didn’t have a good system for predicting how many sales leads it needed, or how to score and prioritize the leads it did get. Eisenberg had inherited incomplete historical data on conversion rates. Before she could outline her strategy in any detail, she’d have to settle on a fundamental question: How many qualified sales leads did she and her staff need to bring in this year, so that the still-unprofitable company could close enough deals and hit its revenue targets?
Learning Objective1. Understand in detail how Marketing and Sales professionals model lead generation. 2. Understand what is necessary to build a productive relationship between marketing and sales. 3. Comprehend the increasing role of technology in sales and marketing and learn strategies for choosing and integrating technology 4. Practice priority-setting when entering a new role such as CMO.
This material is available for download by current Stanford GSB students, faculty, and staff, as well as Stanford GSB alumni. For inquires, contact the Case Writing Office.
Available for Purchase