MongoDB
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Publication Date:
March 01, 2018
Industry:
Technology
Source:
Stanford Graduate School of Business
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?
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MongoDB
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