Atlassian - Sales

•Arpit Ghosh – 007

•Siddharth Singh Tomar – 039
•Kaibalya Prasad Mohanty – 050
•Kritika Singh – 054
•Priyanka Singhal - 078
Introduction about the
company
• Mike Cannon-Brookes and Scott Farquhar together founded
Atlassian in 2002.

• Atlassian specializes mainly in offering different tools related to

collaboration and productivity for different business organizations.

• There are over 5 million active users of Atlassian. Furthermore,

some of the major clients of Atlassian include global companies
like Coca Cola, Facebook, NASA, Netflix and more.
 First Product- JIRA
Initially just a custom bug tracking tool to help address
issues in the codes.

Eventually developed as- a bug tracking, Issue-tracking

and product management tool.

JIRA- Derived from a Japanese word Gojira, meaning

Godzilla.
 Features

JIRA’s Agile methodology

Flexibility of the JIRA

JIRA launch in Organizational effects of a low price,
volume-based model -
the Market • The low, one-time price of $800 for JIRA
helped the company acquire large
number of customers.
• In order to distribute the low-cost,
volume-based product, they need a
model to support customer self=service
and removes friction.
 • As Atlassian continued to gain traction with JIRA, they
introduced a new product – Confluence.

• It allowed teams to create, share and collaborate on projects

in one central repository.

Second Product • Confluence comes with new pricing model that supported user

of Atlassian
tiers i.e. - 25 users, 50 users and unlimited for $1200, $2200,
$4000 respectively.

• Atlassian is not a ventured-backed company.

• They believed that releasing confluence gave more weight to

their strategy of low-cost internet marketing with ‘no touch’
online distribution system.
 The Advocacy Team
• In March 2006, the company created the customer
advocacy program to help customers get the most out of
every interaction with Atlassian.

• Advocates are responsible for ensuring that it was easy for

customers to understand JIRA and Confluence.

• In company’s quarterly sales figures show a linear graph in

bookings throughout the quarter without uptick in the final
period.

• Atlassian model is based on helping customers complete

the entire journey themselves.

• Company should ne oriented around self-service.

 Key Performance Indicators

Decision to measure the customer advocacy Customer advocates need to be hyper focused
team by response time to customers questions on providing and incredible answer to
and NPS. everybody.
 • Atlassian ran a split test to see whether the self-
service model could compete with a more
hands on approach.

Testing of the • Company approached 500 potential customers

to follow the standard Atlassian process and
self-service another 500 customers using higher touch
tactics.
model
• Results shows that high touch approach could
bring near-term money, but the other approach
led to a more profitable and predictable
outcome for business.
Channels Partners

• Atlassian worked with channels partners to provide in-personal and

localized sales
• Atlassian fielded requests from potential customer for in –person product
demonstration.
• Channel partners also helped Atlassian more effectively engage
customers in international markets.
• Atlassian frequently relied on self –service sales model combined with
channel sales.

10
 Data Center Product

HIGH AVAILABILITY PERFORMANCE AT SCALE INSTANT SCALABILTY

Conclusion

• To reach the world , they used internet to distribute their products.

• No – touch sales model, where customers can try and buy entirely online.

• Offering low pricing, free demo and free products to open-source projects helped them
in word-of-mouth sales.

• Balanced light touch and high touch sales strategy