Slack admins could easily install Growbot, invite it to channels, and introduce the concept of team-based recognition with little overhead by executives or folks in HR. We learned that for a cultural product like Growbot, we needed to grow organically within our customer base to impact the broader team before we charged them anything. If their teammates didn’t accept or use Growbot, there wasn’t a reason to purchase advanced insights without any real data to measure.Our customers didn’t have the social proof and approval they needed from their peers to convince them that Growbot was ‘there to stay’, and.For larger teams (>1,500 users) we’d walk them through an enterprise sales process. Our assumption was that teams would immediately grasp the value of our Premium tier and convert through our landing page. We launched Growbot with two product tiers: Growbot Basic and Growbot Premium. When we first launched Growbot, we knew very little about who would actually be willing to pay for our service.
For Growbot, growth meant our ability to get Growbot invited into more Slack channels, and do so in a way that didn’t bug the bah-jeezus out of our champion (the person that installed Growbot) or their peers. Growth can mean a lot of things to many businesses. This is the story of our path to revenue while building a meaningful, values-driven business on Slack. There weren’t many examples of how to make money with a bot, but the primary asset we did have was access to customer feedback, and lots of it.
When we launched Growbot in the Slack app directory last December, it was the beginning of the bot movement.
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