What we are selling is not the software product — the set of all the features, in their specific implementation — because there are just not many buyers for this software product.
However, if we are selling “a reduction in the cost of communication” or “zero effort knowledge management” or “making better decisions, faster” or “all your team communication, instantly searchable, available wherever you go” or “75% less email” or some other valuable result of adopting Slack, we will find many more buyers.
That’s why what we’re selling is organizational transformation. The software just happens to be the part we’re able to build & ship.
This article is a master class in product management and strategy. It touches on several fundamental concepts when it comes to understand the foundation of their business. The centric argument, though, is the reasoning behind why are they doing it in opposition of what are they doing. This subtle shift enables them to sell a vision, a better place, instead of a cold product, and this makes all the difference in the world.