LinkedIn · professional social network
Keep adding paid features, with a team as big as the growth team
20+ new benefits in two years; guest credits it for acquisition and retention growth
Workedfeature-developmentretentionteam-process
What they did
Every spec names the target member and the job to be done. A team dedicated to the value of the subscription (building new features, driving adoption of existing ones) is roughly the same size as the team driving growth through pricing, discovery, packaging and promotions. Over ~2 years they added 20+ Premium benefits: job-match insights (which jobs you're likely to hear back from, how you rank), profile standout features (rotating cover photos, highlighted achievements and recommendations, profile-fill help), events and learning courses. They then explain to members how to use each benefit.
What happened
Guest says growth in both acquisition and retention came largely from added value; lets them hold price rather than discount.
- Stage
- scale
In their words
Sub Club by RevenueCat · Value-Driven Growth: LinkedIn's Billion-Dollar Subscription Strategy — Ora Levit, LinkedIn“And so within the last two years I want to say, we added over 20 different benefits across everything between helping you get specific insights on how to get hired”
“And so we have a full team that's dedicated to the value that our subscriptions are providing and they're building new features and enhancing adoption of features”
“the more likely they are to come for that value and stay for that value. And so we're growing both acquisition and retention.”
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