(6:28 Q&A Video) “Expansion Growth Begins by Winning Existing Customers”

In this 6:28 video, Atri Chatterjee explains why growth often comes from expanding trusted customer relationships. He shares how companies can introduce new solutions into existing accounts. The discussion highlights the complexity of reaching new internal buyers. It also shows why marketers must think strategically inside accounts.

Many companies chase growth by focusing almost entirely on new customer acquisition. While new logos matter, they often overlook the fastest source of revenue already within reach. Existing customers already know the brand, understand the product, and have an established relationship. That creates a strong foundation for expansion.

Atri Chatterjee, Chief Marketing Officer at DigiCert, explains that growth inside current accounts still requires a real strategy. One department may trust your company, while another may have no connection to it at all. Expansion is not automatic. It requires teams to earn credibility again, show clear value, and approach each buying group with purpose.

“You have to show them why your product is going to be useful to them and what value it gives them. You can build on that foundation of your experience and what you’ve done with the customers. Even when you were landing and expanding in a small company, you needed to be able to have customers talk about what value they’ve seen, and you had to cross the chasm with them, too.” – Atri Chatterjee

To learn more, watch the 6:28 video or read the article below.

To catch the full interview with Atri on “Voice of the Customer: The Overlooked Engine Behind Scalable Growth,” CLICK HERE.

Article: "Expansion Growth Begins by Winning Existing Customers”

This article is based on an interview with Atri Chatterjee, Chief Marketing Officer at DigiCert

Trust in One Team Does Not Equal Enterprise Trust

Many companies assume success with one department creates easy access across the rest of the enterprise. In reality, each team has different priorities, budgets, systems, and decision makers. A strong relationship in one area does not automatically open doors elsewhere.

Atri makes this clear when he says, “In big companies, in enterprises, that’s not easy. Just because you’re talking to a person in this particular section of the enterprise doesn’t mean you’ve got an inroad into the other one.” That insight resets expectations for revenue teams trying to expand current accounts.

He also adds, “In some sense, it’s a way of accounting. It’s like account-based marketing techniques that have to be used except you’re using it within your own customer base.” Strong companies treat internal expansion like a new market entry. They map stakeholders, understand needs, and build trust one group at a time.

Use Existing Success as Proof, Not Assumption

A current customer relationship still creates a major advantage. Positive experiences, strong uptime, dependable service, and successful delivery serve as proof points that can help start conversations with other stakeholders within the account.

Atri explains this well when he says, “It really helps when you know Jane is your first customer already using you for several years on their public website, and Jane says, you know what? This thing has never gone down. I’ve always been completely satisfied with this.” That type of endorsement carries real weight.

He continues, “It’s nice to know that, hey, these guys have a great reputation, we’ve got a great reputation. So that’s one part of it.” Existing trust should be used as leverage, but not as entitlement. It earns attention, starts conversations, and lowers resistance, yet teams still need to prove new value.

Expansion Requires New Value for New Buyers

Every internal buyer evaluates decisions differently. One leader may care about security. Another may focus on operational efficiency. Another may be measured on financial outcomes. That is why expansion messaging must be tailored to each audience.

Atri says, “If you are going to sell to people in IT who are building software, you have to show them why your software trust manager product is gonna be useful to them and what value it gives them.” This highlights a key principle of account growth. Buyers need relevance before they move forward.

He also explains the value clearly, saying, “The ability to like, make sure that software is safe, make sure it can’t get penetrated, can’t get you know, malware in there.” Expansion succeeds when teams connect product strengths to the priorities of each new stakeholder.

Conclusion

Existing customers are often the most overlooked source of scalable growth. They already know your brand and have direct experience with your delivery. That creates a strong foundation, but it does not remove the need to win new buyers inside the account.

Companies that treat expansion as a strategic go-to-market motion outperform those that treat it as an automatic upsell. As Atri Chatterjee shows, sustainable growth comes from combining trust, proof, and tailored value across every stakeholder group.

ELEVATING CONTENT MARKETING STANDARDS RAISES A CRUCIAL QUESTION:
Why shouldn’t the very act of creating thought leadership content also spark new conversations with in-pipeline deals, top prospects, and high-priority customers for revenue expansion? Or serve as the cornerstone for learning and applying voice-of-customer strategies? That’s the power of ABM Podcasting—engaging B2B buyers and customers in meaningful conversations that uncover essential go-to-market insights, support long sales cycles, reinforce your market perspective, build peer-level trust, and dismantle objections that kill deals.

Steven MacDonald

Steven MacDonald is the founder of Content Strategies, CEO of a MarTech SaaS Company, fractional CMO consulting with leading B2B companies and former Director of Strategy and Client Service at top ten digital marketing agencies.

Follow Steve on LinkedIn.

Steven MacDonald

Follow Steve on LinkedIn.