1Password hired a former CSO not to pitch its product, but to embed within the CISO community and 'agitate' for the problems their new category solves. This foments frustration about unsolved pains, creating demand for a solution before one is even presented.
Even as the established leader in password management, 1Password is creating a new category ('Extended Access Management') to fuel its next phase of growth. This proactive strategy prevents stagnation and allows them to define the future rather than just defending their current position.
1Password's CMO reframes the role as being the 'Chief Markets Officer.' Their primary responsibility is to find or create a market where the company holds an insurmountable advantage, even if it requires steering the entire business toward a new category to become number one.
Over-indexing on data and attribution can cause marketers to neglect brand building and buyer psychology. While data is necessary, it cannot manufacture the 'hotness' of a sought-after brand or category, which is essential for escaping the daily grind of fighting for every single lead.
C-suite security buyers avoid being the first to adopt a new technology (too risky) or the last (professional negligence). They move as a tightly packed herd. Marketing to this group should focus on manufacturing community-wide consensus to trigger a rapid, mass shift in purchasing priorities.
1Password's sponsorship of the President's Cup was a brand positioning play. Placing its logo alongside legacy sponsors like BMW and Accenture instantly elevates its status, framing it as an undeniable, enterprise-grade leader in the minds of buyers and forcing competitors to be seen as second-tier.
In the early 2000s, the primary sales objection to SaaS wasn't security, but convincing customers to abandon bespoke, on-premise solutions. This highlights how adoption barriers evolve; what's a major concern today (e.g., security, AI data privacy) wasn't always the top issue.
Companies with both consumer and business audiences can justify high-cost sponsorships by finding events where both personas are present. 1Password's golf sponsorship worked because their B2B buyer (the 1%) and their B2C buyer (the other 99%) were both in the audience, ensuring no wasted impressions.
1Password's GTM for its new category is a phased approach that minimizes risk. They first cross-sell into their 150,000 delighted B2B customers and upsell high-intent inbound leads. Only after validating the offering with this warm audience do they pursue expensive, net-new demand generation.