How to Sell Digital Products Without Cannibalizing Sales

Launching digital products alongside your existing offers should feel exciting, not scary. With the right product positioning, smart pricing strategy, and thoughtful bundles and upsells, you can add new ebooks, courses, or templates that grow total revenue instead of stealing sales from what’s already working.

In this guide, you’ll learn how to design digital offers that serve different customer segments and buying stages, so each product has a clear role. We’ll talk about mapping your product ladder, avoiding discount traps, using bundles to raise order value, and tracking data to spot real cannibalization early. By the end, you’ll know exactly how to sell digital products without cannibalizing sales.

What does “cannibalizing sales” really mean with digital products?

“Cannibalizing sales” happens when a new digital product does not bring in fresh buyers or extra revenue, but instead makes people choose it instead of something you already sell. Your total income stays flat (or even drops), even though you worked hard to create something new.

With digital products, this often shows up when two offers:

solve the same problem
target the same type of customer
sit at a similar price point

In that case, your new course, ebook, or membership is not expanding your audience. It is just reshuffling where the money comes from inside your own shop.

Simple examples of cannibalization with courses, ebooks, and memberships

Imagine you sell a $197 flagship course on “Start a Freelance Design Business.” It includes video lessons, templates, and a community. Then you launch a $49 ebook called “Start a Freelance Design Business in 30 Days” that covers almost the same steps, just in text.

If most new buyers now grab the ebook and your course sales drop sharply, your ebook is cannibalizing course sales. You did not unlock a new segment. You simply convinced people to buy the cheaper version.

Another example:

You have a $29/month membership with monthly live Q&A and a resource library.
You add a $59 one‑time “All Access Resource Pack” that includes almost all the same templates and checklists.

If new people stop joining the membership and only buy the pack, your membership’s recurring revenue is being eaten by the new product.

Cannibalization is not about products being similar in topic. It is about them being similar enough that buyers see them as substitutes rather than complements.

Signs your new digital offer is stealing sales from the old one

A bit of overlap is normal, but there are clear warning signs that your new digital offer is stealing sales:

Your total revenue stays flat or drops even though the new product launch “looks” successful. You see sales notifications, but your monthly total is not higher than before.
Sales of the old product fall sharply right after launch and never bounce back, even after your promo period ends.
Customer questions show confusion, like “Should I get the ebook or the course? Do I need both?” That means they see them as either/or.
Existing customers feel regret or frustration, for example, course students saying they wish they had waited for the cheaper mini‑course that covers the same thing.
Upsell and cross‑sell rates drop. People who used to buy the course and then upgrade to your membership now stop at the new mid‑priced offer.

If most buyers are choosing the new product instead of the old one, and your overall numbers are not growing, you are likely dealing with cannibalization.

When a little cannibalization is actually okay (and when it’s not)

Some cannibalization is not only okay, it is healthy. It becomes a problem when it hurts profit, long‑term value, or your strategic goals.

Cannibalization can be acceptable when:

You are intentionally replacing or retiring an old product. A new, better version of your course should take sales away from the outdated one.
You are moving buyers into a more profitable or scalable offer. For example, shifting from lots of low‑priced ebooks to a higher‑ticket course that delivers better results and higher margins.
You are testing a new format or price point to learn what your audience actually wants, with a plan to clean up overlaps later.

Cannibalization is not okay when:

Your overall revenue or profit per customer drops and stays lower.
Your flagship or most transformative product loses momentum, making it harder for people to get the full result you promise.
You feel forced to constantly discount or “compete with yourself” just to make sales.

A simple rule of thumb: if a new digital product helps more of the right people get better results and your total revenue trends up over a few months, a bit of cannibalization is fine. If it only shifts money around and weakens your best offers, it is time to rethink the lineup.

Clarify your product ecosystem before you launch anything new

Before you add another course, ebook, or membership, you need a clear picture of your current product ecosystem. Think of it like tidying a closet before buying more clothes. When you know what you already have, who it serves, and how each offer fits together, you can grow revenue instead of accidentally cannibalizing sales. Clear mapping, distinct roles, and intentional pricing are some of the most reliable ways to avoid internal competition between offers.

Map your current digital products and who they’re really for

Start by listing every digital product you sell: courses, ebooks, templates, memberships, workshops, even tiny low-ticket offers. For each one, write down:

Who it is actually attracting right now (not just who you hoped it would attract)
The main problem it solves
The typical starting point of the buyer (beginner, intermediate, advanced)
How long it takes to get a result

Use real data where you can: sales numbers, refund reasons, survey responses, and customer interviews. Modern guidance on avoiding cannibalization stresses clear segmentation and understanding which customer segment each product truly serves, not just the one you wrote in your original plan.

When you see that two products are bought by the same type of person at the same stage, that is your first hint of overlap and potential cannibalization risk.

Spot overlapping promises, features, and price points

Next, compare your offers side by side. Look for:

Similar promises: If two products both claim to be “the complete system to launch your first digital product,” buyers will see them as interchangeable.
Feature duplication: If your membership includes everything from your flagship course, plus calls, why would someone buy the course alone?
Crowded price bands: When several products sit in the same price range, customers default to the “best deal,” which often means your newer or more discounted offer steals sales from the rest. Tiered pricing and clear differentiation are widely recommended to reduce this kind of cannibalization.

Anywhere you find heavy overlap, you either need to reposition, re-scope, or retire something.

Decide each product’s main job in your business (front-end, core, premium)

Finally, give every digital product a clear “job” in your ecosystem:

Front-end offers: Lower-priced, low-friction products that bring new people into your world. Their job is to convert strangers into buyers and build trust.
Core offers: Your main revenue drivers. Usually a flagship course, signature program, or core membership. Most of your marketing should point here.
Premium offers: High-touch or high-depth products for your most committed customers, such as intensives, advanced programs, or VIP memberships.

Research on product portfolios shows that when each offer has a defined role and target segment, you reduce internal competition and make pricing, messaging, and promotion decisions much easier.

Once every product has a clear job, it becomes obvious what you should create next and what would only clutter things up or cannibalize the sales you already have.

How to design digital products that complement, not compete

Create clear levels: starter, intermediate, and advanced offers

Think of your digital products like a path, not a pile. A starter offer is for people who are curious, short on time, or low on budget. It gives quick wins and builds trust: a short workshop, a mini course, or a “quick start” guide.

Your intermediate offer is for people who have tried the basics and want structure, feedback, and deeper results. This is often your main course, a more complete system, or a guided implementation program.

An advanced offer serves buyers who already know, like, and trust you. They want mastery, personalization, or speed. This might be a high-touch group program, a membership with ongoing support, or a premium implementation package.

The key is that each level answers a different question:

Starter: “Is this for me, and can I get a result?”
Intermediate: “How do I do this properly, step by step?”
Advanced: “How do I go further, faster, or bigger?”

When each offer clearly matches a stage of the journey, they naturally complement each other instead of fighting for the same sale.

Change the format, not just the topic (ebook vs course vs membership)

If every product is a course, they will start to blur together. Often, you can avoid cannibalization by changing the format instead of inventing a brand‑new topic.

For example, you might:

Use an ebook or toolkit as a low-priced starter that explains the core concepts.
Offer a course that walks people through implementation with videos, worksheets, and a clear timeline.
Add a membership for ongoing support, updates, and community once they have finished the course.

The content can overlap in theme, but the experience and depth are different. Someone might read the ebook to understand the idea, then buy the course to actually do it, then join the membership to stay consistent. Same big topic, three formats, three reasons to buy.

Make each product solve a different “slice” of the same big problem

A smart digital product ecosystem often circles around one big problem, then breaks it into slices. Instead of three “build your email list” products, you might have:

One focused on getting your first 500 subscribers
One on writing emails that convert subscribers into customers
One on automating and scaling your email system

All three live under the same umbrella, but each solves a specific, clearly defined slice. That way, a buyer can say, “This is exactly where I am stuck,” and choose the right offer.

Ask yourself for every product idea:

What exact outcome does this deliver?
Where is the buyer starting from?
What will they be ready for next?

If two products promise the same outcome to the same person at the same stage, they are competing. If they solve different slices or stages, they stack.

Use bonuses and add-ons instead of whole new standalone products

Not every idea deserves its own full product. Sometimes what you are dreaming up is actually a bonus, add‑on, or upgrade to something you already sell.

You can turn smaller ideas into:

Bonuses that make your main offer more attractive (extra templates, swipe files, or checklists).
Add‑ons that buyers can tack on at checkout, like a review of their work, extra templates, or a short advanced workshop.
Upgrades such as a VIP tier with Q&A calls, audits, or done‑with‑you support.

This approach keeps your catalog clean and focused. Instead of launching a new mini product that steals attention from your core offer, you increase the value and average order size of what already works.

A good rule of thumb: if the idea only makes sense after someone has bought a specific product, it is probably better as a bonus, add‑on, or upgrade to that product, not a separate offer competing for the same buyer.

Smart pricing so your new offer doesn’t undercut your best seller

Smart pricing is about protecting your best seller while giving your new digital product room to shine. You want prices that guide people to the right offer, not numbers that quietly pull buyers away from what already works.

Price anchoring: using premium and budget offers the right way

Price anchoring is simply using one price to make another look more attractive. With digital products, that usually means:

A core offer (your best seller)
A premium offer that is clearly more complete or hands-on
A budget offer that is clearly lighter or more limited

Your premium product should be priced high enough that your best seller feels like a smart, safe middle choice, not the “expensive one.” That might mean adding extras like coaching calls, templates, or done-for-you elements so the higher price feels justified.

Your budget offer should not include everything your core product does. Make it a starter or “sampler” version so people who buy it still have a reason to upgrade later, instead of replacing your main offer forever.

When to use bundles without devaluing your individual products

Bundles work best when they:

Combine complementary products, not near-duplicates
Are framed as a convenience and savings play, not “these are only worth something when together”

A simple rule: the bundle price can be lower than buying everything separately, but each product should still feel worth its solo price. Avoid permanent bundles that make people feel silly for ever buying items individually. Use bundles for launches, promos, or “complete solution” packages, and keep your messaging clear that each piece still stands strong on its own.

Discount strategies that boost revenue instead of shifting it around

Discounts are powerful, but they can easily train people to wait for sales or abandon your higher-value offer. To avoid that:

Discount older or more basic products more often, and keep your best seller’s discounts rare and time-limited.
Use order-value-based discounts (for example, save when you add a second product) so people buy more instead of just paying less.
Tie discounts to specific behavior like joining your list, attending a workshop, or buying within a launch window, so they feel earned, not random.

Be careful with deep discounts on a new product that sits close to your best seller in value. If the cheaper one looks “almost the same,” people will naturally choose it and your main offer will suffer.

Testing prices and tracking what happens to existing product sales

Pricing is never a one-and-done decision. Treat it like an experiment. When you test a new price for a digital product, watch not only that product’s sales, but also:

What happens to your best seller’s units and revenue
Average order value
How many people buy multiple products instead of just one

Change only one thing at a time (for example, raise the new product’s price or add a bundle, but not both at once) and give it a clear test window, like 2 to 4 weeks.

If your new offer’s sales go up but your best seller drops by a similar or larger amount, your pricing is probably cannibalizing. If both grow, or your total revenue and order value rise, your pricing is working together instead of competing.

Positioning and messaging: how to explain each offer clearly

Write product descriptions that show who each offer is (and isn’t) for

A clear product description does two big jobs: it explains the result someone will get, and it helps them decide if this offer is actually for them.

Start with the outcome, not the format. Instead of “This is a 4‑week course,” try “Learn how to book your first 5 freelance clients in 30 days.” Then add a short “who it’s for” line, such as:

“Perfect for beginners who have never pitched a client before.”

To avoid cannibalizing sales, also say who it is not for. Research shows that drawing a boundary like “Not for advanced designers who already have steady clients” can make the right people feel more targeted and confident in their choice.

A simple structure you can reuse:

What it is
The main outcome
Who it’s for
Who it’s not for
What happens next (a short call to action)

Keep the language concrete, benefit focused, and specific to one type of buyer so it does not blur into your other offers.

How to talk about “good, better, best” without confusing buyers

“Good, better, best” works beautifully for digital products, as long as each tier has a clear role. This tiered structure is a classic pricing and positioning strategy where the “good” option is basic, “better” is mid‑range, and “best” is premium with the most features and support.

When you describe your tiers, avoid vague labels like “Standard / Pro / Elite” on their own. Instead, tie each level to a situation:

Good: “For curious beginners who want to test the waters.”
Better: “For committed learners who want a full system and feedback.”
Best: “For serious implementers who want coaching and done‑with‑you support.”

Make it obvious what changes as people move up: depth, access, speed, or support. For example, the topic might stay the same, but the higher tiers add live calls, templates, or personal reviews.

Finally, gently guide people to the middle or top tier by explaining the trade‑offs, not by shaming the lower option. That way, buyers feel informed, not pressured.

Simple copy tweaks to stop people choosing the wrong product

Often, products cannibalize each other because the copy is fuzzy, not because the offers are bad. A few small tweaks can make a big difference:

Name the “best fit” buyer in the first sentence. “If you already sell templates and want to turn them into a full course, this is for you.”
Call out the main constraint. “Best if you have more time than money right now” vs “Best if you want the fastest path and are happy to invest.”
Contrast similar offers side by side. On each page, add a short “Choose this if…” and “Choose that if…” section to compare your own products, so people do not have to guess.
Tighten vague phrases. Swap “high quality, comprehensive course” for specific, sensory language like “step‑by‑step video lessons, worksheets, and real examples you can copy.”

These tiny positioning and messaging shifts help visitors quickly see which digital product fits them best, which reduces refunds, confusion, and accidental cannibalization across your lineup.

Launching a new digital product without tanking your current revenue

Check your numbers before launch: baselines and key metrics

Before you launch a new digital product, lock in a clear baseline. Look at the last 60–90 days and write down, in one place:

Revenue per month
Units sold for each existing product
Average order value
Conversion rate from sales page views to purchases

If you sell courses, ebooks, or memberships, also track where sales come from: email, social, ads, affiliates, or organic search. That way, when you promote the new offer, you can see if sales of your current best sellers drop in the same channels.

For recurring products like memberships, note churn rate and new signups per month. If those suddenly change right after launch, it is a signal your new product might be pulling people away instead of adding new buyers.

You do not need fancy dashboards. A simple spreadsheet with dates, traffic, sales, and revenue by product is enough to spot cannibalization early.

Staggered launches vs all-at-once releases

An all-at-once launch is exciting, but it makes it hard to see what is working. If you promote a new course, a new bundle, and a big discount at the same time, you cannot tell which change affected your existing revenue.

Staggered launches are gentler. You might:

Soft launch to your email list first.
Then add the product to your site navigation.
Later, run paid ads or a big public campaign.

Spacing these steps by a week or two lets you watch how each move affects sales of your current products. If you see a sharp dip after one specific push, you can pause, adjust pricing or messaging, and protect your main income stream.

Using waitlists and beta groups to validate demand first

A waitlist is a low-risk way to test if your new digital product has real demand. Invite people to join a simple interest list and track: signups, click rates, and replies. If only a tiny fraction of your audience cares, you may be about to build something that just steals attention from offers that already sell.

Beta groups go one step further. You sell an early version to a small group at a clear “beta” price in exchange for feedback and testimonials. This helps you:

Confirm people will actually pay
See which features they value most
Catch overlap with existing products before a full launch

If your beta buyers are mostly people who would have bought your current flagship instead, that is a sign to reposition or re-scope the new offer.

What to watch in the first 30–60 days so you can course-correct

The first 30–60 days after launch are your “listening window.” Keep a close eye on:

Sales of the new product vs your previous best seller
Total revenue, not just units sold
Conversion rates on old product pages
Refunds, support tickets, and confused pre-sale questions

If total revenue is flat but buyers are simply choosing the cheaper new thing, you have cannibalization, not growth. You can respond by adjusting price, changing bonuses, or tightening the messaging so each product has a clear role.

Also watch buying paths. Are people buying the new product first, then upgrading, or stopping there? Simple tweaks like adding an upsell, changing the order of offers, or clarifying “who this is for” in your copy can quickly turn a cannibalizing product into a healthy stepping stone in your lineup.

Using bundles, upsells, and downsells the non-cannibalizing way

When a bundle increases total order value instead of replacing sales

A bundle helps instead of hurts when it makes people spend more than they would have on a single product, without discounting so hard that you train everyone to “wait for the bundle.”

A good non‑cannibalizing bundle usually:

Combines complementary products that solve related but different problems (for example, a course plus templates, or an ebook plus a Q&A session).
Is priced higher than your main product, but still feels like a deal compared with buying everything separately.
Is offered at specific moments: during launch, on a thank‑you page, or to your warmest segment, not blasted constantly to your whole list.

If someone would have bought only your core course for 197 dollars, and instead they buy a 247 dollar bundle with the course plus templates, you just increased average order value without stealing a sale. Cannibalization happens when people who would have bought two separate products now only buy the cheaper bundle, or when the bundle becomes the “default” and your individual offers stop selling.

Easy upsell ideas that naturally extend your core product

Upsells work best when they help buyers get faster, easier, or deeper results from what they already bought. Think “same journey, next helpful step,” not “random extra thing.”

Simple upsell ideas for digital products:

Implementation assets: checklists, swipe files, templates, or plug‑and‑play spreadsheets that make your main course or ebook easier to use.
Support and access: group calls, office hours, feedback sessions, or a private community layered on top of a self‑paced product.
Advanced layer: a short advanced workshop, bonus module, or “pro” training that builds on the core material.

Place upsells right after checkout or inside your product portal, and keep the message clear: “You already have what you need. This just helps you do it faster / with more support.” That way, the upsell feels like a helpful upgrade, not a bait‑and‑switch.

Helpful downsells that keep people in your world if they say “not yet”

A downsell is your friendly “no worries, here’s a lighter step” option. It should be smaller, simpler, and lower risk than your main offer, while still moving the buyer toward the same big outcome.

Great non‑cannibalizing downsells include:

A mini course or workshop that covers one slice of your full program.
A toolkit or template pack for people who are not ready for coaching or a full course.
A short trial or limited‑time access to a membership instead of the full commitment.

The key is to design downsells for people who genuinely would have walked away. If someone says “not yet” to your 497 dollar course and instead grabs a 49 dollar starter kit, you did not lose a sale; you gained a customer who is now much more likely to upgrade later.

Channel strategy: selling on multiple platforms without competing with yourself

Selling digital products on your own website, marketplaces, and social platforms is smart, but it can quietly cannibalize your sales if you are not intentional. The goal is simple: let each channel do what it does best, while your overall revenue and brand grow instead of fighting itself.

How to differentiate offers across your website, marketplaces, and platforms

Think of each channel as a different “storefront” with its own role. Your website is usually your home base: full catalog, strongest branding, best margins, and the place where you build your email list and long‑term customer relationships. Marketplaces and third‑party platforms are discovery engines: great for reach and validation, but weaker for control and data.

To avoid competing with yourself:

Offer your widest range and most advanced products on your own site, and a curated selection on marketplaces.
Make at least one element exclusive to each channel: a mini product line, a format, or a theme that is only available there.
Match products to the audience of the platform. For example, more visual, impulse‑friendly items on creative marketplaces, and deeper, higher‑ticket offers on your own site or email.

This way, people can discover you anywhere, but they quickly learn that your website is “where the good stuff lives.”

Adjusting features or bonuses by channel instead of slashing prices

Price wars between your own site and marketplaces are a fast track to confusion and lower profits. Instead of undercutting yourself, keep core pricing similar and adjust the value stack by channel.

On your website, you might include:

Extra modules, templates, or advanced lessons
Priority support or office hours
Loyalty points or future‑buyer credits

On a marketplace, you can keep the product more “bare bones” or limit usage rights, while still delivering a great experience.

If you want to run a promotion on a marketplace, try:

Short, clearly time‑boxed sales
Bonus files instead of permanent price cuts
“Marketplace‑only” starter versions that naturally lead people to upgrade on your site later

You protect your main price point, but still give each platform something special to talk about.

Handling coupon sites and affiliates so they don’t steal full-price sales

Coupon sites and affiliates can be powerful traffic drivers, but unmanaged they can train people to never pay full price. The trick is to set clear rules and structure.

A few simple guardrails:

Use unique coupon codes per partner and cap the discount (for example, 10–20 percent, not 50 percent off your flagship).
Make discounts conditional: only on specific products, bundles, or first‑time purchases, and for limited periods.
Give affiliates more than just a coupon. Provide tracked links, swipe copy, and bonuses they can offer that do not rely on deeper and deeper discounts, such as an extra Q&A session or a private template they add as their own bonus.

Finally, communicate clearly on your site that the best overall value is always with you: fastest support, full product range, and member‑only perks. Affiliates and coupon partners then become friendly amplifiers of your brand, not a cheaper alternative to it.

Track and fix cannibalization with simple data habits

Basic metrics that reveal if products are eating each other

To see if your digital products are cannibalizing sales, you do not need fancy dashboards. You just need a few simple metrics you track the same way every month.

Start with unit sales per product. If Product A’s sales drop sharply right after you launch Product B, and your overall traffic and audience size are stable, that is an early hint that Product B might be stealing sales.

Next, watch revenue by product and total revenue. Cannibalization is a problem when a new offer shifts money around instead of growing the pie. If Product B goes up, Product A goes down, and total revenue stays flat, you are probably just moving buyers from one offer to another.

Also track:

Conversion rate per product (sales divided by visits to that sales page)
Average order value (AOV)
Refund rate

If your new product has a great conversion rate but AOV drops or refunds spike, people may be picking the “wrong” product for their needs.

Comparing cohorts: who buys what, and in what order

Cohort comparisons sound technical, but they are simply groups of buyers who share something in common, like the month they joined your list or the first product they bought.

Look at:

First product purchased: Are people who used to start with your flagship course now starting with a cheaper mini-course and never upgrading?
Time between purchases: Do buyers of Product A usually buy Product B within 60 days, but that pattern disappears after you launch Product C?
Upgrade paths: Which products tend to be bought together, and in what order?

Even a basic spreadsheet can show you patterns. If a new offer breaks a healthy upgrade path, it might be cannibalizing the product that used to come next in the sequence.

Small tweaks (price, copy, bonuses) to rescue a cannibalized offer

If you spot cannibalization, you usually do not need to kill a product. Start with light, low-risk tweaks and watch what happens to your metrics over the next few weeks.

Good levers to test:

Price: Move the cannibalized product slightly up or down so the price ladder makes more sense. For example, raise your in-depth course so it clearly sits above a quick-start workshop.
Positioning and copy: Rewrite the headline and bullets to highlight who this product is perfect for and when they should choose it instead of your other offers.
Bonuses and scope: Add or remove bonuses so each product solves a different slice of the problem. You might strip “beginner” content from an advanced course and turn it into a bonus for your starter offer.

After each tweak, go back to your simple metrics: unit sales, revenue per product, total revenue, and conversion rates. When total revenue rises and your products start selling in a clearer pattern again, you have successfully rescued a cannibalized offer.

Examples of product lineups that play nicely together

A simple product ladder for a coach or course creator

Think of a product ladder as a friendly staircase that leads people deeper into your world, one clear step at a time. For a coach or course creator, a simple, non‑cannibalizing lineup might look like this:

Low‑ticket starter: a short workshop replay, mini course, or paid PDF that solves one small, specific problem. It is designed for “curious but cautious” buyers.
Core program: your main course or group program that delivers the full transformation. It includes structure, support, and implementation help that the starter offer does not.
Premium level: 1:1 coaching, a mastermind, or an implementation intensive for people who want speed, personalization, or higher access.

Each step has a different promise, level of support, and price. The starter offer should naturally lead into the core program, and the core program should make the premium level feel like the obvious “next step,” not a substitute.

A digital template shop that adds new items without overlap

In a digital template shop, cannibalization happens when every new template does basically the same job with slightly different colors. A lineup that plays nicely together treats each template as a tool for a different situation.

For example, instead of releasing five nearly identical sales page templates, you might offer:

A launch sales page template for live promotions.
An evergreen sales page template for always‑on funnels.
A low‑ticket offer page for tripwires and tiny products.
A client services page for done‑for‑you offers.

You can still reuse design elements, but the use case and messaging are distinct. That way, a customer can happily buy multiple templates over time because each one fills a new gap in their business instead of replacing the last purchase.

A SaaS or app business layering digital resources on top of the core product

For SaaS and app businesses, the safest way to avoid cannibalizing your main subscription is to treat digital resources as supporting cast, not competing products.

Your core product is the software itself. Around it, you can layer:

Implementation kits: checklists, setup guides, and swipe files that help users get value faster.
Industry‑specific playbooks: for example, “email marketing workflows for coaches” or “onboarding sequences for agencies,” all built to be used inside your app.
Advanced training: live workshops or courses that teach strategy and showcase power‑user features.

These resources should make the software more sticky and more valuable, not offer a way to get the same outcome without using it. When every digital add‑on clearly points back to the core product, you increase retention and expansion revenue instead of quietly eating into your own sales.