6sense

Marathon Health, a nationwide network healthcare solution, was facing significant challenges with their marketing and sales processes. Their go-to-market team was overworked and understaffed, leading to numerous unaddressed inbound requests, ignored accounts, and gaps in their marketing-to-sales qualification process. Their tech stack was outdated and provided limited insights, which resulted in a lack of demand-generation capabilities. The marketing team was primarily focused on creative tasks, while the sales team relied on purchased contact lists and cold calls, often reaching out to customers with no intent to purchase. This inefficient approach resulted in a lengthy and wasteful sales cycle. Furthermore, their tech stack provided a limited view of first-party data, failing to deliver crucial insights needed to reach companies actively seeking a solution. This deficiency in the middle of the funnel meant Marathon Health lacked the resources to contact and nurture thousands of leads.

Code42, a cybersecurity software company, was facing several challenges in generating leads and demand. They had no way of knowing which accounts were in-market and struggled to identify the effectiveness of their display ads. The audience for their LinkedIn display ad audiences based on form-fills was too small to generate a meaningful pipeline impact. The revenue team was dealing with too many leads that didn’t progress down the funnel. Only 2% to 3% of website visitors, the ones filling out forms, were receiving personalized marketing content. The company needed a solution that would help them identify opportunities, not just leads, and build a company culture that broke down silos between marketing and sales.

Aprimo, a company that develops and sells marketing resource management and digital asset management technology, faced a significant challenge after reemerging into the market in 2016. Despite having a history of 20 years and a large customer base, the company had zero brand awareness due to being hidden under a different name for five years. They were essentially operating as a startup, rebuilding their product and transitioning to a SaaS company in the cloud. Everything was new, from analyst relations to their team, their website, and the martech stack they would be using. Additionally, Aprimo was facing stiff competition from industry giants. They were struggling to strategically and surgically execute their marketing tactics due to a lack of prioritization and targeting of accounts that were actually in-market. Their account selection and pipeline acceleration strategies were based on firmographics, ICP, and their sales team's gut reactions, which were not always accurate or effective.

FARO Technologies, a global leader in 3D measurement, imaging, and realization solutions, was facing a significant challenge. Despite its success over 40 years, the company had become too product-centric, with a heavy focus on selling hardware products and not enough emphasis on customer experience. This resulted in a disjointed communication strategy, with customers receiving irrelevant emails and multiple sales reps contacting the same organization. Furthermore, the marketing team was focused on generating large quantities of new leads, often through purchased lists, rather than engaging with genuinely interested accounts. This approach resulted in less than 0.78% of marketing-qualified leads resulting in a sale. Despite 70% of FARO's business coming from repeat customers, 80% of their customers hadn't purchased from them in the past two years. The root of these problems was a lack of an account-level view of existing and potential customers, despite having 22 technologies at their disposal.

Martal Group, a leading lead-generation and sales solution provider, faced a significant challenge during the COVID-19 pandemic. The pandemic altered the landscape of cold outreach, necessitating a shift in Martal Group's sales strategy. The company recognized the need to adopt an account-based marketing (ABM) approach, which involved engaging smaller groups within a single account with more targeted messaging. However, traditional ABM programs often require substantial time and effort to scale, which contradicted Martal Group's commitment to efficiency in terms of time, budget, and tools. As on-demand sales representatives, the tools they use directly impact the results they produce for their clients. Therefore, Martal Group needed an ABM solution that could deliver robust data and revenue without sacrificing time, money, or resources.

Kazoo, now known as Worktango, was facing a significant challenge in the competitive HR platform space. The company had traditionally relied on a 'tonnage' lead-generation approach, which involved collecting email addresses through form-fill gates, sending numerous nurture emails, and making extensive outbound calls. However, this approach was not yielding the desired growth. The company needed to shift its strategy to out-market, rather than outspend, its competitors. The incoming CMO, Casey Carey, recognized the need for a more targeted approach, focusing on buyers early in their journey and on accounts that were the right fit for Kazoo's platform. To achieve this, Kazoo needed intent data to understand buying stages and areas of interest, ensuring that its sales and marketing teams were maximizing their efforts.

As Zendesk aimed to target higher-level accounts in enterprise companies, it faced a significant challenge. The company realized that leads were becoming less relevant in larger B2B purchases, where sales teams had to engage with larger buying committees comprising individuals with varying levels of interest and knowledge. Zendesk needed a solution that would allow them to focus on accounts that would be most receptive to their outreach. They required an account-level view as they moved upmarket and sought to empower their business development representatives (BDRs) to succeed and contribute more effectively.

Auth0, an extensible authentication and authorization platform, faced the challenge of scaling its revenue team’s outreach efforts and prospecting the right accounts, the right people, at the right time, with the right messages. The company needed a solution that would not only help them identify and target the right prospects but also encourage adoption of the new technology among their sales teams. The challenge was to implement a solution that would be embraced by the sales team and would effectively increase the pipeline and average selling price.

BluJay Solutions, an international supply chain solutions provider, was grappling with the challenge of aligning revenue team priorities and efforts across sales and marketing. Their marketing strategy was primarily batch-and-blast, which often proved to be frustrating, inefficient, and expensive, delivering less than stellar results. The company was ready for a new approach. However, BluJay's global presence added a layer of complexity to marketing and sales alignment. The company had revenue teams based throughout the world, often working out of sync in different time zones. This necessitated a solution that could cater to the specific needs of each region while ensuring transparency and consistency across all teams.

Bynder, a leading cloud-based solution for digital content management, faced a challenge in diversifying its pipeline generation and optimizing outbound efforts. Despite having a strong brand recognition in the digital asset management (DAM) market, the company sought to enhance its outbound efforts. They had a database of accounts and understood their total addressable market (TAM), but to set their Business Development Representatives (BDRs) up for success, they needed a better understanding of their prospects’ behavior and buying propensity. The goal was to uncover the behaviors of their Ideal Customer Profile (ICP) to refine their outreach and identify prospects ready to take firm action in the marketplace.

Clari, a revenue platform provider, was facing challenges in reviving closed-lost accounts. The company was already using 6sense, but their revenue team was not leveraging the platform to its full potential. They were using a 'spray and pray' go-to-market strategy, targeting any big brand that came to mind, rather than focusing on logos expressing genuine buying intent. Additionally, the results they were seeing from LinkedIn Advertising had hit a plateau. The team was running multiple campaigns simultaneously, which led to oversaturation of the target audience. The challenge was to optimize the use of 6sense data and capabilities to revive the closed-lost accounts and generate new opportunities.

Florence Healthcare, a provider of clinical trial software used by over 10,000 research sites in 45 countries, faced a significant challenge in expanding its customer base. After successfully working with Pfizer on their COVID-19 mRNA vaccine trials, Florence Healthcare aimed to win more Big Pharma clients. However, their previous marketing approach, which Director of Programmatic Marketing Jenny Bunn described as 'spray and pray', was not sufficient for capturing opportunities like Pfizer. This approach involved building brand awareness with hopefully relevant ads, driving customers to hopefully useful content, and enticing them into hopefully productive conversations. While this strategy had been successful in winning small and midsize customers, a more sophisticated approach was needed to attract larger pharmaceutical companies.

hireEZ, an AI-powered recruitment software company, was facing a significant challenge in their go-to-market strategy. The team was making decisions based on what Senior Growth Manager, Vu Thai, referred to as 'fuzzy data.' The company was investing heavily in ad campaigns and sponsored events, but lacked the necessary tracking to understand how these campaigns resonated with potential buyers. While they were not losing money on paid ads, the return on investment was low. Furthermore, there was a lack of alignment between the marketing and sales teams. hireEZ needed a solution that would provide actionable insights to target their ideal customer profiles (ICPs), clarify customer profile data, and align their marketing and sales teams.

NanaWall Systems, a leading manufacturer of opening glass wall systems, has been using Account-Based Marketing (ABM) strategies for years, even before the term 'ABM' became popular. The company used predictive analytics tools to score opportunities and maintain its industry-leading position. However, as ABM and predictive analytics technologies continued to evolve, NanaWall sought to enhance its competitive edge. The manufacturing industry isn't a significant user of martech, which had been a competitive differentiator for NanaWall. The challenge was to maintain this edge in the face of improving technologies. NanaWall was intrigued by 6sense's ability to combine account fit and engagement scoring, as opposed to other solutions that focused solely on account fit.

OneSourceVirtual (OSV), a global leader in payroll, finance, and HR services, was seeking an end-to-end account engagement platform to enhance their campaign strategies and provide a seamless, personalized customer experience. They aimed to reach out to accounts in-market for their solutions, targeting the right buyer personas through the right channels at the right stage in their buyer journey. However, without the proper technology, executing this full account engagement approach was challenging and nearly impossible to scale and sustain. They needed a solution that could support building complex audience segments for their various targeted campaigns, offer deep granularity in monitoring campaign success, and provide predictive analytics for hyper-personalized sales and marketing efforts.

PTC was in search of a solution that could combine account-intent programs with AI platforms. The goal was to deliver a customer-centric digital experience that provides value-led content at every buyer interaction, leading to pipeline growth. The company has a strong marketing ops team with a 'data-driven everything' mentality. When it came to integrating new solutions into its existing tech stack, PTC invested significant diligence into its research. After thorough evaluations over several months, PTC decided to simultaneously sign contracts with 6sense, Drift, and People.ai.

Qualtrics, a leading experience management platform, has experienced exponential growth over the past two decades. With 5,000 employees and 16,000 customers, the company has become a go-to solution for enhancing customer, employee, product, and brand experiences. However, with this growth came challenges. To continue expanding their customer base with high-impact accounts, Qualtrics needed to use targeted and reproducible approaches. The company was looking for ways to eliminate guesswork and confidently engage the right accounts at the right time. In 2019, they turned to 6sense to scale up. The challenge was to optimize their LinkedIn advertising strategy, suppress weak accounts, and incubate stronger ones.

Qualtrics, a company synonymous with experience management, faced a challenge in optimizing their website for all visitors, particularly target accounts. Despite having traditional channels set up for users to interact with their brand, such as filling out a form on their website or talking to sales via phone or email, they lacked a digital aspect. The team wanted to ensure that no matter the channel, a user could easily get in touch with their sales team. They also aimed to build an incremental pipeline through the website and generate net-new names from website visitors. Simultaneously, they were rolling out a comprehensive account-based marketing (ABM) strategy, aiming to enhance their existing good practices.

Sumo Logic, a cloud-based machine data analytics company, operates in a highly competitive SaaS industry. The total addressable market for cloud and data analytics providers is vast, making differentiation a significant challenge. Sumo Logic identified that aligning its sales and marketing forces would be a key differentiator. Initially, the team planned a phased rollout of the 6sense Account Engagement Platform, with marketing as the first use case. However, they decided on a full revenue team rollout, with sales and marketing working in tandem. The Chief Revenue Officer (CRO) and Chief Marketing Officer (CMO) aimed to use 6sense to foster collaboration across the revenue team. The challenge was to create harmony between the sales and marketing organization, address emergent topics, identify gaps, raise issues, and pinpoint resolutions.

RepTrak, a leading reputation data and insights company, was facing a significant challenge with its marketing efforts. The company had been relying on outdated tactics, a subpar tech stack, and unreliable data. The marketing qualified lead (MQL) was the primary focus, and an MQL was anyone who showed any kind of engagement. However, the sales team was struggling to convert these leads, leading to a lack of trust in the marketing department. RepTrak's VP of Global Marketing, Ali Jawin, was told by CEOs and board members that they viewed marketing as 'dark magic,' where they invested money without understanding where it was going. The company needed to change its approach to regain respect and trust, and to increase pipeline, deal value, and revenue.

UJET, a leading contact center platform, was facing challenges in prioritizing their vast array of accounts due to their status as a rapidly growing startup with multiple ideal customer profiles. The company's sales development representatives (SDRs) were struggling with inconsistent open rates, reply rates, and outbound pipeline due to a lack of account-level insights on the buyers’ journey. The timing of their outreach was often off, and they lacked the necessary tools to track intent, drive awareness, and deliver messages to the right audience at the right time. As Bob Wassell, SDR Director at UJET, put it, they were trying to 'find treasure without a map.'

Vendavo, a pricing management and optimization platform, was facing a significant challenge with lead follow-ups. The company's small team of sales development representatives (SDRs), consisting of five in the U.S. and three in Europe, each with a tenure of around five months, was struggling to engage prospects effectively due to their short tenure. Vendavo's ideal customer profile includes manufacturers and distributors that generate more than $1 billion annually, meaning each SDR had hundreds of contacts to manage. The poor timing on lead follow-ups was resulting in lost revenue opportunities.

Zywave, a leading provider of software for insurance agencies, faced a significant challenge in 2022. The company's 25-year-old customer database was riddled with inconsistencies and obsolete data, a problem that was exacerbated by rapid M&A activity over the past few years. This resulted in a 'dirty' database that hindered CRM hygiene. Additionally, Zywave had multiple Ideal Customer Profiles (ICPs) due to its wide range of solutions, making it difficult to personalize marketing efforts. The company also faced issues with missing website links in Salesforce for over 2,000 active accounts, which were crucial for 6sense intent data. These accounts were assigned to sales representatives, but the lack of accurate data affected the effectiveness of their account-based marketing (ABM) strategy.