As HubSpot grew rapidly, it needed a solution that would scale and support its coaching culture. Their current sales and coaching process was not sustainable. With hundreds of salespeople over seven continents, coaching at scale was a huge challenge. HubSpot was trying to solve two big issues: Reduce new rep ramp time and Increase rep productivity. In a pre-Gong world, it was extremely challenging to understand if a new rep was actually learning the material. The same sort of uncertainty existed when it came to new product/feature launches. Salespeople need to get trained quickly, efficiently, and consistently. But it’s tricky to understand how quickly salespeople are adopting the playbooks and sound bites created for new product launches — especially pre-Gong. In fact, there really wasn’t a way to effectively track adoption.

Sendoso, a rapidly growing company, was struggling to analyze its retention data. The Customer Success team wanted to understand what was causing churn and what was driving positive retention numbers. The company's annual contracts meant that a customer lifecycle was long, making it difficult to track what happened during that span that led to a renewal or churn. The reasons for sales and churn had also changed over the years due to the company's rapid growth and scaling. The team was also struggling with inefficient and redundant handoffs from the Account Executive (AE) to the Customer Success (CS) team.

Addepar, a fast-growing wealth management platform, was facing challenges in making the most of their sales leaders’ time. Creating relevant action plans was difficult, and achieving desired results required a lot of coaching time to penetrate cross market segments. The sales leaders were struggling to balance their work responsibilities with their personal lives, and they needed a solution that would allow them to work more efficiently and productively.

Genesys, a company that sells customer experience and contact center technology, was facing challenges in managing its sales process. The sales managers were operating in a world of “guessing and speculating” about where to spend their time and effort for maximum efficiency. They were scaling rapidly, yet struggling to onboard efficiently. The process of preparing for a call was time-consuming and did not scale. Sales managers were heavily involved in every deal, which spread them thin and did not allow them to deep dive into each deal. The process was more about “following fields in the company’s CRM” and then using one-on-one meetings to “add color” to better understand each deal.

Workato, an Enterprise Automation platform, was in a phase of hypergrowth and was relying heavily on anecdotal data for tracking demand generation. This approach was restricting their visibility into the full sales funnel. The sales team was growing rapidly and was looking for a way to scale the team consistently while providing top-notch training and guidance. The uncertainty of relying on anecdotal data was not sitting well with Bhaskar Roy, Head of Growth and Marketing at Workato, whose marketing team is driven by the number of opportunities it generates. The team was ready for a change and was looking for a solution that could provide them with accurate and reliable data.

Plate IQ, a company that provides a complex solution for restaurant Accounts Payable, faced a challenge in onboarding new sales team members. The complexity of their product and the extensive industry knowledge required meant that it often took new hires between 6 to 12 months to reach their optimum performance level. The company sought to improve this onboarding process and decrease the ramp-up time for new hires.

Drift, a conversational marketing platform, was experiencing hypergrowth. With the expansion of its team, product, and customer base, the potential for redundancies and inefficiencies increased. The leadership team was spending countless hours on phone calls with sales reps and prospects, trying to understand what was and was not working. There was no consistency around pitches or coaching new reps. The lack of clarity was not limited to the Sales Team. Drift’s Product Marketing Manager, Daphne Funston, would hear different issues from the customer when they spoke with the CSM and the product team. The Drift team needed a solution quickly.

The Premier Agent Sales team at Zillow Group was facing a new and sudden reality: its entire team was forced into a remote-only environment due to the global pandemic. More urgently, they needed to find a way to pivot their business strategy to meet the needs of an uncertain market. The team was exceeding expectations, performing quite well. The question: “How could that run rate be maintained (or even grow) throughout the pandemic?”

EdgePetrol, a UK-based software company that specialises in fuel price optimisation, was facing challenges in meeting their pipeline goals. Their prospect base was so used to the status quo, they didn’t recognize their situation as problematic, or see a need for a solution. With a global pandemic and an off-kilter economy, EdgePetrol needed new ways to build a highly qualified pipeline and communicate its product’s value so it could close big deals. The company was also transitioning from a field sales team to an inside sales team due to the pandemic, which presented its own set of challenges.

Demandbase, a marketing technology company, was aware of the vast marketplace opportunities available but lacked a reliable method to uncover them. They needed a solution grounded in reality that could identify areas for improvement and growth to generate more revenue. The company was also facing the challenge of integrating the functionality of three new companies it had recently absorbed. This required a collaborative approach and the identification of data that could help increase their Average Contract Value (ACV).

monday.com, a SaaS work management software company, wanted to align its sales reps and go-to-market teams on the company’s new brand messaging. The company also aimed to promote more effective pipeline reviews and one-on-ones, assess whether the new messaging landed well in the market, and uplevel client partnership. The challenge was not just launching a new initiative or making people aware of the behaviors that need to change, but everything that comes after the training and launch, like getting them to adopt and maintain those new behaviors. The new GTM messaging needed to be rolled out across its sales team, its customer success team, and all the remaining employees at monday.com — no small task.

Corporate Traveler’s customer success (CS) team wanted to invest in efficiency as a way to boost its customer adoption and retention rates. During the pandemic, they started using Gong, and have seen their adoption and retention rates improve dramatically. By streamlining their handover system and focusing on an accurate, trackable voice of the customer, Corporate Traveler has leveled up their CS game.

Iron Mountain, a Boston-based enterprise information management firm, had to adjust to a fully remote work environment due to the pandemic. This sudden shift posed several challenges, including onboarding new reps, managing people remotely, and keeping teams aligned. They also needed to understand what was happening in sales calls and which actions to take based on their conversational data. Before implementing Gong, Iron Mountain’s new reps participated in “physical ride-alongs,” sitting beside a seasoned rep, headphones on. In a working-from-home world, this wasn’t possible. Additionally, trying to find the right call to listen to had always been a hit or miss exercise. As a result, they couldn’t target specific behaviors, and that was something they wanted to correct.

Quotient Technology, a leading digital promotions and media technology company, was facing a challenge in understanding the unfiltered voice of its customers and anticipating their needs in a constantly changing market. The company needed a solution that would allow them to gain a more authentic and accurate understanding of their customers' sentiments, enabling them to deliver better outcomes. The challenge was not just about course-correcting after the fact, but about being able to point their services in the right direction from the start. The company was also looking for a way to drive visibility regarding revenue strategy and organizational decision-making.

Kareo, a cloud-based medical technology provider for independent practices, faced two main challenges. Firstly, they had a 'demo problem'. With only three sales engineers conducting almost all product demos for a team of 40 account executives, a backlog of available time slots was created, extending their sales cycle. However, removing the sales engineer from the demo process resulted in a drop in close rates as the account executives were not accustomed to conducting demos themselves. Secondly, Kareo was struggling to accelerate the onboarding ramp time of new sales hires. With several phases of growth from a headcount perspective and more planned, getting new sales hires up to speed on executing their demo playbook was slow. New hires had to wait to shadow their more experienced peers' sales calls or demos, taking months to get enough shadowed demos under their belt to get through the learning curve and off on their own.

Cloudinary’s conversion rate for turning meetings set by SDRs into qualified opportunities used to hover stubbornly around 70%. The SDRs booking the meetings had no visibility into how their meetings played out between the account executive and the prospect. They rarely understood why a meeting they booked was qualified or unqualified. Feedback from the account executive helped, but it was often incomplete, secondhand, or hard to come by. As a result, they had no way to improve their outreach or qualification during their next round of prospecting. Additionally, Garrett was tasked with ramping new SDRs to hit full quota as quickly as possible. That’s a tall order as Cloudinary’s product is highly technical with hundreds of features. It takes a while before SDRs understand the product and its value well enough to speak resonantly with their account list.

Hear.com, a global leader in the hearing aid industry, faced a challenge when their sales numbers dipped during the absence of their VP Sales, Veit Albert. The American sales team had stopped using the 'Why Hear.com?' script on competitive calls that Veit had previously developed. The script was a critical piece of their messaging and its non-compliance led to a decline in sales. The sales consultants had slowly drifted back into old habits during Veit's six-week absence. To address this, Veit and the leadership team decided to launch a call quality training program.

Appen’s Customer Success team was struggling with managing their communication with customers. The team was often engaged in the “fun” game of Telephone, which turned out to be frustrating, inefficient, and often a huge waste of time and effort. There was no way to go back and validate what was actually said in the call. This ended up being a huge pain point for the CSM team. Moreover, the onboarding process for a new CSM was painfully long, taking up to six months. The first three months were reserved for just learning about AI, learning about data labeling, learning about machine learning, and really getting up to speed with the industry. The next three months were spent learning the different use cases on the platform.

Auvik was experiencing rapid growth and the Sales leadership was struggling to scale rep coaching, which was impacting team performance. As they entered a hyper-growth phase, managing a larger team with bigger deals presented new challenges. The SVP of Sales, Rob Auld, recognized the need to improve manager coaching in a scalable way. He also wanted to identify and support key deals to help reps close them and develop skills to become top performers. However, without a tool like Gong, Rob had no way of measuring the quantity or quality of his managers’ coaching. He also lacked visibility into his team’s interactions with prospects and customers.

With the impact of COVID-19, simPRO needed a way to strengthen and develop their new remote sales process. The company was initially structured along geographic lines, with offices operating as independent units. However, they decided to restructure their business units along functional lines, bringing together colleagues from around the world—regardless of location. The pandemic forced them to put these plans on hold. When the lockdowns persisted, they decided to move forward with the reorganisation and invest in their future. They wanted insight into the remote sales process, including intel about their customers’ needs and their reps’ performance.

Aircall, a global, cloud-based call centre and phone system solution, was facing challenges in its sales process. The company's sales world was dominated by hypotheticals and role-play calls, not reality. The lack of data-backed insights made it difficult for the sales team to measure and improve their performance. The company was also struggling with coaching and onboarding new hires. The traditional method of call shadowing was not efficient, and the bank of recorded calls they relied on was not as powerful as they needed. Aircall needed a solution that could provide data-backed insights into their sales calls, improve their coaching and onboarding process, and help them make strategic business decisions.

Filtered, a UK-based learning technology and content company, was seeking ways to grow its revenue and better coach its sales reps. As the company grew, the need for a Revenue Intelligence tool became apparent. The company wanted to focus on its most important accounts and make the most of its pipeline. In early 2020, the Filtered sales team spent a lot of time sharpening its sales skills and methodologies. They implemented a more deliberate and structured sales framework, began running more internal demos, and started a sales book club. However, they needed something more to take their efforts to the next level.

Mintel, a global leader in market research, was facing a challenge in improving their efficiency. With a large portfolio of over 6,000 clients worldwide, it was difficult for them to detect patterns in calls, which delayed improvements to customer service processes. They needed a single tool that could provide guidance based on data from feedback in client calls. The company was also struggling with getting internal teams up to speed with new initiatives, which often resulted in lost or stalled deals. The lack of a tool to review calls meant that the knowledge gap was not being closed quickly enough.

The Customer Success team at Momentive wanted to improve the quality of their customer conversations to enhance sales and customer outcomes. They needed a solution that provided visibility into what customer success managers said during calls and a scoring methodology to keep everyone on track. The global team had to adapt quickly to remote working due to the pandemic, which caused variability in the customer experience. The team needed to ensure that they were having high-quality, outcome-driven conversations with customers, where Momentive acted as a trusted partner.

Rapid7, a cybersecurity firm, was struggling to understand the voice of its customers to win more deals. The majority of its customer interactions were conducted via phone and web meetings, and the leadership team spent a significant amount of time gathering information from these calls to make critical business decisions. However, the information they received was anecdotal and often distorted as it was passed from person to person. This, along with a limited subset of customer interactions, made it nearly impossible to make sound decisions about where to focus their efforts and how to address the market's needs.

Culture Amp, an employee experience platform, was facing challenges due to its continuous growth. The company was at risk of falling behind and encountering circumstances that could cause misalignment within their priorities and processes. As a company working in the cultural space, they needed to stay ahead of evolving trends, especially during the shift to remote work and the onset of the 'great resignation'. The company also faced difficulties in aligning departments towards common goals as it scaled. The larger the organization grew, the more disparate the tasks became, leading to disagreements about priorities. Another challenge was the need to improve deal velocity, a crucial part of company growth. Culture Amp noticed that not all sales calls ended with clear next steps, slowing down their processes.

Gainsight, a platform that aids companies in driving growth through customer-led, product-led, and community-led strategies, was facing the challenge of keeping up with changing market trends. The company needed an intuitive and easy way to surface insights about their prospects and customers. As a large organization with nearly 1,400 global employees, Gainsight required a solution that could be easily adopted across all teams and provide immediate and significant impact. The CEO, Nick Mehta, was looking for a tool that could help him understand the authentic voice of Gainsight prospects and customers, and how market trends impact them and the overall business.

Before the implementation of Gong, Handshake’s forecast information was scattered across various systems, making it difficult to get a comprehensive view of the sales pipeline. Each opportunity had to be individually assessed, which was a time-consuming process. The lack of a unified system led to inefficiencies and inconsistencies in the sales process. The sales team was spending a significant amount of time on low-value tasks such as searching for data in multiple tools and maintaining pipeline hygiene. Poor pipeline hygiene was a common issue, with reps having to open dozens of opportunities, click through multiple fields within each opportunity, change a few bits of information, and save. This process had to be repeated for each opportunity, making it painstakingly slow and inefficient.

Highspot, a sales enablement software company, was faced with the challenge of implementing a new sales methodology. The company wanted to offer a series of trainings to help sales reps understand the messaging and how to use it with clarity and precision. The implementation required managers, sales reps, and marketing to be on the same page about goals and outcomes. They also wanted to monitor what was working and what wasn't throughout the process. The macro-economic environment was shifting, adding pressure on the sellers. Therefore, Highspot needed to make learning light and create a way for their sellers to quickly adapt to the changes.

Influitive, a pioneer in advocate marketing, was in search of a platform that could significantly impact their sales, growth, and customer retention. The company was struggling to find insights that could inform actions leading to substantial improvements. The absence of Gong, a platform they had previously used, left many sales representatives feeling as though they had lost their most productive tool. When Influitive switched to a competitor, they lost the comprehensive view of their sales cycle, from deal health to talk tracks, which had previously helped to streamline work across departments. The alternative solutions did not seem to be designed with the sales representative in mind, leading to a noticeable drop in productivity.