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 是一家领先的数字促销和媒体技术公司，在了解客户未经过滤的声音并在不断变化的市场中预测他们的需求方面面临着挑战。该公司需要一种解决方案，使他们能够更真实、更准确地了解客户的情绪，从而提供更好的结果。挑战不仅在于事后纠正路线，还在于能够从一开始就将他们的服务引向正确的方向。该公司还在寻找一种方法来提高收入战略和组织决策的可见性。

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.

员工体验平台Culture Amp在不断发展的过程中也面临着挑战。该公司面临着落后的风险，并遇到可能导致其优先事项和流程不一致的情况。作为一家在文化领域工作的公司，他们需要保持领先于不断变化的趋势，特别是在转向远程工作和“大辞职”开始期间。随着规模的扩大，该公司在协调各部门实现共同目标方面也面临着困难。组织规模越大，任务就越分散，导致优先事项出现分歧。另一个挑战是需要提高交易速度，这是公司发展的关键部分。 Culture Amp 注意到，并非所有销售电话都以明确的后续步骤结束，从而减慢了流程。

Gainsight 是一个帮助公司通过客户主导、产品主导和社区主导的战略推动增长的平台，它面临着跟上不断变化的市场趋势的挑战。该公司需要一种直观、简单的方法来展现有关其潜在客户和客户的见解。作为一家在全球拥有近 1,400 名员工的大型组织，Gainsight 需要一种能够在所有团队中轻松采用并产生即时重大影响的解决方案。首席执行官 Nick Mehta 正在寻找一种工具，可以帮助他了解 Gainsight 潜在客户和客户的真实声音，以及市场趋势如何影响他们和整体业务。

在实施Gong之前，Handshake的预测信息分散在各个系统中，因此很难全面了解销售渠道。每个机会都必须单独评估，这是一个耗时的过程。缺乏统一的系统导致销售流程效率低下且不一致。销售团队将大量时间花费在低价值任务上，例如在多种工具中搜索数据和维护管道卫生。管道卫生不佳是一个常见问题，销售代表必须打开数十个机会，单击每个机会中的多个字段，更改一些信息，然后保存。每次机会都必须重复这个过程，这使得过程极其缓慢且低效。

Highspot 是一家销售支持软件公司，面临着实施新销售方法的挑战。该公司希望提供一系列培训，帮助销售代表了解信息以及如何清晰、准确地使用信息。实施过程要求经理、销售代表和营销人员就目标和结果达成一致。他们还希望在整个过程中监控哪些内容有效，哪些内容无效。宏观经济环境正在发生变化，增加了卖家的压力。因此，Highspot 需要让学习变得轻松，并为卖家创造一种快速适应变化的方法。

Influitive 是倡导营销领域的先驱，正在寻找一个能够对其销售、增长和客户保留产生重大影响的平台。该公司正在努力寻找可以为导致实质性改进的行动提供信息的见解。之前使用过的Gong平台的缺席，让许多销售代表感觉好像失去了最高效的工具。当 Influitive 转向竞争对手时，他们失去了对销售周期的全面了解，从交易健康状况到谈话轨迹，这以前有助于简化跨部门的工作。替代解决方案的设计似乎没有考虑到销售代表，导致生产力明显下降。