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.

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。

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.

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.

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.

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.

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.

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).

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.

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.

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.

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.

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。

Isos Technology 是一家领先的 IT 服务和咨询公司，在管理其销售业务方面面临着重大挑战。市场上可用的技术解决方案众多，导致混乱和效率低下。该公司的数字销售总监 Lia Wood 正在寻找一种单一、全面的工具来简化他们的工作，使他们能够专注于最重要的事情。我们面临的挑战是找到一种解决方案，可以减少多任务处理的需要，从而使销售团队能够更加专注于他们的任务。理想的解决方案还需要提供一个用于有效入职、辅导和数据驱动反馈的平台。

Proposify 是一家提案软件公司，在管理销售周期方面面临着重大挑战。有关交易的信息分散在多个平台上，包括 Salesforce、Gmail 和 Chorus。缺乏统一的观点导致预测困难，导致每月数据不可预测，收入调整不佳。该团队经常不得不依赖直觉而不是硬数据，这使得他们的预测不可靠。此外，该公司还使用录音软件 Chorus 来帮助经理指导代表的通话，这要求他们从多个来源寻找信息。这使得改进通话变得困难，并且将通话和预测辅导分开，导致缺乏责任感和不断出现超出预测的情况。

SoftServe 是一家数字咨询公司，由于缺乏易于访问的数据而面临运营效率低下的问题。该公司的团队位于乌克兰，在充满挑战的环境下运营，因此生产力成为一个关键因素。一个重要的问题是团队之间缺乏协调，导致服务之间存在差距。该公司复杂的销售流程也是一个问题，因为它需要更加无缝的方法。由于缺乏数据，无法证明重组的必要性或确定需要立即关注的领域。此外，由于缺乏必要的信息，该公司难以维持生产力。

Sparrow 是一家成立于 2018 年的旧金山初创公司，在管理和优化销售和营销流程方面面临着重大挑战。该公司专门从事员工休假管理，但由于缺乏记录或分析员工谈话的系统而陷入困境。这导致团队花费宝贵的时间来回顾和重新安排会议，以确保所有成员都能参加。该公司还面临着保持销售团队更新和培训的挑战，特别是在产品和业务不断发展的快节奏初创环境中。事实证明，召开会议、手工记笔记和安排后续会议的传统方法效率低下且耗时。

Tackle.io 是一个零工程平台，提供上市解决方案，帮助 B2B 软件公司通过云建立、运营和扩大销售规模，该平台在预测方面面临着重大挑战。该公司每周花费 10 多个小时执行预测任务，其中包括浏览电子表格、拼凑数据以及与销售领导和销售代表进行无休止的对话。这不仅耗时而且效率低下。该公司的销售领导者专注于一对一的预测，从而占用了宝贵的领导和辅导时间。这开始给公司的销售副总裁 Jeramee Waldum 带来压力，他正在努力建立一个不属于超高压模式的销售组织。

Tinuiti 是一家领先的广告和公共关系公司，其手动销售流程面临着重大挑战。该公司几乎没有分析或数据支持的见解来支持其销售运营。他们拥有的数据往往不足，而且不是可以推动其增长的“正确”数据。该公司正在努力寻找交叉销售机会，并且迫切需要一种可以帮助他们实现规模增长的解决方案。销售过程漫长而复杂，公司需要一种方法来捕获、存储并确保快速、准确地搜索销售信息。缺乏有效的系统阻碍了它们的成长和进化。

Clearbit 需要一种方法来获取客户的声音和数据，以便更好地为围绕其业务保留目标的决策提供信息。

ComplyAdvantage 需要更有效地招募新员工，同时快速扩张。

在 Kong Forecast 之前，Crayon 必须跟踪多个来源的交易信息并将其放入 Google 表格中。这个过程很乏味，而且他们对自己的预测缺乏信心。