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。

Cloudinary, a comprehensive cloud-based image and video management solution provider, faced a challenge in managing its sales team across four international locations in different time zones. The company used multiple conferencing systems like GoToMeeting, join.me, and Skype, making it difficult to record and review sales calls. The lack of visibility into sales conversations was a significant issue, especially for sales team members not sitting in the same office. The company needed a solution that could provide insights into what was working and what needed improvement in reps’ calls.

When Greg Reffner joined Allbound as Director of Sales in 2016, he noticed that the organization's approach to conversations with prospects was flawed. The lack of visibility into sales and customer calls meant that no one realized the extent of the improvement needed. Key sales outcomes were falling short of projections, and Greg attributed this to the mismanagement of sales conversations with prospects. The sales cycle was dragging on for 92 days, win-rates were in single-digit percentages, and deals were stalling in the pipeline. As a result, customer acquisition costs (CAC) were high.

OutSystems, a leading low-code platform for rapid mobile app development, faced a challenge as their sales organization grew. With an increase in headcount, the likelihood of sales reps saying the wrong things on calls increased. This made it difficult to ensure everyone was doing and saying the right things while avoiding things that may damage the sale. Many reps were positioning the product in a way that would help them get a quick one-off service-based sale, but this approach crippled the potential of having a long-term customer that would renew after the initial service. The lack of insight into what was happening on sales calls made it impossible for the sales management team to pinpoint why some reps were struggling, and why others were blowing their numbers away. The only thing they could see is the differences in their numbers. Identifying the causes behind those numbers (or lack thereof) was guesswork.

TouchBistro had built a strong inbound lead generation program. However, converting those leads remained elusive. The SDR team needed to convert more inbound inquiries into sales opportunities, but they didn’t know what was happening during SDR conversations. Paul Snelson, the VP Sales, looked at his CRM data, hoping to understand how he could improve these metrics, but found there wasn’t enough context there to get helpful answers. He felt he couldn’t move the needle without shining a light on what was happening inside his team’s sales conversations.

Ambassador’s sales function is split into two groups: New Business Reps who set appointments and qualify opportunities, and Enterprise Sales Consultants who close deals. High performing New Business Reps are frequently promoted into Enterprise Sales Consultant roles. However, the fact that NBRs typically have less than 2-3 years sales experience creates a couple challenges. Their ramp period is long since they are new to selling complex, unbudgeted solutions, they take upward of 4-6 months to get fully up to speed. Their lack of experience owning the entire sales process and closing deals delays their ramp period. They often level-off as “middle-of-the-road” performers. The lack of experience managing complex sales cycles results in stubborn performance plateaus. In the past, this forced Zach to rely on a few star performing reps to make up for the rest of the team’s “C+” quota attainment.

Before implementing Gong, Drip was struggling with forecast accuracy and understanding the health of their deals. They relied on anecdotes and opinions from its sales team to try to piece together what was truly happening in a deal. This led to spotty CRM data and overall forecast accuracy was a shot in the dark. It was not uncommon for the sales team to be blindsided by slipped or lost deals. They needed a solution that could provide a holistic view of what’s going on in their deals, allowing them to separate opinions from reality.

Diligent, a pioneer in modern governance, was in need of a sales enablement solution to aid its sales representatives in skills development and reinforcement. The company was seeking a tool that could provide powerful insights to infuse knowledge in coaching conversations, ultimately reinforcing the skills of the sellers. Aisha Wallace-Wyche, the Vice President of Global Training and Enablement at Diligent, was tasked with ensuring the commercial teams were equipped with the tools to succeed in their roles. She was responsible for designing and implementing programs based on understanding market dynamics, customer needs, competitive positioning, and product features/benefits. She also oversaw Diligent’s sales enablement tech stack. In the Spring of 2018, Aisha began exploring sales enablement solutions that could help her reps with “skills development and reinforcement.”

Cognism, a rapidly growing sales intelligence company, was facing a challenge of visibility into its sales organization. The company wanted to ensure that all its sales representatives were aligned on messaging and that coaching was actually improving their close rates. However, without visibility into customer conversations, Cognism was missing out on valuable insights that could improve onboarding, coaching, up-skilling, and close rates. The company needed a solution that could provide them with data-backed insights into customer interactions and sales processes.

Sprout Social, a social media management and optimization platform, was looking for a scalable, data-driven way to understand whether its sales teams were adopting new training methodologies, improving deal execution, and creating a seamless experience for prospects and customers. The company was using a call-recording tool that enabled sales managers to listen to calls as they happened, but it lacked visibility, insights, and analytics. Sprout Social wanted a solution that could provide more detailed insights into its sales process, similar to what it does for social media. The company also wanted to track the successful implementation of new sales training methodologies and leverage deal execution capabilities to ensure that deals in the pipeline were on a path to closing.

Uberflip was facing a challenge of lacking momentum due to the absence of data-driven insights across the organization. This was hindering their ability to increase their win rates and strategically align their teams. They were unable to forecast accurately and identify potential risks in their deals. They were also struggling with pipeline health and deal momentum. The lack of visibility into deal health and the inability to identify risks in time was a major obstacle.

Zenefits, a cloud-based SaaS tool for HR teams, was facing a challenge with their early stage conversions falling off after the demo stage. They were unsure why this was happening and needed better information to understand where to focus their efforts to improve their sales reps’ early conversion and win rates. They wanted to dig deeper into their data to uncover opportunities they might be missing at both a macro and a micro level. The company’s sales cycle is parsed out in stages and they needed visibility mid-deal to turn insights into action right away.

Stansberry Research was facing a challenge of accessing the right data at the right moment to swing deals in their favor. They were overwhelmed with information but lacked a platform that could highlight opportunities and provide call reports to solidify their deal strategies. The team needed analysis that went a layer deeper so they could stay one step ahead of clients. They were using random samplings of calls to set a coaching plan, but found that simply reviewing positives and negatives in a few calls didn’t have the impact they wanted.

Docebo initially adopted Gong for call recording and reporting but soon realized the broader potential of Revenue Intelligence. The challenge was to leverage Gong's capabilities beyond its initial use case to enhance coaching, enablement, pipeline reviews, and voice of the customer across their growing teams. As Docebo expanded, they needed a solution that could scale with them and provide insights into best practices, coaching opportunities, and pipeline management. The goal was to integrate Gong into various customer-facing teams to drive efficiency and effectiveness in revenue operations.