Unisys, a global information technology company, faced challenges with its sales training program as the company grew. With over 800 enablement employees worldwide, the company needed to improve its processing tools to provide more robust reporting and role-specific training. The company was using multiple training platforms and manually assigned training, sent reminders, and tracked attendance in Excel spreadsheets. This process was complex and had potential for human error. The Global Enablement team at Unisys wanted to implement a user-friendly online learning platform for onboarding, training and coaching, content development, and reporting. They aimed to reimagine its sales training process, research solutions, and gain leadership buy-in to implement a new online training program.

Juniper Networks has a large and complex portfolio of technical solutions and sells into multiple distinct markets. As a result, its sales team needs to be armed with a lot of information. It is the responsibility of the enablement team to provide competency applications at scale, while maintaining consistency. The company is also passionate about hiring quality talent and retaining employees, so the enablement team seeks to provide the support and resources each individual needs to progress in their career.

Waystar, a leading provider of revenue cycle technologies for healthcare organizations, faced several challenges. The company wanted to reinforce its sales representatives' understanding of a complex, constantly changing industry and improve their product knowledge and sales pitches. The company also aimed to scale enablement for a large, rapidly expanding sales team and reduce reliance on resource-intensive instructor-led training. The company's sales enablement depended heavily on instructor-led training, which meant taking sales reps away from productive activities in the field and into a classroom. The data on training participation was dispersed across multiple spreadsheets and stored in various online repositories. Without objective measures, managers could only fall back on subjective impressions of reps’ sales readiness.

Elmo Motion Control, an Israel-based company that designs, manufactures, and implements comprehensive, field-proven motion control solutions, was facing challenges with its sales enablement function. The company's initial training was based at the company’s headquarters in Israel, requiring new sales reps to travel in from all over the world. This made onboarding complex and difficult as the sales enablement team had to navigate around travel delays, coordinating schedules and speakers, and running the in-person training sessions. The company needed a way to make sales readiness accessible and wanted onboarding to start on day one, not in month two when the new hires could finally make it to HQ. Additionally, communicating effectively with reps in the field was another critical challenge for Elmo. The company was using an enterprise data platform, but it was used mainly as a place to store content and data and was not very effective.

SecureAuth, a provider of flexible and adaptable identity and access management solutions, was facing challenges with its sales enablement process. The process was disjointed, spread across multiple systems, and the content was outdated with no ability to track engagement. The onboarding experience was hands-on, clunky, and time-consuming for the enablement team to manage. This was ineffective for reps and did not reflect the synchronicity being executed in the field. SecureAuth needed to reevaluate how they were going to manage internal enablement to reflect the versatile solution used by customers.

ORCA Life, a market leader in the final expense insurance industry, was facing a significant challenge with agents getting access to training in the field. This issue was further complicated by the onset of the COVID-19 pandemic, which necessitated a quick pivot from face-to-face selling to a telesales model. The company had big expansion plans for 2020, but the pandemic forced them to rethink their entire go-to-market approach. Historically a face-to-face business, ORCA Life trained all new producers in person, followed by ride-alongs with more experienced people to show them how the sales process works. COVID-19 changed this for the ORCA Life team overnight.

Integrace Health, a pharmaceutical company based in Mumbai, India, was facing challenges with its sales readiness platform. The platform was under-utilized and not widely accepted by employees across the sales hierarchy. The company also acquired a new business that was not as mature as other areas of the company, leading to inconsistency in sales enablement initiatives across the organization. Shripad Shukre, Integrace Health’s sales training lead, recognized the need for a standard for uniformity. The company was also dealing with the challenge of integrating a new business focused on women’s health, which was not as sophisticated in its controls and behavior as other parts of the business. This created inconsistency across enablement initiatives in the organization.

Unum, a company that provides access to various benefits through workplaces, was facing several challenges. They had duplication of sales content in multiple locations and manual processes that impacted their ability to track content. Their existing tools were cumbersome to learn and use, and their classroom training was time and resource-consuming. With ambitious growth plans, Unum was in the midst of digitizing their entire enterprise, leveraging technology to take them to the next level and achieve their audacious goals. Specifically, leadership was eager to see how the Unum enablement team could up-level and modernize training and get sales and customer-facing staff up to speed as quickly as possible.

Ola Cabs, one of the world’s largest ridesharing companies, was facing a challenge in onboarding new sales representatives quickly without compromising the quality of training. The company wanted to track training adherence and certify reps based on passing key milestones. They also wanted to measure the quality of training to ensure accuracy. The company was expanding beyond its home network in India to Australia, New Zealand, and the United Kingdom, and needed a solution that could scale with its growth.

Wärtsilä, a global leader in smart technologies and complete lifecycle solutions for the marine and energy markets, was facing a communication bottleneck due to its global operations. The company's sales cycles could run up to five years, and the rapid changes in the marine and energy sectors due to factors like climate change and regulatory requirements made it crucial for the sales teams to stay updated. However, the company's traditional learning management system (LMS) was unable to deliver mobile, instant accessibility, which was necessary for the sales teams to keep up with the industry changes.

When the COVID-19 pandemic hit, CM Group’s entire company shifted to working remotely. This meant they were faced with a challenge they hadn’t experienced before: finding ways to onboard new hires virtually. On top of this, CM Group still had to train and motivate their existing employee base remotely. They had access to multiple enablement platforms but were struggling to streamline them into one consistent process. CM Group’s global enablement team needed to bring all of their brands into one unified readiness platform that all of their employees could use. Two of their brands were already using Lessonly, while another used Mindtickle. When the COVID-19 pandemic began, the quarantine accelerated CM Group’s need to implement Mindtickle for its entire workforce across the globe.

Introhive, the world’s fastest growing AI-powered sales and relationship intelligence platform, faced several challenges due to the COVID-19 pandemic. Despite these challenges, the company maintained its growth pattern. However, it had to scale quickly and streamline its onboarding process without an enablement platform in place. The time-to-first-sale for new hires and overall sales cycles were running longer than expected. Content, including learning paths, was housed in disparate systems and was difficult for sales reps to find and access. These challenges exposed the need for comprehensive enablement to help Introhive engage with and develop their team at scale, while ensuring their success.

PriceLabs, a leading revenue management platform for vacation and short-term rentals, was seeking a solution to record customer calls. The aim was to uncover customers’ sentiment and gain insight into their needs. The product team felt that there were new solutions that weren’t being adequately pitched. Recorded calls would help PriceLabs share feedback with the product team and also help identify where the team was missing the mark on explaining its product. This was particularly important as PriceLabs had doubled its team in the previous six months, and planned to double the team again in the following six months.

PureCars, an automotive software company, was facing challenges with its existing basic learning management system that offered a poor experience for the end user. The Director of Learning and Development at PureCars, Chelsey Moon, was tasked with supporting sales enablement and serving as an advisor across all other departments. She was looking for a robust solution that would not only engage employees but would also drive her efforts to build an entire learning ecosystem. The challenge was to find a solution that offered an exceptional user experience and tools that helped internal collaboration.

Menemsha Group started as a traditional sales training company, hosting live workshops and webinars for its client base of IT recruiting companies. Clients loved the content, but had no way to measure results of the training over time. Beyond the half-, full-, or multi-day session, there was no method for quantifying or certifying knowledge. Additionally, Dan Fisher, Menemsha Group’s founder, needed to re-evaluate his content delivery methods with the goal of being able to scale his business and take on new clients without the drastic additional headcount required for in-person training. He also needed a way to deliver a quantifiable service so that clients engage with him on an ongoing basis, rather than one-and-done training sessions. Menemsha Group reached a point where it was only generating revenue when Fisher and his team were out in front of customers, working around the clock—and burnout was setting in. In an effort to scale the business without increasing work hours, they experimented with different learning management systems (LMS), all of which they found to simply serve as content repositories.

Janssen is a leading pharmaceutical company with a significant presence in India, contributing $900M USD in annual revenue. The company's sales representatives need to have in-depth knowledge of complex product offerings. However, ensuring that the reps always had the necessary training and information was a challenge. The learning and development team, under new leadership, recognized the need to modernize their approach to sales enablement and coaching, with a greater emphasis on digital learning. Before the implementation of Mindtickle, all rep training at Janssen India was conducted face-to-face or via video calls, with no on-demand training available. The material required to train reps was owned by multiple teams: learning and development, marketing, and medical affairs. Any attrition on these teams would lead to a disruption in the training material as well as the training schedule. Sales reps, especially newer ones, struggled to navigate the system to find what they needed.

Data Axle, a leading provider of data, data-driven marketing and real-time business intelligence solutions, was facing challenges in sales readiness. The company was using a homegrown learning system with limited functionality for onboarding and training programs. This was not sufficient to get new sellers ramped up quickly or to ensure all sellers have the training they need to be successful. Additionally, the team lacked visibility into what was happening on sales calls and whether sellers were applying what they learned and best practices. They needed a way to understand what was happening on sales calls and use the insights to deliver effective, personalized coaching that improves outcomes.

Trimble Viewpoint, a leading global provider of integrated software solutions for the construction industry, faced a challenge in onboarding new hires. Prior to 2018, the company did not have a sales onboarding program. New hires would undergo a four-week in-person 'bootcamp,' which was not scalable or repeatable. This process consumed all the time of the sales enablement team, which at the time was just two people. With more than 8,000 clients worldwide and 70 new sellers hired in 2019, Trimble Viewpoint needed a way to scale their sales enablement function.

Aurigo, a global B2B software construction technology company, was facing challenges with its sales enablement and onboarding process due to the growth of its sales team. The existing process was unstructured and lacked visibility into available content and collateral for the Go-To-Market (GTM) teams. The company was struggling to ramp up new representatives faster and prepare them for fieldwork. The enablement ecosystem at Aurigo used ad hoc training videos and content to onboard and educate representatives about the various products at Aurigo. The marketing and sales teams at Aurigo created great content available on Sharepoint, but people weren’t aware of the content and often spent time recreating collateral that already existed. Aurigo’s Business Development Representative (BDR) team was challenged with completing more extensive discovery prior to handing them off to the Account Executives (AEs).

SaaScend, a revenue operations consultancy, was facing challenges in managing, sharing, and tracking sales content. The sales and marketing teams were spending 2-5 hours a week managing, distributing, and answering questions about content. The content was saved in multiple locations, making it difficult for sellers to find it quickly. Moreover, the team lacked visibility into prospects’ engagement and interest during the sales process, as well as into content effectiveness, influence on sales deals, and sales team usage.

PreSales Academy was experiencing growth and an increase in demand. More career changers were applying to the academy, leading PreSales to re-evaluate their current processes for the academy program. The majority of the academy was virtual training sessions that were scheduled at certain dates and times and all students would attend. This posed a bottleneck not only for the students, who have varying schedules and career changes, but also for the trainers and volunteer coaches, who all had to commit time. In addition, PreSales Academy started to notice inconsistency among coaches and how they provided feedback. Coaches would share one large document of feedback with over 10 parameters, becoming overwhelming for students to understand.

Endologix, a global medical devices company, faced challenging market conditions that required highly focused sales training. The process of product knowledge certification was taking too long, delaying revenue. The company's sales enablement was limited, described as an 'army of one'. The company needed to leverage manager coaching to expand sales enablement’s reach. They also needed a better way to deliver content to their reps who are clinical specialists that practically live in hospitals, so they work off their iPads or cell phones.

Appier, a global provider of AI-powered marketing automation software, was facing challenges with its rapidly growing sales teams. The teams needed just-in-time training and frequent knowledge updates. Moreover, the teams were geographically distributed and working in different time zones, making it difficult to monitor enablement without analytics. The company needed a flexible and simple sales enablement solution to address these challenges.

Trimble Viewpoint, a leading global provider of integrated software solutions for the construction industry, faced a challenge in onboarding new hires. Prior to 2018, the company did not have a sales onboarding program. New hires would undergo a four-week in-person 'bootcamp,' which was not scalable or repeatable. This process consumed all the time of the sales enablement team, which at the time was just two people. With more than 8,000 clients worldwide and a growing sales team, Trimble Viewpoint needed a way to scale their sales enablement function.

The company was experiencing rapid growth in its sales team, which necessitated a faster and more efficient onboarding process. However, they had limited resources to support enablement initiatives. The technical nature of their product lines and the diverse learning styles of their team members required a range of training options. Prior to implementing a solution, they had no learning management system or enablement tool in place.

The company was facing challenges in scaling its onboarding process to match its rapid growth. The existing in-person training was not maximizing time or resources and was struggling to deliver consistent training to the remote sales team. The continuous product development meant that the training materials quickly became outdated. The company needed an onboarding program that could scale with the business, provide a solid foundation of scientific knowledge, be accessible on demand by the remote sales team, host a detailed subtype library, be easily updated to match product development, and notify and enable salespeople on new regulatory changes.

The company, a leader in IoT cybersecurity, experienced significant growth after capitalizing on a market shift towards cybersecurity. This growth led to an expansion of their sales organization from 30 sales reps to almost 200. However, this rapid growth presented several challenges. The company needed to increase sales rep productivity and revenue generation to keep up with market demand. They also needed to improve their infrastructure to support sales, including operations, process, and enablement. Furthermore, they needed better forecast accuracy. The sales process had seven stages, but attendance across the stages and adherence to following the engagement model was haphazard. This diminished productivity and efficiency in the sales process and also impacted the business’ forecast accuracy.

Smartsheet, a cloud-based platform used by over 90% of the Fortune 100, was in hyper-growth mode and needed to scale its enablement programs with the company's growth. The company had no formal enablement programs in place when Glenn Clark, Director of Sales Enablement, joined. He built a self-service onboarding program using Smartsheet to host links to content that could be updated in real-time. However, as the company's sales organization was growing rapidly, Glenn wanted to take the onboarding program to the next level. The organization had just rolled out the Challenger Sales Model and a new Smartsheet digital playbook to over 130 salespeople. To ensure this new sales model was adopted and successful, he needed an efficient way for salespeople to record their pitches, for managers to evaluate recordings and provide feedback, and to certify salespeople quickly and at scale.

Infoblox experienced a surge in business during the COVID-19 pandemic as more businesses required their solutions to secure devices on remote networks. As a result, the Infoblox sales organization needed to scale its enablement program and improve rep performance. The team had access to various systems and resources, but they lacked a systematic and interconnected platform that could build knowledge, equip reps with content, and track their field abilities. They also faced challenges in providing user access to different systems for enablement and content. The scattered information across multiple systems could not be analyzed effectively. The team needed a way to consolidate and simplify their tech stack to support their growing business.

In summer 2020, Medallia was ready for a new Learning Management System (LMS). Its current tool was on its way out, and Medallia was ready for a new solution to better support and streamline its sales onboarding process. The company was looking for a tool that offered more functionality than the other tools they were considering. The challenge was to find a solution that could effectively manage the onboarding process for a large company with frequent promotions, new hires, and exits.