Situation

Citadel is a messaging app for CAC 40 companies (the 40 largest equities listed on the Euronext Paris). It is a startup company of ~100 employees within the larger Thales Group.

 

Pain

The company was going through an intense period of planning and restructuring of their GTM engine.

Laurent Duquesne, Citadel CEO, knew that they needed a scientific sales process to accelerate their growth.

Impact

By undergoing a GTM Diagnostic, Laurent was able to identify the key growth levers that would help them to be successful. From there, they created a custom Sales Playbook to establish and clarify the roles, process and account-based cadences for efficient outreach to target accounts. Training & High Impact Coaching helped cement SPICED as the consistent methodology across Marketing, Sales, and Customer Success.

Situation

Cuebiq was in hyper-growth mode, with lots of opportunity in front of them. They were in the process of moving from a SaaS model to a PaaS (platform-as-a-service) model, and knew that they needed to make several big changes in order to make this transition a successful one.

 

Pain

A Diagnostic revealed several areas that needed to be addressed for the successful transition to a PaaS model: their pricing model needed to be adjusted to align with the new level of value they were providing, their sales team needed to be trained on enterprise-level skills, and their marketing efforts needed to be adjusted, as their inbound marketing machine would not sustain their future growth goals.

 

Impact

The first step was to roll out the foundational SPICED framework across the team; after implementing this directly in their Salesforce instance, they were able to ensure that they entire team was following the customer-centric process. Next, the Cuebiq sales team was trained on enterprise-level skills, which equipped them to sign enterprise-level deals on their new pricing model. They also were able to make the successful transition from an inbound marketing model, to marketing efforts focused entirely on targeted account-based marketing. All of these efforts led to the successful transition to selling PaaS, along with shortening their sales cycle from 6+ months down to 3 months even while switching to a more complex sale.

Situation

RingCentral, a global distributor of cloud-unified communications and collaboration solutions, offers its users with technology services. Chris Waldo, VP of Field and Account Based Marketing, was looking to drive more pipeline and more highly qualified leads into their pipeline.

 

Pain

A Diagnostic revealed a few key gaps: BDRs were not receiving any training focused specifically on prospecting, they did not have a clear process to follow, and they were focused only on volume metrics, leading to low quality leads that were being passed to and ultimately rejected by the AEs.

 

Impact

After defining new processes and addressing skill gaps with training and coaching, Chris was able to identify a lift of 33% in pipeline across the team of 50 BDRs.
The BDRs were certified on both inbound and outbound prospecting skills, and they now had a process and custom playbooks to follow with turn-by-turn directions. All of this was integrated into their enablement platforms to maximize adoption and make it part of their daily workflow.

Situation

While preparing for IPO, the Revenue team at Asana was seeing exciting growth in their revenue.

 

Pain

Leadership knew that they needed to prepare for the next phase of growth. Their CRO, Oliver Jay, recognized that their siloed structure, lack of a consistent sales methodology, and gaps in foundational skills needed to be solved in order to set up for future success.

 

Impact

By putting in place foundational skills and methodologies via a Training Academy, sales reps now had a clear sales process to follow, learned how to structure their limited time for efficiency, and learned new skills to fill their knowledge gaps.

Sales managers learned how to create a coaching environment across the sales floor, where peers could hold themselves accountable to the process. These foundations set up the Revenue team to use a consistent language and process, and were well prepared for meeting future growth expectations as a public company.

Situation

Logi had a hungry sales team with many reps who were early in their careers. Leading up to the release of the new version of their product, they wanted to optimize the field and get ready for a big growth push, while also focusing on expansion within their existing customer base.

 

Pain

A GTM Diagnostic uncovered some process gaps and skill deficiencies with the team. They began to redesign their sales process and launch the concept of ‘growth pods’ focused on expansion revenue. New process playbooks were designed to give turn-by-turn directions to all of their customer-facing roles (MDR, SDR, ADR, AE, SAM, and CSM).

 

Impact

With a newly defined sales process and growth pods in place to focus on existing accounts, the sales and CS teams were now able to all work according to the same operating system and language. Training and High Impact Coaching armed the team with clear guidance and elevated skills and techniques to be well positioned for their new product release.

Logi Analytics was ultimately acquired after more than doubling their close rate from 11% to 25% in 4 quarters.

Situation

MURAL had a rapidly growing sales team, with one large Fortune 500 customer, and was looking for ways to predictably grow into additional enterprise accounts from historically product-led growth. Then COVID hit; with so many companies now working remotely, they suddenly couldn’t fill orders fast enough.

Pain

The Revenue team had no consistent sales process, difficulty getting their programs to be adopted by enterprise sales team, and lacked a cohesive operating model to serve the enterprise.

Impact

After implementing new processes and training, MURAL was able to achieve a shorter sales cycle, increase their enterprise penetration, and increase their close rates.

The program included defining and implementing a clear sales process, enablement to increase adoption, skills training, cue cards with strong messaging for each persona, and a Salesforce implementation to ensure consistent process adherence across all GTM functions.