Situation
OwnBackup was going through extreme transformation across the organization. They had a rapidly growing sales team – from 125 to 200 by EOY – and a new CRO. The org was in the process of shifting from a single product-focused sales motion to a more strategic platform sale. They were also experiencing rapid revenue growth, with strong tailwinds from the growth of their Salesforce ecosystem and recent transition to the cloud and remote work.
Pain
While such growth was positive, it also caused lots of pain. They realized that their current infrastructure would not properly equip the team to meet their aggressive growth goals and scale. On the Sales side, they were converting opportunities at a high rate, but their infrastructure was not built to sustain this at higher growth rates. Processes suited to fit a smaller company, inadequate data to aid decisions, and growing complexity were preventing them from being able to scale properly. In addition, a lack of bandwidth to implement prevented them from using a consistent methodology, deploying modern training, or implementing the proper workflows into their tech stack across all Revenue teams.
Impact
OwnBackup exceeded their 2021 revenue goal as a company by August 2021 and the majority of their reps hit their numbers in July and August. OwnBackup also raised an additional $450M in funding, saw their average sales cycle lengths decrease, average revenue per deal increase, and overall company churn reduce.
They did this through uncovering issues via a GTM Diagnostic performed by WbD. Shortly after, OwnBackup began the process of co-creating content for their team with WbD. They created SDR and CS playbooks, sales-ready messaging, and personas to enable the entire Revenue team. They also implemented the customer-centric SPICED operating model so that their customers would have a consistent experience throughout their entire customer journey. This operating model unified the organization with a consistent process and language, and equipped each of the teams with tools to assist customers along their buying journeys.
The leadership at OwnBackup then fortified their investment by empowering their front line managers to learn how to become coaches for their teams, and by implementing the SPICED methodology in core systems. The SPICED framework has become so popular with the team that it became a crucial part of OwnBackup’s culture.
Situation
Beck Technology is a software and services company for the architecture, engineering, and construction industry; their suite of software simplifies and manages the estimating process at each phase of construction.
Pain
Their goal was to double revenue from $6M year over year, but their sales team needed more sophisticated skills to drive large enterprise deals ($250K+). Their close rate was 8%, sales cycles ranged from 4 to 231 days, and there were large anomalies in pricing. Sales training with other providers hadn’t yielded any results.
Impact
After designing a modern sales process and applying coaching across the team and leadership to institute a data-driven approach, the VP of Sales and his team was able to close in one quarter $1.8M on a goal of $993K (181% of goal), achieve the biggest revenue quarter in company history, reduce sales cycle from 231 down to 171 days, and identify pipeline for a chance to hit 300% of their goal in subsequent quarters.
Situation
BombBomb creates video messaging software for sales teams, helping their clients build relationships with their customers and prospects via email, text, and social media.
Pain
With roots in the real estate industry, BombBomb was moving into the SaaS space and experiencing a few challenges with the transition, such as limited skills across the team in outbound prospecting and enterprise deals, higher complexity involved in selling a high velocity SMB product across new segments, high churn of client logos, and no clear process to drive account upsell and expansion.
Impact
After standardizing the language and GTM process across Marketing, Sales, and Customer Success, they were able to decrease their sales cycle and implement a consistent operating system across all business units.
They also defined an onboarding playbook for their team, integrated into Salesforce, which drove triple the usage rates from some of their most valuable customers.
Situation
M-Director is an Email Service Provider (ESP) in a highly competitive market. To date, their growth had come primarily from product-led growth, and they were looking to move upmarket from prosumers to SMB and Mid-Market accounts.
Pain
Lead quality from their existing PLG motions / free trials was quite low, leading to several issues throughout the sales process: churn was very high, and they weren’t sure which messaging was resonating with customers. M-Director also didn’t have a clear sales process or consistent data model in place, and were lacking a defined ICP in the new target market that they wanted to go after.
Impact
After defining their new ICP and implementing updated messaging, M-Director saw the quality of their leads and lead conversion quickly improve. In order to enable the transition from PLG to larger accounts, they implemented a demand gen process with defined lead scoring, A/B testing to decrease cost per lead, and a clear sales process with the SPICED framework so that the Sales team could handle prospects in a consistent way, and focus on the right prospects that had a higher chance of converting into paid customers.
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.