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MASTERCLASS @ A GLANCE

INTRO TO REVENUE SUCCESS

THE ‘3 PILLARS’ APPROACH

CASE WORKSHOPS

LIGHTNING ROUND

HAPPY HOUR

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LIGHTNING ROUND DETAILS

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LIGHTNING ROUND PRESENTATIONS People Success by InsideView

Deal Success by ThoughtSpot

Two Sides of Gong by Gong.io

Strategy Success by Hired

People and Deal Success by Tray.io

Presenting: A New Way to Run Pipeline by Gong.io

Q&A with Panel

STATE OF REVENUE

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INTRODUCTION

Notes

INTRO TO 3 PILLARS

PEOPLE SUCCESS DEAL SUCCESS STRATEGY SUCCESS

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MASTERCLASS CASE WORKSHOP

I. PEOPLE SUCCESS CASE

II. DEAL SUCCESS CASE

III. STRATEGY SUCCESS CASE

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INTRODUCTION

What is it?

Inside, are 3 real businesses cases inspired by our clients. Think of this as an MBA class for revenue leaders. Each case has a central theme - the business is facing a challenge. You will collaborate with your peers in small teams to:

● Determine what information is most relevant from the case brief● Build a hypothesis around what could be causing the challenge● Suggest a strategy for the company to tackle the challenge

You will work with a facilitator who is a Gong expert, who can help answer any questions and provide guidance. You will then crowdsource the best ideas from your case track and present to the others.

Who is this for?

Sales and Customer Success leaders from growth companies who can think strategically and drive business results. You want your company to win "unfair share" of the market and can coordinate people, process and tools to make it happen.

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PEOPLE SUCCESS CASE

TYPE REGION ANALYSIS INDUSTRY TIME

T.R.A.I.T. PROFILE: WIZER INDUSTRIES

PEOPLE SUCCESS USA ONBOARDING TRUCKING TECH 20 MINS

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CASE BRIEF

Claire is the newly hired Director of Sales Enablement at Wizer, a Boston-based trucking logistics software company. Wizer brought Claire on for her expertise (and outstanding reputation) in creating programs that ramp newly hired sales reps efficiently and effectively.

Trucking logistics software is a fairly niche market, but it has a broad geographical customer base in the US. Today, the company has a fairly transactional sales cycle, with the average time to close hovering around 45 days.

Wizer’s sales team is growing rapidly right now due to high demand that’s resulting, in part, from new regulations. While this is a great opportunity for the company, they’re struggling to take advantage of it. Upwards of 60% of its revenue teams (sales reps and SDRs) have been at the company for less than eight months. The average sales rep has about 2.5 years of sales experience and about 40% have prior industry experience. [Continued →]

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CASE BRIEF

The team’s current sales onboarding consists of two main activities:

● Live shadowing six calls with a tenured sales rep on the floor● Role playing a few scenarios with managers and sales enablement

The time-to-value for these new reps (measured as time to their first closed-won deal) is longer than the company had hoped for, and it’s also noticing longer sales cycles than normal. Sales leadership noticed that three reps consistently hit 150+% of their quota each quarter, while everyone else hovers around 70% attainment.

[Continued →]

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CASE BRIEF

They are looking to Claire and have asked her to help the team:

● Reduce the time to value for new sales reps ● Help close the quota attainment gap between their A-players and the rest

of the sales team

The company has a short window of opportunity to capitalize on the new regulations before competitors flood the market, so Claire is feeling a bit overwhelmed by the urgency of the task at hand. She’s not sure where to start.

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CASE QUESTIONS

QUESTION 1From an enablement perspective, identify a couple of potential issues causing new hires to miss their ramp

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QUESTION 2How would you validate your hypotheses from the previous step?

CASE QUESTIONS

QUESTION 3Based on the potential issues, how would you go about solving for them?

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STRETCH GOALPresent 1-2 ideas on specific ‘plays’ you would run using a platform like Gong

ADDITIONAL NOTES

QUESTIONS

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DEAL SUCCESS CASE


DEAL SUCCESS USA FORECASTING SOFTWARE 20 MINS

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T.R.A.I.T. PROFILE: AVIATO INC.

Aviato is a B2B project management software company based in Cincinnati. It helps companies manage their internal workflows.

Serena is Aviato’s Sales Director. Unfortunately, her forecast has been off by approximately 30% for three consecutive quarters. It’s the middle of the company’s fiscal year and she’s under pressure to tighten her forecasts prior to an end-of-year board meeting. She has two quarters left to make it work.

The good news is that Aviato still has tons of what made it great in the first place — an innovative approach and exceptional agility. Its outstanding customer service has earned it a very high net promoter score, especially when compared with the larger players it faces in the sector.

CASE BRIEF

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20% of Aviato’s sales reps have workflow management backgrounds but are new to Sales. The other 80% are veteran sellers but new to workflow management. Everyone is playing catch up on something. And that’s not ideal when the company is going up against much larger players.

Their current sales process (once a lead is qualified by an SDR) is laid out in Figure 1 (next page).

An average sales cycle lasts 13 weeks, which includes a proof of concept pilot that’s ideally 14 days long. The actual length of the pilot varies wildly, taking anywhere from one to seven weeks.

CASE BRIEF

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Fig 1: Sales stages and conversion

CASE BRIEF

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# Stage Conversion To Next Stage

1 Discovery 23%

2 Demo 12%

3 Proof of Concept / Pilot 71%

4 Negotiations 66%

5 Closed Won / Lost -

The sales team does have one major point in its favor right now — a capable tech stack. They use a phone dialer for BDRs, Zoom for web conferencing, Salesforce for CRM, and Gong for revenue intelligence. That means they have:

● Access to one year of their past call recordings from all sales teams● An ability to track and search emails and call conversations going forward● Integrations that sync their CRM, web conferencing and revenue intelligence

data

Where the team will land remains to be seen, but it’s critical that Serena figure it out. Quickly. She has very little time to get her forecasting onto solid ground.

CASE BRIEF

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CASE QUESTIONS

From a sales pipeline perspective, identify a couple of issues causing Serena to miss her forecasts?

Based on the issues identified, what approach would you take to understand what’s happening in the problematic parts of the pipeline?

QUESTION 1

QUESTION 2

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CASE QUESTIONS

Provide a few hypotheses on what you think could be causing those issues

Based on one of those hypotheses, build a strategy on how you would tackle this

QUESTION 3

QUESTION 4

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ADDITIONAL NOTES

QUESTIONS

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STRATEGY SUCCESS CASE


STRATEGY SUCCESS USA COMPETITION CRM SOFTWARE 20 MINS

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T.R.A.I.T. PROFILE: ELEVEN O

ElevenO is a well-established B2B client relationship management (CRM) and marketing software firm operating in 22 countries around the globe. Its main customers are small and medium-sized businesses (SMBs) and they operate in a crowded space with several vendors.

The company has 2,000 employees that support 10,000 SMB clients with 500,000 users globally. Currently, its sales organization (300 employees) covering various roles.

Historically, the company has faced competitive pressure from other SMB vendors. Now there is a new threat as Gorillaz (a massive CRM vendor) who traditionally sold to a larger customer segment is starting to challenge ElevenO in the SMB segment.

Additionally, ElevenO is facing new potential competition from smaller, “freemium” players who are expanding their products from simple email marketing to a more comprehensive solution for SMB clients. [Continued →]

CASE BRIEF

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While doing a business deep dive, leadership identified a few key strengths:

● ElevenO is in a comfortable financial position and can afford to make long-term bets

● The team’s strong culture of collaboration, feedback and coaching, and that has helped them climb to where they are today

There’s one more thing playing in their favor: ElevenO has an updated revenue tech stack - strong marketing automation tools (their own), a CRM (their own), dialers and web conferencing. Recently, they also purchased a revenue intelligence software that enables them to:

● Access to one year of their past call recordings from all sales teams globally● An ability to track and search emails and call conversations going forward

[Continued →]

CASE BRIEF

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That said, there’s a narrow window for strategic readiness. ElevenO needs to assess:

1. What Gorillaz might bring to the market and how they will position against ElevenO

2. The legitimacy of the threat that the lower-market competitors present

The executive team wants to get a handle on these so they can respond to threats appropriately. There are internal rumors that leadership is thinking of rolling out go-to-market messaging that ElevenO is the “power wheel for business”, not just a marketing tool. It’s one step among many that the company could take to align its strategy with real-world challenges. But how it will roll it out to their distributed sales force remains unclear.

CASE BRIEF

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CASE QUESTIONS

Summarize the biggest threats facing ElevenO

How would you go about validating these threats?

QUESTION 1

QUESTION 2

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CASE QUESTIONS

Provide a few hypotheses on how to address the threats

How would you implement and measure the success of some of your solutions?

QUESTION 3

STRETCH GOAL

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ADDITIONAL NOTES

QUESTIONS

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RECIPE LAB by

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INTRODUCTION

What is it?

Gong Recipes have been cooked up by our favorite customers! These are specific ‘plays’ you can run to tackle any area of the revenue pipeline your team is struggling with. Learn what other companies are doing, experiment with the recipes and find what works for you!

Who is this for?

Revenue teams that collaborate tightly to win the “unfair share” of their market. Multiple teams come together to bring these recipes to life - Sales Leadership, Managers and Reps, Enablement, Revenue ops and Customer Success. How will you make these your own?

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RECIPE #01:

Use ‘Virtual Call Shadowing’ to speed up rep ramp time

RECIPE

Onboard New Reps 3X Faster

1. Build framework of Library folder (one for each stage of your

cycle)

2. Have existing reps submit their best discovery, demos, and

negotiation calls

3. Assign new reps to listen to calls

4. Ask them to add a comment with @yourname and reflect

on what went well / could be improved on each call

5 Library Folders

20 Good + Bad Sales Calls

Prep Time:

~1 week to populate calls

~20 hours of listening for new

reps

RECIPEINGREDIENTS

Questions on how to implement in Gong? Reach out your CSM or support team and we’d be more than happy to help!32

RECIPE #02:

Make sure deals in each stage have a ‘Next Step’

Stop Deals from Slipping Through

1. Filter all calls where ‘Next Step’ tracker did not appear and

Stage = [your problem stage]

2. Save search as “No Next Step”

3. Create e-mail alert to be notified when calls match this

criteria

4. Bring up this list on your 1:1s to review

INGREDIENTS

1 ‘Next Steps’ Tracker (comes default)

1 Saved Search

1 Email Alert

Time:

12 Mins to prep

Weekly 1:1s to review

RECIPE


Here’s the proof!

RECIPE #02:

Make sure deals in each stage have a ‘Next Step’

Stop Deals from Slipping Through

1. Filter all calls where ‘Next Step’ tracker did not appear and

Stage = [your problem stage]

2. Save search as “No Next Step”

3. Create e-mail alert to be notified when calls match this

criteria

4. Bring up this list on your 1:1s to review

INGREDIENTS

1 ‘Next Steps’ Tracker (comes default)

1 Saved Search

1 Email Alert

Prep Time:

12 Mins to prep

Weekly 1:1s to review

RECIPE


RECIPE #03:

Find out when competitors are mentioned in late stage deals - a sign that the deal may be in trouble

Kill Competitor Threats Early

1. Create a Competitor Tracker

2. Filter all calls where ‘Competitor’ tracker appears and Stage

= Negotiation

3. Save search as “Competitor Late Stage”

4. Create a Slack integration to send snippets from that call

into a #competiton channel

5. Monitor closely and review in 1:1s as needed

INGREDIENTS

1 ‘Competitor’ Tracker

1 Saved Search

1 Slack Integration

Prep Time:

40 Mins to prep

Weekly 1:1s to serve

RECIPE


RECIPE #04:

1. Create a ‘New Initiative’ Trackers with main

keywords

2. Go to Stats for Trackers under Stats

3. Review adoption across individual reps and over

time

Track whether reps are using language around new your pricing, or competitor pitch

Track Roll Outs of New Initiatives

Time: 20 minutes

INGREDIENTS

1 ‘New Initiative’ Tracker

1 Saved Search

1 Stats for Tracker Report

Prep Time:

20 Mins to prep


RECIPE


RECIPE #05:

1. Create product related trackers and hashtags

2. Ask CSMs to tag calls where customers give

feedback or make product requests

3. Product Teams can search hashtags and trackers

and analyze which ones come up most often

4. Filter by Opportunity Amt to see which ones are

tied to most revenue

Hear what customers are saying about your products and services

Gather Product Feedback

Time: 20 minutes

INGREDIENTS

1 Product Feedback Tracker

1 Products Tracker

1 #ProductFeedback Hashtag

Prep Time:

25 mins

RECIPE


RECIPE #06

Ensure your sales and CS reps are listening to the customer (more than talking) and not interrupting them

RECIPE

RECIPEINGREDIENTS


Talk Too Much?

1 Stats dashboard -Interaction tab

1 Talk Time + Patience Alert

Prep Time:

5 mins


1. Create an Alert (that will be triggered to your inbox) when

a rep’s Talk Ratio > 70% & Patience is < 0.6 seconds

2. Review calls, and provide feedback via Comments on

how they can improve their Talk Ratio & Patience

3. Track rep progress over time via Stats > Interaction Stats

RECIPE #07:

Summary:

Make Your Own

INGREDIENTS RECIPE


RECIPE #08:

Summary:

Make Your Own

Time: 20 minutes

INGREDIENTS RECIPE


LIGHTNING ROUND by

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LIGHTNING ROUND DETAILS

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LIGHTNING ROUND PRESENTATIONS People Success by InsideView

Deal Success by ThoughtSpot

Two Sides of Gong by Gong.io

Strategy Success by Hired

People and Deal Success by Tray.io

Presenting: A New Way to Run Pipeline by Gong.io

Q&A with Panel

NOTES

QUESTIONS

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NOTES

QUESTIONS

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RAVING FAN #1

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As an enterprise SaaS business, we have to be very diligent on the phones and email. Internally, my reps have the enablement and training tools to be successful, but we were missing one thing. How can we scale our SDR and AE team responsibly. That answer is GONG. Our biggest challenge was being able to track at scale what was happening on initial prospect meetings to the actual discovery call. SO much information is being given during these calls - Competitors, workflow, you name it. The challenge for me personally was I would have to listen to 6-10 minute calls, which would eat up a lot of my time to prepare for a call breakdown. With GONG and being to use key words and only look for things I need to listen to, it has helped a ton.

The impact it has made is very clear. My team is working smarter and faster and knowing what key words to use/not use. I can do specific trainings on cold calls and how to handle certain objections and rebuttals. For the AE team, they can track everything being said on a discovery call and refer back to GONG for notes. It has made our sales process so much more cleaner and efficient.

The personal gain is it got me promoted to Manager to Director. It made my coaching to my reps a lot better and in return, not only was I winning, but everyone on my team was winning!

RAVING FAN #2

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INTRODUCTIONWe purchased Gong less than 2 quarters ago, with the intention that we would create assets and data out of a set of output (conversations) that was going completely untracked. We knew there would be multiple use cases and outcomes that would come of that but we did not expect the breadth in which we would experience that across the organization. Within months of rolling gong out, we have 100% adoption on our Sales, CS and Pro Services teams (and we've never adopted a new tool at such a rate). More importantly, reps and managers are using Gong to review elements of the value based conversation - allowing us to roll up data and adoption metrics around our sales methodology; justifying the largest training spend this company has ever committed to. Using gong we were able to identify key bad habits like; we talk about what we do before we learn about what our prospects do. Through "topics", we've watched our conversations become customer-centric, correlating with a direct spike in ASP.

What has been most surprising though is the value Gong has brought to teams, who are not customer facing. Our product marketing team has used Gong to identify and call our competitive trends. Our product team uses Gong to record customer interviews, and track feature request trends. Our engineering team (this one I geek out over) is actively linking gong snippets and links to JIRA bug reports. So, as stories and fixes progress through the engineering pipeline, there is a physical and visual recorded record of the actual problem within the product. SO COOL!

Gong has been an absolute game changer for us.

RAVING FAN #3

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My company and my team is a new adapter to Gong. We utilized in during a trial, and I was very vocal to my leadership on the value that Gong brought to me and my team. I manage 12 AE's who are responsible for 10-15 opportunities each quarter through a technical sales cycle in a fast pace, ever changing, competitive industry. I joined the team as the Sales Manager last year, and was new to the product and industry. In that time, I have been responsible for onboarding 9 AE's who have joined the team and were also new to the industry.

Gong gives me the power to listen to how my AE's are running effective demo's, handling objections, listening for buying signals and quickly identify risk. On top of that it helps the team quickly ramp, as we can all listen to each other, and hear how others are positioning our product or standing out from our competitors in the industry. The buy in from the team has been phenomenal. Everyone truly views this tool as an opportunity to get better: not an opportunity for "big brother" to monitor performance. As we continue to grow the team, I am working on building out a call library that will help new team members ramp even faster. I am also incorporating hashtags, and having AE's tag me in calls to provide more defined coaching. I try to incorporate a moment from a call in our weekly team meeting to get feedback from peers.

These tactics give me team the feedback they crave and deserve, and it gives me the time to scale this across the team, and still have time to get in the weeds with deals.I can't wait to see what the rest of the year and 2020 looks like for our success with Gong.

RAVING FAN #4

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INTRODUCTIONIn Customer Success, retention is keyGong is allowing us to work smart and be on a spree.We need to make sure all customer expectations are aligned,Therefore analyzing calls, getting retrospects and insights gives us peace of mind.

When we did not have Gong it was sales' words against ours,we could be unsure about what previously was said on another floor and who has most muscle powers.If this happens today as we have this wonderful tool,No one will come out looking like a fool.

Because we have the possibility to go back and review,we will know what is untrue.Working harder while smarter,has allowed us to align on goals without appointing any martyr.

The investment demanded to have this capability,has proven to be completely opposite of a disability.These insights combined with a solid ROIallow us to customers conquer and competitors destroy.

Go go Gong!

NOW THAT YOU’RE A MASTER, WE WANT...

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TO BE A RAVING FAN!YOU

If there is ANYTHING we can do to make that happen, please come talk to us (your CSM!)

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