Sumo Logic, a cloud-based machine data analytics company, operates in a highly competitive SaaS industry. The total addressable market for cloud and data analytics providers is vast, making differentiation a significant challenge. Sumo Logic identified that aligning its sales and marketing forces would be a key differentiator. Initially, the team planned a phased rollout of the 6sense Account Engagement Platform, with marketing as the first use case. However, they decided on a full revenue team rollout, with sales and marketing working in tandem. The Chief Revenue Officer (CRO) and Chief Marketing Officer (CMO) aimed to use 6sense to foster collaboration across the revenue team. The challenge was to create harmony between the sales and marketing organization, address emergent topics, identify gaps, raise issues, and pinpoint resolutions.

RepTrak, a leading reputation data and insights company, was facing a significant challenge with its marketing efforts. The company had been relying on outdated tactics, a subpar tech stack, and unreliable data. The marketing qualified lead (MQL) was the primary focus, and an MQL was anyone who showed any kind of engagement. However, the sales team was struggling to convert these leads, leading to a lack of trust in the marketing department. RepTrak's VP of Global Marketing, Ali Jawin, was told by CEOs and board members that they viewed marketing as 'dark magic,' where they invested money without understanding where it was going. The company needed to change its approach to regain respect and trust, and to increase pipeline, deal value, and revenue.

UJET, a leading contact center platform, was facing challenges in prioritizing their vast array of accounts due to their status as a rapidly growing startup with multiple ideal customer profiles. The company's sales development representatives (SDRs) were struggling with inconsistent open rates, reply rates, and outbound pipeline due to a lack of account-level insights on the buyers’ journey. The timing of their outreach was often off, and they lacked the necessary tools to track intent, drive awareness, and deliver messages to the right audience at the right time. As Bob Wassell, SDR Director at UJET, put it, they were trying to 'find treasure without a map.'

Vendavo, a pricing management and optimization platform, was facing a significant challenge with lead follow-ups. The company's small team of sales development representatives (SDRs), consisting of five in the U.S. and three in Europe, each with a tenure of around five months, was struggling to engage prospects effectively due to their short tenure. Vendavo's ideal customer profile includes manufacturers and distributors that generate more than $1 billion annually, meaning each SDR had hundreds of contacts to manage. The poor timing on lead follow-ups was resulting in lost revenue opportunities.

Kazoo, now known as Worktango, was facing a significant challenge in the competitive HR platform space. The company had traditionally relied on a 'tonnage' lead-generation approach, which involved collecting email addresses through form-fill gates, sending numerous nurture emails, and making extensive outbound calls. However, this approach was not yielding the desired growth. The company needed to shift its strategy to out-market, rather than outspend, its competitors. The incoming CMO, Casey Carey, recognized the need for a more targeted approach, focusing on buyers early in their journey and on accounts that were the right fit for Kazoo's platform. To achieve this, Kazoo needed intent data to understand buying stages and areas of interest, ensuring that its sales and marketing teams were maximizing their efforts.

As Zendesk aimed to target higher-level accounts in enterprise companies, it faced a significant challenge. The company realized that leads were becoming less relevant in larger B2B purchases, where sales teams had to engage with larger buying committees comprising individuals with varying levels of interest and knowledge. Zendesk needed a solution that would allow them to focus on accounts that would be most receptive to their outreach. They required an account-level view as they moved upmarket and sought to empower their business development representatives (BDRs) to succeed and contribute more effectively.

Zywave, a leading provider of software for insurance agencies, faced a significant challenge in 2022. The company's 25-year-old customer database was riddled with inconsistencies and obsolete data, a problem that was exacerbated by rapid M&A activity over the past few years. This resulted in a 'dirty' database that hindered CRM hygiene. Additionally, Zywave had multiple Ideal Customer Profiles (ICPs) due to its wide range of solutions, making it difficult to personalize marketing efforts. The company also faced issues with missing website links in Salesforce for over 2,000 active accounts, which were crucial for 6sense intent data. These accounts were assigned to sales representatives, but the lack of accurate data affected the effectiveness of their account-based marketing (ABM) strategy.

Accela, a trusted provider of cloud solutions for state and local government operations, faced a unique challenge. As a company that sells into the public sector, where calls for RFPs are the norm, Accela needed to find a way to engage with accounts as early as possible in the research and buying cycle. This proactive approach was necessary to position them as an essential part of the buying decision and to build trust early in the conversation. To address this, Accela hired Senior Manager of Field Marketing, Steffanie Zazulak, to build an Account-Based Marketing (ABM) program. Steffanie, with her background in implementing results-based ABM programs, knew that investing in an intent solution was crucial to help sales get ahead of the RFPs.

Caregility, a virtual care platform for medical providers and clinicians, offers a wide range of online patient experiences, supporting about 1,500 hospitals, 63 health systems, 10,000 devices and carts, and connecting to around 4 million sessions annually. With such a diverse group of customers and use cases, they faced the challenge of segmenting their targets and delivering highly tailored, relevant messages. They needed a way to engage multiple prospects within an organization earlier in the buyer’s journey, as not everyone understood that their one solution could work in so many different departments. Prior to working with Demandbase, Caregility did not have an account-based marketing (ABM) program in place.

Deep Instinct, a cybersecurity company, was facing a challenge in their marketing approach. The company, which specializes in providing anti-malware and protection from unknown threats, was under the leadership of a new VP who was keen on using tools, technology, and intent data for a targeted approach to the accounts they pursued. However, the marketing team was in the process of rebuilding and needed to evaluate the tools in their tech stack. They wanted to be able to map leads to accounts, identify anonymous web visitors, and tap into intent data from a variety of sources across the buyer’s journey. The challenge was to find a tool that could handle all these requirements efficiently and effectively.

Diebold Nixdorf, a global leader in providing hardware, software, and services for financial institutions and retailers, faced a significant challenge in engaging with banks and credit unions in North America that were not currently doing business with them. The company's marketing team had no way of knowing what these potential clients might be interested in - hardware, software, or services. Their 2022 ad campaign aimed to answer this question and more. In 2021, the company had used the Demandbase ad platform to target a finite number of these accounts, producing impressive results that significantly outperformed industry benchmarks. However, they wanted to improve on these results in 2022 by targeting a larger list of accounts, running shorter campaigns, and promoting more products.

Equilar, a software and technology company, was grappling with data fragmentation. They had a wealth of data about their accounts, but it was scattered across various siloed systems such as CRM, marketing automation, Google Analytics, and more. This resulted in a lack of insights into which accounts were engaging and their interests, leading to what Demandbase refers to as 'account blindness.' Without these insights, Equilar's marketing team resorted to indiscriminate 'blasting' of their prospect database, while their sales reps were left guessing about which accounts to engage with. Additionally, Equilar had significant gaps in their contact data, making it difficult to engage accounts without any contacts or contact details. They also faced issues with data cleanliness due to the constant changes in businesses and people.

Fivetran, a rapidly growing data integration and data pipeline provider, was facing a challenge in their sales and marketing strategy. They had been focusing exclusively on traditional demand generation tactics, pushing inbound leads into the top of the funnel. However, with a desire to win certain accounts and move upmarket, they decided to add account-based marketing (ABM) to their strategy. The ABM team at Fivetran, led by Casey Patterson, was established to bring the sales strategy to life. However, they quickly discovered a knowledge gap in both sales and marketing. They lacked insights into what was happening at an account level. The demand gen team was successful at bringing in hot leads, but sales were often targeting lists of accounts, sometimes based on MQLs, sometimes not. To support both sales and marketing goals, they needed a tool that could report on every single activity at an account, serve that information to sales in a prioritized and scalable way, and set the ABM team up for success with account level targeting and reporting.

Folloze, a technology company specializing in MarTech, faced a significant challenge in optimizing their marketing programs and spending. The company had recently signed a contract with Demandbase, a comprehensive marketing platform, and was looking to leverage account-based marketing (ABM) as a key strategy for growth. Bretton Hoekwater, Growth Marketing & Analytics Manager at Folloze, was tasked with implementing and optimizing this program. The challenge was to identify accounts that fit Folloze's ideal customer profile (ICP) and to segment these accounts into tiers based on various metrics such as engagement minutes, pipeline predict scores, and qualification scores. This segmentation would then inform the company's marketing and sales strategies, with different tiers receiving different types of ad messages and sales approaches.

Hexagon, a global leader in digital reality solutions, was facing challenges in coordinating their Account-Based Marketing (ABM) activities. Despite having a data-driven approach, their ABM program was not as efficient as it could be. The company was already conducting some ABM-like activities, but they lacked a strategic approach to amplify their success. The main challenge was the lack of a comprehensive view of all their activity within an account and a cohesive account-centric approach. This was due to the breadth of solutions they offered, which often resulted in different teams working within the same account, leading to uncoordinated activities and potential customer touchpoints. The goal was to build a true ABM program that matched their needs as an enterprise-level organization.

Sagility, a global healthcare services company, was struggling with its sales and marketing outreach. The company offers a wide range of services to a diverse spectrum of businesses, making it challenging to tailor their outreach and messaging to each. Prior to the arrival of Kevin Nolan, the Global Head of Healthcare Marketing, Sagility focused on three large health insurance plans and expanded to new logos only when a champion from one of those organizations moved to another. The concept of outbounding for new business did not exist. Furthermore, Sagility was heavily reliant on luck to open doors, often learning about a Request for Proposal (RFP) during a call with a prospect or as an offhand comment at a trade show. Kevin was looking for a solution that would enable him to personalize outreach programs for very specific audiences and end their reliance on luck.

IBM, a globally recognized brand, prides itself on delivering high-quality technology and services to solve pressing business problems. The company's account-based marketing (ABM) strategy involved identifying engagement from their top accounts and providing this crucial information to the sales team for action. However, the company faced challenges in identifying and connecting with their top accounts effectively. They needed a solution that could help them identify a larger number of accounts and top accounts compared to previous years. The challenge was further amplified when IBM decided to run a campaign around the US Open, aiming to identify their top accounts engaged with the campaign.

Matillion, a leading enterprise data integration company, was seeking to scale their go-to-market efforts to meet their growth objectives. They realized that the solution was not merely to increase lead volume but to focus on the right kind of accounts and deepen their engagement. They needed to implement an account-based approach. However, the sales and marketing teams were using different systems with different data sets that didn’t communicate with each other. This led to a manual and time-consuming process of merging and analyzing data to find insights about which accounts to prioritize and how and when to engage with them. The process was slow and cumbersome for sales, and while the insights were valuable, there was a need to automate the process and deliver real-time insights directly into the tools used by the sales team.

Navisite, a provider of IT infrastructure services, faced a significant challenge when they merged four companies together. Their CRM data, which they relied on to identify prospects and target them with appropriate products, was in disarray. They had six account records for every account, numerous duplicate contacts and leads, and a mix of processes for maintaining the data. The company uses company size and industry data to identify prospects that fit their ideal customer profile (ICP) and to determine the best solution and go-to-market strategy. However, the unreliable data meant their reps were wasting hours on research and often missing the mark. The primary challenge was to clean up the data.

When Ryan Oliver moved from SAP corporate to SAP Concur to run their digital marketing program for U.S. enterprise accounts, he faced a significant challenge. He had a large universe of accounts to target and a limited budget to do it with. He needed a tool to help him prioritize his list and get the most value for his advertising budget. Additionally, he was looking for a platform that would help him implement account-based marketing (ABM) best practices, such as multi-touch campaigns, consolidated insights to better understand what their target accounts were doing, and analytics to evaluate and double-down on what was working.

Thales Cloud Protection and Licensing, a global leader in data protection, was facing challenges with their sales and marketing tech stack. Despite having CRM, marketing automation, and a chat bot in their EMEA division, they were struggling to transition from a traditional lead-gen focus to a modern, efficient Account-Based Marketing (ABM) approach. They lacked the necessary data to make informed decisions and desired a single source of truth for sales and marketing, with intent and engagement data. They also wanted to identify which accounts were visiting their website, data that went beyond their own first-party data. Furthermore, they lacked the tools and integrations to automate and scale ABM. The challenge was to find a solution that could address these deficiencies.

WorkForce Software, a global provider of integrated employee experience and workforce management solutions, faced a significant challenge during the COVID-19 pandemic. Despite their rapid growth during this period, the company's go-to-market (GTM) strategy was traditional and leads-based, which was not creating the desired customer experience. The company had much of their content gated to gather leads and email addresses, which were then flooded with unsolicited content. This approach was not only intrusive but also ineffective in creating a positive customer experience. Furthermore, the company lacked the necessary data to properly target their customers and understand their position in the buyer journey. Their overall approach was too generic, and they lacked the tools to reach the right decision-makers.

Chinook Seedery, a company dedicated to providing the best sunflower seed experience, was facing challenges in managing its food manufacturing business. The company was struggling to maintain consistent profits, increase sales, and keep customers satisfied. The founder, Mark Pettyjohn, had a deep understanding of how to create great sunflower seed snacks, but lacked the necessary knowledge to manage the business side of the operation. The company was in desperate need of real-time, accurate data to base crucial business decisions. Additionally, the company was dealing with issues related to late or incomplete orders, imprecise invoices, and penalties paid to distributors for late orders. These issues were negatively impacting Chinook’s cash flow and customer trust.

City View Green, a company specializing in the production of edibles, faced a significant challenge in complying with federal controlled substances regulations and supporting their food production. The company needed a software solution that would not only help them meet these stringent regulations but also expedite their time to market. The company was also under pressure to obtain a cannabis license to start production, a process that could be delayed by costly application errors. Furthermore, the company needed to ensure product consistency, a critical factor in an industry where customers and consumers demand uniformity in the effects of the products. The challenge was further compounded by the high costs associated with custom software solutions, which also required a full-time, long-term IT team for maintenance and updates.

Custard Stand Food Products, a West Virginia-based company known for its Hot Dog Chili and Chili Soup, experienced a significant increase in sales following an appearance on ABC’s reality show “SHARK TANK.” This surge in demand from large retailers such as Wal-Mart, Kroger, and Sam’s Club, smaller chains, and independently owned stores strained the company's existing Excel/paper system for tracking inventory and production. The company was spending a significant amount of time and resources preparing for food safety audits and mock recalls. Additionally, the paper-based system made mock recalls a tedious process, involving the retrieval and cross-referencing of multiple receiving, production, and shipping records. The company also feared the loss or damage of paper records.

Fancy Farm Popcorn, a family-owned business in Bernie, Missouri, was looking to scale up and expand their market by offering private label packages for larger customers. However, they realized that to be competitive, they needed to become a food-safe certified facility and implement formal and auditable lot traceability. Initially, this was managed manually with handwritten logs documenting production events and related lot numbers as they moved through the plant. The process started when the truck came off the field and rolled across the scale, with many truckloads combined into bins for storage and aging. Tests were performed routinely, and lot numbers for both ingredients and finished cases were required and tracked. However, as customer opportunities and production volume increased, manual lot tracking became burdensome. They needed a better system to ensure success.

Fulcher’s Seafood, a North Carolina-based seafood company, was facing a significant challenge in scaling up their operations. The company experienced a sudden surge in demand for its prepared foods due to the pandemic, doubling their sales in just three months. However, hiring and training new employees to meet this demand was not feasible due to budget and time constraints. The company was also grappling with stringent food safety certification requirements, which were prerequisites for 80% of their customers. Furthermore, the company was struggling with poor inventory control, which was causing late deliveries, stock-outs, and short orders. The manual system of using pens and spreadsheets was proving to be inefficient and error-prone, leading to a domino effect of issues downstream.

Moo Thru, a hand-crafted ice cream manufacturer, was faced with the challenge of becoming compliant with the Food Safety Modernization Act (FSMA) in 2018. The U.S. Food and Drug Administration required Moo Thru to replace their traditional pen and paper records with a more sophisticated system that could provide instant access to detailed, real-time production and shipment data. The FSMA covers everything from preventive controls and standards to the traceability required for FDA-mandated and voluntary recalls. Moo Thru needed a solution that could provide accurate information for effective recalls and prevent potential disasters like the 2015 listeria outbreak at Blue Bell Creameries. As Moo Thru expanded its operations, the need for accurate and real-time data tracking became even more critical.

Surfacelogix, a Florida-based manufacturer of paver sealers, stains, and specialty coatings, was grappling with an outdated system that was no longer supported by its developer. The company, which has been in operation for over 60 years, was in dire need of a software upgrade to improve its operational efficiency. The old system was hindering the company's materials requirements planning, costing, traceability, and quality support. Determining which materials needed to be reordered was a full-time job, and the company was struggling with maintaining hundreds of formulations in the face of fluctuating raw materials costs. Additionally, the company needed a system that could track sampling and testing information for batches and traceability information from receiving through production and POS/shipping. The company also wanted to improve its integration with Windows and get better support for its day-to-day operations.

Sweet Jubilee Gourmet, a boutique chocolate product manufacturer, was facing challenges in managing its rapid expansion and meeting the requirements of new national retail customers. The company was struggling with lot traceability, a crucial factor for succeeding in Safe Quality Food (SQF) audits. Their traditional pencil-and-paper method was proving to be time-consuming, error-prone, and inadequate for the speed and accuracy required in a recall situation. Additionally, Sweet Jubilee was having difficulty tracking their existing inventory levels and planning for their production runs. With hundreds of products and ingredients, they were experiencing stock outs, where a key ingredient or packaging component was unavailable on the production day. This was hindering their ability to plan for large order runs for larger customers and ensure timely and consistent delivery.