Nextep, a company based in Norman, Oklahoma, was planning for rapid expansion and needed to overhaul its new hire training and onboarding program. The company had goals to expand into two new markets every year, and hiring was key to this growth. However, conducting face-to-face training at such a pace and volume was untenable. Nextep needed high-quality, effective training with consistent messaging across regions. They also wanted to take their onboarding and training program to the next level to quickly meet sales goals and have visibility into learners' progress.

Turing Video’s go to market is primarily driven through inbound meetings set by SDRs. In these meetings, reps further qualify prospects and convert them into deals. The sales management at Turing was looking to improve win rates, and better understand how company messaging was being communicated by sales reps on their calls with customers and prospects. They wanted to be able to assess rep competencies on actual calls in order to address gaps through 1-on-1 coaching and through group enablement programs. One of Turing Video’s greatest challenges was ensuring its sales team was communicating a consistent message on each customer or prospect call, which would in turn improve sales effectiveness and win rates.

Factomart, an online industrial supplies and eProcurement marketplace, faced challenges with its sales onboarding process. With over 180,000 SKUs in over 20 baskets, the salespeople required a significant level of product knowledge before they could sell their industrial products. This proved to be a challenge as the one-on-one onboarding process was inefficient and inconsistent. The broad range of specialized products made it difficult to assess the knowledge levels of the salesforce. The company needed a more standardized approach to ensure that their new hires had a consistent onboarding experience.

e-Builder, a company that develops and delivers cloud-based construction management software, was facing challenges with its onboarding process. The existing program was inconsistent and not suited for a rapidly growing team. The ramp time for new hires was suboptimal, which was affecting the company's productivity and sales. The company needed a solution that could streamline the onboarding process, reduce ramp time, and improve sales productivity.

Alexion Pharmaceutical, a company that has been delivering immunoregulatory drugs for the treatment of rare autoimmune and cardiovascular diseases for nearly 30 years, faced a significant challenge with their training program. Their training was far from perfect, with large amounts of information dumped on people all at once, leaving them to wade through it. Most of the time, they didn’t. In fact, a lot of the training traditionally created for international pharmaceutical congresses went unread. Their teams would work to create documents that were 80-100 pages that no one ever saw. Alexion knew they needed a new method to deliver this information more effectively.

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.

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.

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.

When the pandemic hit, local independent restaurants were in need of a fast and easy solution for customer online ordering. ChowNow began receiving a multitude of inbound inquiries about its platform and their goto-market organization needed to catch up. As the sales team continued to grow, there was a recognition of the need for impactful training with remote reps all over the country. Cole Lindbergh, Sales Enablement Manager, Revenue Operations at ChowNow recognized the need for an impactful training program to get new remote reps on board and ramped up quickly, while trying to maintain the energy of the in-office sales floor.

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.

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.

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.

The Trade Desk, a technology company offering a self-service, cloud-based media-buying platform, experienced rapid growth and went public in 2016. This success brought with it the need for Sarbanes–Oxley (SOX) compliance as well as other checks and balances to ensure smooth operations and audits. At the time of the IPO, The Trade Desk was using Intacct as its ERP system but by 2018 had outgrown it and chose Oracle’s Cloud ERP. After evaluating their segregation of duty (SoD) and other requirements, the company determined that the user access and security product closely associated with Oracle did not measure up to Fastpath Assure.

M&M Excavating, a family-owned company based in northern Michigan, was facing communication problems related to equipment. Obtaining accurate and timely repair requests and meter readings from the field to the shop presented a significant challenge. The company was also using a less robust field tracking application and was generally satisfied with its estimating software. However, the deficiencies of these systems became more apparent as they explored the solutions offered by B2W Software. The company was also looking to improve the manual data entry process into the Foundation accounting system, which was a time-consuming task.

Alan’s Excavating, a commercial and municipal site grading and preparation services provider based in Augusta, Kansas, was in need of a specialized software for estimating and bidding. The company had been operating since 1979 and was looking for a solution that could help them save money by catching mistakes and allow them to bid more jobs in less time. The company also required a solution that could scale according to their needs.

American Asphalt, a regional market leader in paving and materials, has experienced significant growth since its inception in 1986. The company has always been committed to staying ahead of the curve with technology, techniques, and management practices. However, as the company grew, it faced challenges in maintaining the speed, accuracy, and standardization of its bids without increasing the size of its estimating team. In the late 1990s, American Asphalt made the investment to bring B2W Estimate software into the business, which made an immediate impact. However, continuous development and improvements within the product itself and the expertise of the estimators using it were required to keep up with the company's growth.

Bacco Construction, a Michigan-based construction company, was facing challenges with their existing estimating and bidding software, Hard Dollar. The company felt that the estimating function was being neglected as the software company prioritized other areas. Bacco Construction's requests for enhancements were ignored, and they were unable to export an estimating file into their accounting software. Additionally, the reporting functions were inadequate, requiring a third-party software for field reporting. Bacco Construction was in need of a solution that would address these issues and provide seamless integration for instant cost feedback in the field.

Bituminous Roadways, a company that started out in 1946 as a three-man crew doing residential asphalt work in South Minneapolis, had grown significantly over the years. With over 100 employees and a wide range of commercial and industrial projects throughout the greater Twin Cities area, the company was facing challenges in managing estimating and bidding. They had been using spreadsheets, but as the workload increased, so did the complexity of the bids. The company needed a solution to standardize bids and reporting capabilities that would allow management to quickly view estimate summary information from across the company. Additionally, they were in need of a field tracking and analysis solution to improve their cost tracking ability, having been using pencil and paper for too long.

Brenner Excavating, a Michigan-based infrastructure construction company, was facing increasing competition in the industry. The company was using Excel spreadsheets to manage their estimating and bidding process, but they realized that they needed a more efficient and accurate solution. The competitiveness of the most profitable jobs was based on a company's speed, accuracy, and dependability, making it crucial to save time and avoid costly errors. The company was looking for a solution that would not only streamline the bidding process but also integrate with all major accounting and project management software packages to transfer estimate information quickly and easily.

Brosamer & Wall, a construction company based in Walnut Creek, California, specializes in structural concrete construction, bridges, viaducts, flood control, and water transfer structures. The company was looking for a solution to make the bidding process faster, easier, and more accurate. They needed a user-friendly software that could easily create, manipulate, and adjust bid items. Additionally, they wanted to have access to state-of-the-art server technology without the cost and IT effort necessary to maintain it themselves. The company was also looking for a solution that could seamlessly import Excel spreadsheets and manage and analyze bids from subcontractors.

Chesterfield Associates, a leader in marine construction and related projects, was facing challenges with their existing estimating and bidding solution. The company was losing time and effort due to the lack of flexibility and depth of features in their previous software. They needed a solution that could provide faster turnaround times, more consistent and professional proposals, and the ability to handle changes in plans or specifications with ease. The company also wanted to establish customized task and crew templates for recurring types of work and set up their own item databases, along with the bid items required by municipalities and other customers.

Continental Paving, a New Hampshire-based company that provides paving, site work, and materials for commercial developments, roads, highways, and airports, was using spreadsheets for estimating. While this method was satisfactory, it prevented estimators from easily and efficiently tapping into their prior estimating efforts. This limitation prompted the decision to switch over to specialized estimating software. The company evaluated several packages, including Hard Dollar (Now InEight) and HCSS, and was introduced to B2W Estimate solution by B2W founder and owner Paul McKeon.

C. R. Jackson, a company providing diverse services in South Carolina, was using HCSS Heavy Bid to manage estimating and bidding. However, the system did not integrate with its accounting software, which led to inefficiencies. The company began to evaluate competing systems and was impressed by the fact that B2W Estimate integrates with all major accounting and project management software packages. The company decided to switch to B2W Estimate to improve its operations.

Before purchasing B2W Estimate in 1999, C.S. McCrossan was using spreadsheets for estimating and bidding, and a lot of estimators were doing bids by hand. The company knew that a standardized system was needed to get everyone on the same page. The company had previously used StreetSmarts reports, printed and filled out by project managers, with paper time cards to manage their field tracking needs. This process had its share of problems, from the risk of costly errors to the lack of timely data reported.

Dallas 1 Construction and Development, a company providing a wide range of utility and sitework services in the greater Tampa, Florida area, was looking for a more efficient and unified way to manage their estimating and field tracking processes. They had been using B2W Estimate for over a decade but were still relying on a spreadsheet-based system for field tracking and analysis. The company wanted to take their field tracking and analysis to a higher, unified level. They also wanted a system that was easy to use and intuitive, with a low learning curve and the ability to bring new employees up to speed quickly.

The DDS Companies had been a long-time client of B2W Software, utilizing Estimate to ensure their bids are accurate and efficient. However, as the company grew in size, scope of construction and engineering services, geographic coverage, and utilization of B2W Estimate features, the need to simplify the process of preparing bids became more pressing. The company's founder, Sean Donohoe, had been using his own privately developed spreadsheets to prepare bids, but this method was becoming increasingly cumbersome and inefficient.

David Nelson Construction, a company with over 30 years in heavy highway, site, and underground utility work, was facing issues with their existing estimating and bidding system from Hard Dollar. The system was slow and unreliable, often coming to a halt when more than one person tried to access it, especially during the crucial bid day. This lack of speed and reliability was not meeting the company's high standards, leading them to search for a better solution.

Fowler Construction, a company providing a wide variety of heavy construction and residential services, was struggling with an outdated Excel spreadsheet-based system for estimating and bidding, field tracking, and dispatching. The system made it difficult to create and manage crews, leading to time-consuming processes and increased chances of errors. The company needed a solution that could streamline these processes, reduce errors, and improve efficiency.