Pravda Media Group papers

5 | The Total Economic Impact™ Of SalesLoft The SalesLoft Customer Journey BEFORE AND AFTER THE SALESLOFT INVESTMENT Interviewed Organizations For this study, Forrester conducted five interviews with SalesLoft customers. Interviewed customers include the following: Key Challenges Prior to adopting SalesLoft, interviewees described several common issues, challenges, and pain points impacting how efficiently and effectively their sales organization engaged with prospects and customers: › Poor pipeline management and unreliable tracking of selling activity. While several interviewees had legacy dialer and email tools in place, poor user experiences and unreliable integrations with their CRMs and other systems of record made activity tracking highly inconsistent. In most cases, sales leadership lost visibility as soon as leads became opportunities. Worse yet, difficult-to-use legacy sales enablement and engagement technologies resulted in the proliferation of shadow IT or completely manual sales processes, causing security issues and major productivity losses. › Inability to deliver authentic, personalized communications at scale. Disparate and poorly integrated sales systems prevented teams from orchestrating a series of multichannel buyer touches. The director of sales enablement at an HR software company stated, "Our [sales reps] manage between 600 and 800 accounts and getting them to touch each account every quarter was a pipe dream before SalesLoft." › Disjointed sales process and manual sales cadences. Interviewed organizations lacked the tools, technologies, and repeatable go-to- market processes needed to grow pipeline, expand their total marketable universe, and meet sales leadership's ambitious growth plans. REGION INTERVIEWEE SALESFORCE COMPOSITION North America Director, sales enablement 135 account executives/representatives; 25 sales operations; 25 sales leaders Global Director, content and campaigns 900 sales staff members across North America, EMEA, and AP North America Director of sales development 125 sales, including 30 lead development reps North America Marketing operations and analytics manager 18 SDRs; 25 customer success managers, 10 sales operations, and 5 marketing operations North America Sales development trainer 40 sales development reps and 70 account executives "Compliance in capturing selling activity was all over the place, depending on the rep. Additionally, our reps spent a healthy percentage of their day logging activity, writing things down. . . . It was probably 20% to 25% of their day." Director, content and campaigns, global software company "We were getting a lot of pressure from upper management for more metrics and reporting. We needed to be able to give them accurate numbers to ensure them that prospects were being followed up with. And we couldn't necessarily do that before we had a tool like SalesLoft." Marketing operations and analytics manager, North American software company

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