Ryan Pimlott, Author at Mindtickle

How Large, Innovative Companies Are Using Their LMSs for ‘Revenue Enablement’

Ryan Pimlott on June 15, 2018

I’ve been in the trenches for over three years with big enterprises while they’ve grappled with leveraging their LMSs (Learning Management Systems; and yes, many have more than one) to drive the continuous learning and development that their sales enablement programs can provide to sales reps so they can stay ahead of their discerning, self-qualifying customers. They all have one common question, “how do we leverage our LMS systems for effective sales enablement? Or do we?”
I usually respond with, “We see the need to drive more productivity from innovative top companies like yours every day. And most companies we encounter are actively seeking better ways to diagnose, swiftly and effectively react to customer requests, and ultimately drive more sales predictability.” But, what’s usually not apparent is that change is happening so fast that companies are failing when trying to use their LMSs for effective sales coaching or adequately disseminating ever-changing sales requirements. LMSs were built for managing and certifying large company employee’s accomplishments (such as certifying that personnel is trained on sexual harassment or discrimination laws). LMSs are not designed for helping effective sales teams consume and retain useful knowledge, develop skills and behaviors they can continuously improve upon, or finally, targeting specific needs and skills’ gaps.
When it comes to enabling sales and client professionals to be successful and repeatedly win deals or renew accounts, corporate learning management systems don’t do the job.

What sales need to be customer ready – beyond an LMS

What do salespeople need? Beyond LMS systems? They need to be prepared to effectively field customer requests and objections. Therefore, they need access to the latest information in an easily consumable format—in real time, not days after a training or coaching session, but at the exact moment, the information is made available.
Then, they need to be able to articulate the right messages during crucial customer conversations. There are no second chances when your competition is on the next call. Sellers who are knowledgeable and articulate are more valued, and often the winners of new business. The fact is that today’s sales professionals need more than reviews, webinars, and classroom sessions. To truly address knowledge and skills’ gaps, managers need to coach their team members on how to improve sales strategies at an ongoing basis. And for coaching, they need robust sales enablement solutions.
Plus, many managers, especially first-time managers need meaningful guidance on what effective sales coaching looks like. Even experienced managers who know how to coach and have exhausted the capabilities of corporate learning management systems need enablement tools to help them identify problem areas and gaps. Coaching is not possible with just an LMS.

More than just sales teams impact revenue

While revenue growth involves new business from sales, it must maintain (or grow) existing revenue from expansions to renewals. That’s why it’s important to point out that those who impact overall revenue growth include not only sales reps, but also customer success managers, customer support professionals, call center professionals, sales engineers, sales enablement managers, learning and development professionals, and product marketers alike. Enablement programs must reach beyond sales’ teams and extend to everyone who impacts revenue maintenance and growth. “Revenue enablement” if you will.
When customer satisfaction (CSAT) and NPS scores are low, customers are highly unlikely to expand or renew existing products or services. That’s why many Mindtickle customers are working on pilot programs and deployments that focus on improving customer satisfaction (CSAT) scores. They repeatedly ask, “how can I diagnose and influence my company’s CSAT scores? Is it by providing all revenue influencers (sales, customer support and service roles) the right knowledge? Or skills? Or tools? How about through effective sales coaching?”

What effective ‘revenue enablement’ should accomplish

An effective revenue enablement solution begins where an LMS ends. It should onboard and updates all revenue influencers quickly and efficiently, and in a way that simultaneously helps them reinforce and retain the knowledge and skills they need.
Moving towards a complete revenue enablement model is the perfect opportunity for enterprise enablement leaders to move from measuring program adoption to correlating programs to performance. Imagine doing real-time correlations with transactional metrics, such as win/loss analysis, conversion rates, etc.
I consider Mindtickle a true revenue enablement solution because our solution actively helps managers coach, enables the retention and reinforcement of knowledge and develops skills and behaviors in an efficient and easily consumable manner. An effective revenue enablement solution like Mindtickle’s should always be there to help revenue influencers fill in skills and behavior gaps throughout the time they’re with a company.
So, if you are like many of our customers who ask where their LMS fits into sales, or what I call revenue enablement, understand that LMSs are key to a modern-day enablement solution, but, they’re just not all you need. Effective revenue enablement solutions begin where the benefits of LMSs end.
Imagine elevating the role of enablement leaders by presenting to your exec team and peers metrics that show a direct correlation between your “revenue” enablement programs and revenue growth?

It’s the Year of the Coach

Ryan Pimlott on February 28, 2018

Coaching is at the top of everyone’s minds at the moment – for good reason. A good coach can help more salespeople achieve quota by up to 10% and when you combine training and coaching, sales productivity also increases.

With these results, it’s no surprise that everyone is jumping on the coaching bandwagon, but not all coaching impactful.
According to the International Coaching Federation, coaching is:

“An interactive process to help individuals and organizations develop more rapidly and produce more satisfying results; improving other’s ability to set goals, take action, make better decisions and make full use of their natural strengths.”

Impactful coaching focuses on the needs of your reps and helps them improve how they approach different parts of the sales process or their customers. The results from impactful coaching go straight to your topline revenue.

Managers that are not impactful fail to move the needle on reps’ behavior and/or their performance. They just don’t have the skills required of a coach – perhaps they’re doing less coaching and more telling or controlling. Reps’ learn little from being told what they’re doing wrong, impactful coaching is a collaborative way to help them learn how to improve how they sell. Sometimes coaching is ineffective because managers just aren’t doing it properly — perhaps they’re just ticking a box or scoring their team more favorably in coaching exercises due to bias or even apathy.

It is possible to turn ineffective coaches into impactful ones, but in order to do that, you need to identify who is actually ineffective. Every sales manager is different, and short of watching every coaching session, it can be difficult to objectively know whether they’re making a difference to their reps’ performance. To do this you require data – but not just any data – the right data.

Identifying whether sales coaches are ineffective or impactful

The Sales Capability Index™ (SCI) is an index that has been developed by Mindtickle, which provides a capabilities score that, for the first time in the industry, provides a holistic, quantified assessment of sales rep and team readiness while also producing a leading indicator of their expected performance.

Essentially, the SCI provides a holistic, quantified assessment of individual sales reps and a manager’s entire team’s sales readiness. This is then linked to their performance, producing a leading indicator of their expected performance.

The SCI combines not only coaching but also knowledge and skill, so you can see what’s really impacting performance and what’s not. For example, if you’ve just launched a new product, coaching program, competitor series or other sales enablement initiatives to your sales team, you can see what elements have had an impact and by looking at scores before and after.

The score gives you a high level of conviction about how prepared your sales teams are and identify what initiatives are making an impact and what aren’t. It will also give you an indication of whether coaching (or other initiatives) are likely to impact your sales results so you can predict revenue more accurately.

As the data can be broken down by individual and by team, you can also see whether individual sales managers are coaching effectively – are they making a difference to the sales outcomes or not. This brings issues with sales manager’s coaching abilities to the surface, so they can be addressed long before the quarter or year is lost.

Coaching is only effective if it drives a business outcome. There is no point having your management team spend hours each week coaching reps if your top line revenue doesn’t grow. By using this data, coaching can be directly linked to real outcomes.

The same data can be used for most sales enablement initiatives. So if you launch a new product you can also look at the curriculum that was delivered to reps and assess whether it’s helped them sell or not. This helps you measure your enablement initiatives and identify where they need to be adjusted to make a real impact on your sales teams.

Coaching needs to have specific criteria for maximum effectiveness

In order to be effective, sales managers also need to know what to coach. No rep needs to be developed in every aspect of the sales process, but trying to find what they need help with isn’t always clear-cut.

By breaking down down the entire sales process and connecting each step with the enablement data that you have, you can look at sales competencies across each stage. This shows you exactly where a rep or a sales manager may need help.

The chart below gives you an example that shows you a rep that is able to explore opportunities and manage objections well, but perhaps needs help upselling and in call scheduling. The data pinpoints exactly where opportunities fail and evaluates qualitatively and quantitatively what competencies are needed at that specific stage.

This level of granularity allows managers to do tactical coaching and allows you to identify whether sales managers have skewed competencies. It gets to the heart of the issue and allows you to hone in on what needs to be done.

When looking at your sales team as a whole, it means you can identify if there is consistency across how teams are coached or if managers are perhaps playing to their strengths to the detriment of their team’s performance.

This kind of data has the potential to be a game changer. It can help identify bias in coaching performance and gives you the opportunity to address it objectively.

Empowering end users

A final way to improve impactful coaching across your sales teams is to give users the ability to approve or disapprove coaching feedback. Rather than just letting the sales managers have a say about how a coaching session went, let the reps tell you if they felt the session made a difference to them. This data can also be telling, because if your reps don’t feel like they’re benefitting from their coaching sessions, then it may be symptomatic of a broader problem – either with your coaching program or with individual coaches.

We all have so many tools in our sales stack, each providing an array of data. While it’s nice to have these numbers at our fingertips, they’re irrelevant if they can’t tell you how to improve your sales outcomes. After all, who has time to look through every data point available to them and work out what they’re saying.

For the Year of the Coach to make a real difference to your sales outcomes, you need to ensure that you have access to data that clearly and succinctly helps you link your coaching plans to your sales outcomes like the SCI does.

The Next Big Opportunity for Sales Enablement: Sales Engineers

Ryan Pimlott on January 9, 2018

If you’re looking for a quick win in your sales enablement programs then look no further than your sales engineering team. One of the most overlooked roles in sales enablement is that of the sales engineer, also known as technical sales, pre-sales or sales consultant. While 94.3% of businesses focus their sales enablement initiatives on frontline salespeople and account managers, only 45.9% shine light on their sales engineers, yet they play a crucial role in the sales process.

Sales engineers often require more enablement than reps by virtue of the highly technical nature of their role. They not only need to know everything about their product, competitors, verticals, and industry, but sales engineers must also understand how to apply this information to different use cases and differentiate your product from that of your competitors. Sales engineers touch almost every part of the sales process and play a significant role in proving the success of your product to potential customers.

The sales engineer is the resident product expert in a sales call – a situation that can be highly stressful even for the most competent professional. They bring together the knowledge of how existing customers use your product, usually learned from the customer success team, with the sales teams understanding of the customer, their pain points, and needs. Essentially, sales engineers need to have the knowledge that both sales and customer success teams have, along with the detailed specifications of your product. As a consultant, they provide the deep knowledge that helps customers see why they should choose your product and be able to demonstrate it.

Their role covers not only initial sales conversations but also customized demonstrations and proof of concepts. It’s the sales engineer who sets up sandboxes and pilots so that customers can trial your product and see their specific use cases in action. This process of proof of concept can take a sales engineer anywhere from one week to six months to complete.

Some businesses have acknowledged the key role that sales engineers play. Symantec designed and implemented a comprehensive enablement program targeted specifically to the sales engineers and they believe well-enabled sales engineers make their pipeline bulletproof. This is the exception rather than the rule and speaks to the value Symantec have placed on the role of the sales engineer in their focus on customer success. Many companies simply arm sales engineers with the same information that they give their sales reps or customer success teams. While this is a start, it rarely provides them with all the information they need, nor the depth of knowledge required, to complete their role effectively.

Some areas that sales engineers need to be enabled include:

Detailed product knowledge that incorporates technical specifications
Customer use cases
The product roadmap and future releases
The RFP process and what security documents are required for different verticals and industries
Up to date information on competitor products and industry updates
The ability to dive deeper into specific pain points and requirements
How to conduct a technical demonstration and manage trials and proof of concepts
Each aspect of the sales process including who is involved and understanding when they are required

Given how critical sales engineers are in turning an opportunity into a customer, it’s surprising that more businesses have not focused on enabling their knowledge and needs. Businesses that do this now can achieve a competitive advantage that is almost guaranteed to help them close more deals faster.

How have you enabled your sales engineers?

5 Proven Ways to Increase Adoption of Your Sales Enablement Initiatives

Ryan Pimlott on November 30, 2017

Sales enablement initiatives are only as effective as the people who utilize them. According to CSO Insights, 94.3% of sales enablement initiatives are focused on salespeople and account managers, and 63.1% are also focused on sales managers. But no matter how brilliant your enablement initiative is, if you build it they may not come – this isn’t a fun trip to Vegas. Sales managers and reps have a trillion things to do each day, getting them to use a new tool or change their process requires a lot more persuasion than simply telling them it will benefit them.

While humans have a natural bias against change, for salespeople this is exacerbated. A survey of over 2,000 reps found that 62% of perceived seller burden can be attributed to overly complex internal processes and procedures that reps are asked to follow. So it’s no surprise that reps and managers may be reluctant to embrace the idea of adding yet another new tool or process to the mix.

While sales enablement exists to improve “seller experience” your initiative has to earn its stripes before your sellers see it that way. Best practice sales enablement leaders understand that their sellers are their customers, and a good seller experience is crucial to engagement and in turn adoption. While many focus on managing upwards – for recognition, funding, and reward – managing your customers is imperative to long-term success.

Here are five proven ways to ensure your sellers have the best experience with your new sales enablement initiative, so it has the best chance of succeeding.

1. Have a launch campaign

If your reps and managers don’t know that the new tool or process exists, they can’t use it. In a large company, this can be a real problem. Sending an email won’t be sufficient, just think how carefully you read every broadcast message that hits your inbox in a week. To succeed you need to launch your initiative, so it’s news rather than noise.

Reps will also need to know how the new initiative fits in and if it requires training, this needs to be provided in a way that ensures your reps are comfortable doing the new process or using the new tool in front of a customer. If they know how to use something, they’re more likely to try it rather than just putting it into the too-hard-basket and avoiding it.

2. Lead by example

Informing your sales team and training them is great, but your launch will be more impactful if you lead by example. One of our customers, Mulesoft, did just that when launching their new corporate messaging. The initiative was launched at their weekly town hall meeting by their CEO who completed a role play mission on Mindtickle in front of the entire company. He not only showed everyone what the messaging should sound like but also how to use their sales readiness tools, role modeling the behavior for the entire organization. Once he completed the mission he then encouraged everyone in the company, not just the sales team, to complete the mission.

3. Give them proof

If your sellers see no value in your sales enablement initiatives, they will be destined to fail. It’s one thing to tell someone that they will benefit from a new process or tool, but it’s another to back that up with hard data. After all, salespeople are focused on closing deals, they don’t value something immediately unless they can see the connection to achieving their end goal.

Mendix found the value in this when executing their Sales Champions Program. They showed sales managers the impact the new initiatives had on conversion rates. It is difficult, even for the most dedicated naysayer, to deny cold hard facts.
Depending on what you’re measuring, it may be difficult or even too early to have hard data. There are other types of proof that you can use that are just as impactful. Get one of your sales reps to video their success story and share that with the broader team, or interview a customer so they can hear how the change has made a difference to them. These are both powerful ways to demonstrate value and provide real proof of success. You can learn more about Mindtickle customer success by visiting our customers page.

4. Create a new normal with gamification

Over 90% of VP of Sales report that their gamification initiatives are successful, with 70% reporting an increase in sales performance from between 11% and 50%. Gamification, whether it’s through leaderboards, badges or other techniques that generate healthy competition among your sales reps, increases engagement and if they’re engaged they’ll adopt your new initiative. Adoption is the only way to ensure your initiative sticks.

You know you’ll have truly achieved adoption when your new tools or process become second nature – they’re the new normal. The new normal is the sign of success – your reps and managers do this day in day out without friction or complaint because it works!

5. Get feedback

To increase engagement your reps and managers need to know that they are being heard. Seek feedback on your initiative soon after implementation and again later once it’s been used by your team for a few weeks. This will help identify any issues and give you the opportunity to iron out any teething problems. By heeding their feedback and letting them know it’s being addressed it will also increase the chance of adoption and engagement. Otherwise, it may negatively impact the seller experience and the success of your initiative.

Some companies do this by pushing out surveys to their reps. This can be used to obtain feedback on a range of initiatives such as your sales kickoff. It’s also a handy way to inform what topics your reps want to see at your events.
No matter how great your sales enablement initiative is, the proof of its success is in the execution. For any implementation to succeed the users need to be on board and adopt the change. So don’t just focus your efforts up the line, spend time looking at your seller’s experience. This will also augur well for any future initiatives that you implement.

Best Practices for Dealing with Sales Enablement Software Vendors

Ryan Pimlott on October 26, 2017

Purchasing sales enablement software isn’t as simple as deciding what features you want and ticking them off a list. That’s because sales enablement as an industry is at a nascent stage which makes it difficult to know exactly what your business will need today, tomorrow, and into the future.
Sales leaders are also still defining what they need and want from sales enablement. The objectives, success factors and KPIs for sales enablement are still being defined and may continue to evolve. That’s where the right vendor can empower a business to shape its sales enablement strategy in a way that meets its long-term objectives.
Having worked in both Customer Success and Sales, I’ve seen how challenging it can be for a customer to make the right decision, and how that decision can impact their business either positively or negatively. Many businesses tend to start with training and select their software based on the features they need. But enabling a sales force is rarely just about training – it may require a wide range of activities including content, structured coaching, process improvement, and internal communication. It often also requires reporting to sales management that helps identify gaps and opportunities.
The challenge for any sales enablement function is identifying and solving the bigger issues that are impacting their reps. If your sales enablement function is relatively new, you may still be identifying issues and prioritizing them, or trying to anticipate what your business needs in the medium to long-term future. This can be even more confusing if you’re having to deal with salespeople who are focused on selling you software rather than helping you solve your problem.

Start with your end-goal

Tools are an enabler but they’re not the end-game. Before purchasing software it’s important to identify what you want to achieve. Perhaps identify your top sales enablement initiatives for the next one to three years and align these with the objectives of your sales leadership team. These initiatives will depend on your specific business needs. Some examples include revamping your sales onboarding, instigating a manager-led coaching program or ensuring your reps can articulate your value proposition consistently.
Each of your initiatives should be based on the outcomes that you and your business want to achieve. Questions that may be helpful to ask here include:

What do your leaders want to achieve?
What do our frontline reps want and need?
What do our sales managers want and need?

If you’re speaking with a software vendor at this stage they should be able to help you define each of these questions and unravel your issues and help you find a way to solve them. At this point, it’s best not to focus on product features, but rather look at how you can elevate your sales game.

Focus on a partnership

Of course, the features that your sales readiness platform has are important, but a solution needs to have the flexibility and capability to meet your needs now and in the future. This is where it’s important for you to look at the product roadmap and see what’s coming in the future and understand how that may help your organization.
Ask the vendor how they develop their product roadmap and determine its direction. Some take onboard feedback from customers, while others may develop their strategy based on the whims and fancies of a handful of product geeks.

Value transparency and honesty

Software vendors shouldn’t just be there to sell you their platform. What’s most important is that you find the right solution for your business. There’s no point trying to force fit a solution, it will only end up costing you more in the long-run. That’s why I’ve actually referred some prospects to other solutions when I know that we don’t have the solution to their problems. It doesn’t help our customers to end up with a platform that doesn’t address their needs.
That’s where transparency and honesty are important. Every sales enablement platform has its strengths and weaknesses. The key is for you to find the platform that best meets your needs now and in the future. Sales reps play a valuable role in the process of deciding which sales enablement platform is right for your business. A good vendor salesperson will help you solve the problems you’re facing so that your sales can be elevated.

Create Powerful Sales Success Stories that Motivate and Inspire Your Reps

Ryan Pimlott on December 5, 2016

Running a four-minute mile was once an elusive dream, but in 1954 Roger Bannister achieved the impossible. Fast-forward 60 years and the 4-minute mile is a rite of passage for professional runners aspiring to beat Hicham El Guerrouj, who currently holds the world record with a time of 3:43:13, set in 1999.

For athletes, success is a powerful motivator. Once they know one person has achieved the impossible it inspires others to not only follow in their footsteps but smash their record. And it’s no different for salespeople. After all, they’re a competitive bunch, which is why sales success stories are a powerful motivational tool for sales reps.

What is a sales success story?

A sales success story is designed for the purpose of internal communication where a sales rep talks about how they navigated the buying process and closed a sale with a customer. They provide insights into how the rep achieved success, and can give their peers ideas about how they could apply the winning techniques. Success stories may also provide insights into how customers use your product (or solution) and the value it adds to their business, providing more information that can be applied in sales conversations.

However, like any sales enablement tools, they’re only effective if the content is useful and if it’s delivered to your reps in a way that they can consume easily. That’s why it’s important to enable your reps with sales success stories that have been well researched and delivered. In this post we’ll take you through how to create sales success stories that will help your reps sell more.

Why are sales success stories important and how are they used?

Sales success stories are an important element of peer-to-peer learning. They are internal tools that can be used to train new hires on how deals have been won, and inspire and educate seasoned reps. They can be used as training tools, where reps learn how their peers have successfully sold to similar customers, different verticals, or beat the competition. The success stories may also provide anecdotal evidence of how your product is used and its success. Reps can use this knowledge in customer conversations to explain the value your product can provide to a prospect.

How do you create a sales success story?

Sales success stories can be created in several different formats, depending on what is most useful for your audience. For sales reps, I’ve found it best to deliver them as short but powerful snippets of information that are delivered direct to their mobile device and / or inside CRM system. Some of the formats that I’ve seen used include:

A 3 to 10 minute video of the rep explaining their story;
Written collateral like a case study that’s available for reps to read in their downtime;
A few PowerPoint slides that have dot points with the relevant information; and
Audio or podcasts that can be listened to while reps are traveling.

By making the information short and punchy it’s easier for reps to consume while they’re on the go. One of the most effective ways to do this is by creating a standard structure for your customer success stories. This structure guides how you collect the information, all the way through to how it’s presented to your reps. I suggest following this four point structure:

Some other ways that you can make your success stories easier for your reps to access and digest include:

Make them searchable, particularly if they’re longer case studies. This will help your reps find them quickly when they’re preparing for a meeting
Make them available on their mobile device. Many field sales reps use their cell phone or tablet as a pseudo office nowadays, so it’s imperative that they can access success stories on them
Make them available on your CRM system like Salesforce.com
Make them available offline. This will enable your reps to go through them when they’re on a plane or find them even if they don’t have Internet access, and
Keep it simple. While there’s a lot of information that you may want to convey, keep it short or use bullet points so it’s easier to skim through. And follow a standard structure as suggested so that reps know where to find what they’re looking for.

Collecting the information for your success story

It’s always best to go straight to the source when collecting information, that’s why I suggest interviewing your sales rep directly for your success story. If your customer is open to it you can also ask them to be included in the interview process. That way you can obtain their perspective on the sales process as well. And because the interview will only be used for internal purposes, I’ve found that most reps (and customers) are much more open and candid about their experiences.

If you’re not familiar with interviewing people it can be a bit daunting. To help you get the most from your sales rep (and possibly customer) interviews, I’ve suggested below some questions that you can use in your interviews. The list is not intended to be exhaustive, but rather it’s intended to be guided to help you through the process. So you can pick and choose which questions to ask in your interview based on the situation and how the interview is going.

Once you have collected your information it’s just a matter of editing your video or audio or writing up your success story and publishing it on your sales enablement tool or content management system.

Understand the situation

An overview of your customer’s business
- Please give me a quick overview of your customer’s business?
- What does it do and how long has it been in operation?
- How many employees are there?
- What are its revenues?
Your champion’s role within their business
- Can you please describe their role
- Where does their role sit in the broader org structure?
Your customer’s customers
- Who are their target customers?
- How do they use their product?
Your competitors
- What other solutions was the customer looking at?
- How did you find out about your competitors?
Political navigation
- Was there any saboteur in the deal? How did you overcome them?

Define the problem

The pain points and challenges your customer faced
- What were the key challenges that your customer’s business was facing prior to using our product?
- Were there specific pain points in their process that they wanted to remove?
- What were they doing before to solve for these issues?
- Did they use other tools or processes? How did they work?
The impact on your customer’s business
- How did these challenges impact their business? Higher costs? Productivity? Revenue?
The decision-making process
- What were other people involved in the decision making process?
- How did you navigate the internal politics of the customer’s decision making process?
- How did you identify your sales champion within the customer’s business?
- How did the champion help you get the deal over the line?

Outline the solution

How you helped your customer solve for their pain points and challenges
- Explain how you went about identifying your customer’s pain points or the challenges they were facing
- How did you address these challenges in your customer conversations?
- How did you help them resolve these challenges?
- Who else helped you resolve the challenges?
- Did they need to make any changes to their business to resolve these challenges? How were these received by their sales teams? Other internal teams? Their executives?
- What support did you receive from other departments in their business?
- What objections did you encounter from other departments in their business? How did you overcome this?
- Did you encounter any other challenges or objections in the sales process? What were they? How did you resolve them?
How your customer uses our product
- How is your customer currently using our product?
- What features do they find helpful?
- How does our product help alleviate their pain points or solve their challenges [describe what these challenges were]?
- How does our product help them achieve their goals?
- Has your customer reduced costs as a result? How do they quantify this?
- Has your customer improved productivity as a result? How do they quantify this?
- Has your customer increased revenue or sales growth as a result? How do they quantify this?

Has our product helped you and your team achieve success in your goals? How?

Additional Information

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