Lack of Adoption Leads to Underutilized Resources and Limited Visibility
Though time and resources were spent creating great content and sales playbooks, it was scattered across three different platforms and sellers did not have easy access. Instead of wasting time searching, sellers used the limited assets readily available, typically old, unapproved versions that were not tailored to unique selling scenarios, which contributed to missed opportunities to deliver value to customers.
Also, since 90% of Hyster-Yale’s sales force is employed through dealers and not directly by the company, reps had little incentive to follow internal sales processes, including logging deal progression in SFDC. This limited Hyster-Yale’s understanding of how channel partners prioritized the company in deals and where to focus on improving the sales cycle.
Additionally, without visibility into which content performed best in various industries or scenarios, best-practice sharing was not conducive to a globally dispersed sales force, employed by hundreds of dealers contracted through Hyster-Yale. Though sales plays had been developed, the company did not have the data readily available to prove they were impactful or optimize for what was known to work best.
Early on, only 14% of stakeholders felt optimistic that the Highspot-SFDC integration would impact deals positively. However, less than a year after bringing in Highspot, the percentage of stakeholders that agreed that using Highspot within SFDC increases the likelihood of a rep to close deals was 100%.