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The problem
For , Senior Manager of Revenue Enablement Infrastructure & Operations at , the mission is clear: enable sales teams by delivering the right information, at the right time, in the right place. But before implementing 天涯海角APP, that mission was buried under a mountain of inefficiencies.
鈥淥ur job is like DoorDash,鈥 Luke explains. 鈥淩evenue enablement creates all the great programs, but my team is the delivery vehicle. If it鈥檚 not delivered well, fast, and in context, it doesn鈥檛 matter how good the content is.鈥
The challenge? 80% of the requests into enablement were for process awareness and change management, and the traditional methods of communication weren鈥檛 working. Newsletters had a 10% readership rate, internal chat was a firehose of new messages, and reps were struggling to keep up with the constant changes.
鈥淲e had a major process change that affected a big chunk of our sales team,鈥 Luke recalls. 鈥淲hen we relied on newsletters, only 26 account managers saw it. When we ran the same update through 天涯海角APP, that number tripled.鈥
That wasn鈥檛 just an increase in engagement; it was a direct impact on revenue-generating teams and pipeline efficiency.
Process overload, scattered communication, and lost pipeline
As the company evolved its product offerings with the release of ZoomInfo Copilot and expanded its sales motion upmarket, change was constant. They introduced new SKUs, restructured AE roles, and rolled out new guidance around the primary prospecting tool, all in quick succession.
鈥淲e changed what they sell, how they sell, and who they sell to all at once,鈥 Luke explains. 鈥淎nd as an enablement team, we weren鈥檛 staffed to effectively support through every step of all of those changes.鈥
Without a scalable way to surface just-in-time enablement, reps were left to dig through newsletters, search internal chat, or ask colleagues for answers. Critical changes like new rules on how to disposition demo calls in the CRM were either missed entirely or buried under information overload.
The consequence? Millions of dollars in lost pipeline.
鈥淎s we moved further upmarket, the flavor of the engagements were changing. We saw more reps putting perfectly good demo calls into the abyss of the 'other' bucket,鈥 Luke says. 鈥淣o one was following up, not because they didn鈥檛 want to, but because they didn鈥檛 have a process for these longer-tail deals yet. That was resulting in wasted demand gen effort and wasted pipeline.鈥
