Aug 28, 2019
Ballbach: We found something really interesting on the
go-to-market side that I believe will have a major impact on our
top-line growth, and it came through the analysis that the finance
team conducted. We looked at our sales model and at the number of
customers that we have around the country. We looked at the run
rate and the renewals and the retention of these customers. In
partnership with our new head of sales, we then did a deeper dive
into what kind of time was spent by our sales force—that is,
primarily our outside salesforce. We noticed that the sales
enablement infrastructure was not set up so that our sales folks
could go out and win big deals—win big deals that could make a step
change difference in our business.
Instead, they were spending a lot of their time on working with the
existing customer base. So we are actively now reinventing our
go-to-market by investing in tech enablement for our sales folks so
that they are freed up to truly do what they do best, which is to
sell and to go obtain new logos with more strategic and kind of
longer-term sales cycles. The second thing that came out of this
was a desire to invest in digital marketing. There's never been any
testing of what kind of ROI we can get from investing marketing
dollars in these new areas. Given the long list of customers that
we have and the disparate array of long-sale customers that do
relatively small deals, we suspect that we can invest in digital
marketing that will that will return a very high ROI on the
investment as opposed to what we get with the kind of legacy sales
model.