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Intercom

Since its founding in 2011, Intercom’s primary focus has been on a traditional, sales-led inbound model. This meant more than 10 years of tech debt in their GTM stack: duplicate records, leaky funnel, Salesforce errors (CPU timeouts, disrupted flow of leads), and more.

Go Nimbly worked with Intercom to stand up a self-serve, product-led sales motion that meant customers could buy how they wanted to buy. For Intercom, this would also translate into more customers and higher LTV.

Project Goals

  • Shift business to be more self-serve focused
  • Drive PLG
  • Increase value of customers
  • Provide more accessible pricing to their customers
  • Shift ToFu from traditional inbound to self-serve

Product-Led Sales Workshop

  • Established standard PLS terminology and definitions
  • Process mapping to align teams and drive accountability
  • Defined technical dependencies and prerequisites to stand up a PLS motion

Intercom, like many organizations, was struggling to define who should own PLS and drive quality outcomes. To prepare and plan for the work, we ran a workshop with stakeholders across Intercom’s organization.

Outcomes

  • Clear project plans for standing up the self-serve motion
  • A steering committee with representation across the organization
  • Managed the project’s dependencies on a number of other in-flight initiatives
  • Brought best practice on defining the flow of data through the organization

Implementing Product-Led Sales

  • Designed end-to-end data flow and data model
  • Built easy-to-configure playbooks by use case
  • Built a UI that shows the rep the full usage story
  • Designed flexibility in the Salesforce solution to support future use cases

While Intercom had an existing PLS solution set up, it was only for legacy customers. When PQLs came in, notifications were only going to reps via Slack, which meant a lack of both accountability and visibility into how those leads were converting.

There was no high-level PLS strategy or adoption across departments and any efforts made were largely siloed from a process and technology perspective.

For example: Reps didn’t have a clear process to follow in converting PQLs; Ops teams were not able to be self-sufficient in defining new playbooks due to technical and data dependency; and Product, Sales, and Marketing teams were all running a PLS strategy in silos.

Outcomes

  • A qualification process that drives PQL consistency and clarity
  • Accountability measures to ensure PQLs are being chased by Sales
  • Traceable process to give sales reps a clear next step
  • Configurable playbooks
  • Usage Insights
  • Self-generating stories the GTM team can use and reference

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