By prioritizing a company-wide transformation initiative to up-level efficiencies in sales and marketing capabilities, Segment significantly elevated their product-led growth approach. Morrissey says, “There are lots of different ways you can drive transformation, but it was clear that getting everybody on the same page and getting alignment was probably the first thing that we had to do. I knew from working with Force Management in the past, that this was an opportunity to do that. I know you also only get one shot as a sales leader at this level, so that’s what prompted my call to Force Management."
Partnering with Force Management, Segment launched Command of the Message® to solidify alignment around the value and differentiation their solutions provide to their most influential buying audiences.
Leveraging a buyer-focused professional service motion, Segment's salespeople are able to focus on customer outcomes and set measurable expectations. Morrissey says, “I knew our sales team needed to be able to operate in a different manner with customers and align our solutions to problems that they were looking to solve, all without bombarding our product engineering team with customer issues on the backend.” The customized training and frameworks support the sales team in creating and capturing value for prospects, and most importantly, ensuring positive customer outcomes. Morrissey notes, “That’s where the Value Framework became so critical for us. It gave us a common language, not only to talk internally about the problems we solve for our customers but to talk to our customers about their problems.”
During the engagement, Segment’s leaders participated in workshops to build a Value Framework, enabling them to align cross-functionally around their solution’s business value and differentiation. Morrissey notes, “Getting that alignment across the company is not an easy thing to do. But the Value Framework is such a critical part of that. It doesn't work unless everyone is bought in. It gave us really clear focus and alignment, it was really impactful.”
Now, the sales team drives clear expectations with their customers, helping their buyers to define and agree on what success will look like after deployment. As a result, sales is able to establish clear handoffs to the customer success organization, and reduce customer confusion after deployment, minimizing the need for product engineer support. Of these impacts, Morrissey says, “One of the most dramatic results for me and for our Chief Product Officer is the transformation we see on the product side. The product team is now freed up and has more time to focus on building the product roadmap and improving product quality.”