Red Hat, provider of open source software solutions to enterprises worldwide, sought to integrate scattered, inconsistent processes for managing sales content. The company faced difficulties in effectively organizing and managing thousands of pieces of sales content. Fielding a worldwide sales force in 85 global offices across 35 countries, the company counted more than 2,000 sales reps among its 9,000 employees.
The company faced difficulties in effectively organizing and managing thousands of pieces of sales content.
Content was scattered across different locations in multiple languages and diverse formats, making it difficult for a sales rep to find needed content and to select what was most relevant and effective in a given situation.
Because there was no unified approach to content, the company also lacked a way to analyze data and get insight into content usage and value. Thus, marketing didn’t have a clear view of content performance. The team found it difficult to determine what content best engaged prospective customers, and they struggled to prioritize creation of the content that sales needed. The sales and marketing teams sought better alignment around relevant content, and they acknowledged the need to optimize their content investments and their use of content through the sales cycle.
These difficulties were compounded by an abundance of pre-existing sales tools that further complicated content management for both sales reps and marketers. Content existed in many different systems, making it a multi-step process for reps to find important documents and for marketers to understand how content was performing.