About the Company
A global technology leader in computer hardware and smart devices, this organization operates across all major markets with a workforce of approximately 75,000 employees and annual revenue exceeding $71 billion. Founded in 1984 and headquartered across China and the United States, it serves businesses and consumers worldwide with a portfolio spanning personal computers, smartphones, and enterprise IT solutions.
The organization’s Digital Workplace Solutions (DWS) portfolio delivers AI-driven services across device lifecycle management, cloud collaboration, endpoint security, and IT automation for enterprise clients. As hybrid and remote work adoption accelerated globally, strengthening the sales force responsible for positioning and selling DWS became a critical business priority.
Business Challenges
The organization’s sellers and channel partners faced significant gaps in their ability to engage enterprise buyers, navigate multi-stakeholder purchasing decisions, and close DWS opportunities effectively. An internal sales assessment revealed that 60% of sellers lacked confidence in handling customer objections, causing deals to stall before they could progress.
Key challenges included:
- Stakeholder Identification: Many sellers could not identify key decision-makers across IT, finance, and procurement, slowing deal alignment and progression.
- Discovery Meeting Navigation: Sellers lacked the skills to ask the right questions and guide conversations toward insights that drive sales momentum.
- Strategic Questioning: Sellers needed support structuring conversations to uncover pain points, IT challenges, and business objectives effectively.
- Sales Approach Adaptability: Engaging IT leaders, finance teams, and security stakeholders required tailored approaches that many sellers were not equipped to deliver.
- SME Engagement Timing: Sellers lacked clear guidance on when to involve the organization’s subject matter experts, limiting technical depth in high-value conversations.
- Objection Handling: Cost, complexity, and ROI objections frequently stalled deals, and most sellers lacked the confidence and skills to address them.
Without addressing these gaps, the organization risked losing enterprise DWS opportunities to competitors better positioned to navigate complex, multi-stakeholder buying cycles.
