Implementing RevOps has been a critical strategy for companies focusing on growth. What is RevOps? It is the synchronization of SalesOps, MarketingOps, and Customer Success Ops. While unifying strategies between sales and marketing has been long understood as a key pathway to success, the further incorporation of customer success means we can expand our view simply from the sales cycle to the revenue cycle. We expand our vision to include keeping existing customers (some of your best resources for additional lead gen) from merely acquiring new customers (much harder to do if your current clients keep leaving and even leaving unhappily.) By unifying these functions, companies can realize more significant growth potential.
Sales does not stop with the first contract signed. We know that the entire customer-facing organization should share responsibility for driving revenue. From the first piece of marketing they see to the last customer service interaction they have: this is all part of the sales experience for new customers and retaining current ones. Therefore these departments must be aligned in order to maximize revenue growth.
Here are five key areas you must have a handle on for successful RevOps
Historically these departments have been siloed from each other. The best conditions would have each department maintaining accurate, consistent, and high-quality data that could then be brought together as an internally consistent whole. Extremely unlikely. It is more likely that there is a lot of groundwork here to extract data from each department, begin to pull it into a coherent picture, and then put in place best practices moving forward for continuing to gather data. Without high-quality, accessible data it is impossible to make sound decisions.
It is worth doing a tech audit in each department. Are the technologies they use functional for each department? Are they integrated and sharing data? A fractional CTO can be hugely valuable here for helping to implement internal martech, sales tech, and customer success tech to hit both of those goals.
- Go-To-Market Strategy
The point of RevOps is unity. So is there a clear and unified agreement on your company’s go-to-market strategy? Does your marketing match your sales prop? Is your sales team going rogue? Is customer success able to back up our marketing efforts? Are they able to support what was sold? Everyone needs to be on the same page.
This is the section where we discuss KPIs again. This is highly dependent on number one, data. In addition to data, you have to know what your measurable goals are so it is possible to know whether or not you’re on track. It is extremely important that the company has an aligned understanding of what your revenue performance should be and how you will track it.
- Lead Management
You must have an end-to-end plan for each lead, from marketing to sales to customer success. This should be as seamless as possible for the optimal customer journey. We do not want to drop the ball on a single lead as they are transferred through each department.
For too long these departments have been siloed, or one has been given preeminence over the others in too many companies. The best company has equal respect and support for each department with a clear understanding of the mutual role and responsibility each has in the revenue engine. By unifying these departments under RevOps leadership, unifying goals, unifying data, and unifying measurement, businesses can realize untapped growth.