From data to decisions: Solving GTM challenges with analytics
November 2024, Post 9/10, 5 min read
Over the last few years, working with a range of businesses, I’ve seen one constant: the companies that truly excel are the ones that understand how to use data to solve their biggest go-to-market (GTM) challenges. Whether it’s uncovering the root cause of stagnant pipelines, improving lead conversion, or retaining high-value customers, data is the common denominator.
On the flip side, I’ve also seen businesses struggle - not for lack of talent or effort - but because they rely on intuition instead of actionable insights.
In this article, I’ll share lessons from my experience in helping businesses embrace data-driven decision-making to overcome their GTM challenges. From building dashboards to fostering a culture of continuous improvement, these strategies aren’t just theoretical—they’ve been tested in real-world scenarios.
What I've seen: GTM challenges and data’s role in solving them
Across the businesses I’ve worked with, a few GTM pain points come up time and again. Here’s how data can turn these problems into opportunities:
Stagnant pipelines
The challenge: Deals seem to stall indefinitely, and it’s hard to pinpoint why.
The data solution: By tracking pipeline velocity and identifying where deals get stuck, teams can take targeted actions to re-engage prospects or reprioritise efforts. In one project, a simple "stalled deal" tracker helped increase pipeline movement by over 30% in just two quarters.
Low conversion rates
The challenge: plenty of leads, but they don’t convert to revenue.
The data solution: Segmenting the target markets and implementing a lead scoring system helped one sales team focus on high-quality prospects, doubling their lead win rate. By pairing this with analytics on lead sources and sales touchpoints, they also refined their outreach strategy for greater impact.
Customer retention issues
The challenge: Losing customers and struggling to understand why.
The data solution: For one SaaS company, tracking Net Promoter Score (NPS) and customer engagement metrics revealed dissatisfaction with a specific feature. Addressing this proactively not only improved satisfaction but also reduced churn by 10% within a year.
Dashboards: The foundation for actionable insights
The most successful businesses I’ve worked with use dashboards to simplify complex data into clear, actionable insights. These dashboards often include:
Pipeline velocity: Tracks how long deals take to progress through each stage.
Lead conversion rates: Identifies drop-off points in the funnel to focus improvement efforts.
Customer health scores: Combines usage data, survey feedback, and renewal likelihood into one view.
Revenue trends: Breaks down growth by segment, geography, or product line to highlight areas of opportunity.
When I helped an events business refine their sales pipeline dashboard, the clarity it provided led to a 20% increase in sales team productivity within three months.
Building a data-driven culture
Data isn’t just about dashboards—it’s about mindset. A culture where decisions are guided by data doesn’t happen by accident; it takes intentional effort. Here are three steps that have worked across my projects:
Integrate data into meetings: Use data as the starting point for pipeline reviews, strategy sessions, and client discussions. One client improved their deal closure rate simply by using a pipeline health dashboard as the centrepiece of every sales meeting.
Align incentives: Tie bonuses and KPIs to CRM usage, ensuring data is consistently updated and reliable.
Encourage curiosity: Equip teams with tools and training to explore data themselves. I’ve seen this approach uncover opportunities that were previously not considered.
From data to action: Lessons learned
If there’s one thing I’ve learned, it’s that data alone isn’t enough. It’s what you do with the data that matters. The businesses that succeed don’t just collect metrics—they act on them. Whether it’s improving sales efficiency, targeting at-risk customers, or identifying new revenue opportunities, data is their competitive advantage.
So, my advice to leaders tackling GTM challenges is simple: make data the heart of your strategy. Build the dashboards, train your teams, and embed data into your decision-making process.
The businesses I’ve worked with that embrace this approach aren’t just solving today’s problems—they’re building resilience and scalability for the future.
This article was written by Revn’s founder, Darren London. Darren is a results-driven Revenue Operations Consultant with extensive experience helping businesses optimise their GTM strategies, streamline operations, and drive measurable growth. From SaaS start-ups to global enterprises, Darren has partnered with organisations across sectors to implement data-driven processes, align teams, and improve revenue retention. Connect with him: https://www.linkedin.com/in/darren-london-b53a6b5/
CRM: more than a fancy rolodex
September 2024, Post 8/10, 4 min read
Leveraging the right CRM and technology stack to scale
Let’s talk about tech – the big shiny toy in every CEO’s toolbox that promises the world. But here’s the hard truth: without the right tools, you could be adding complexity instead of value. As a CEO or CRO, it’s not just about choosing a CRM, it’s about choosing the right CRM and tech stack that will fuel, not impede, your growth.
We’ve seen a common scenario, where you’ve bought the CRM, it’s being used by some, but not all salespeople for order processing and basic pipeline management, you’re unable to get any meaningful insights, and as a result the team disengages, and the CRM starts to feel more like an administrative burden than a growth enabler.
Here’s a question: When was the last time you looked at the technology your teams are using? If it feels like you’re paying for more bells and whistles than you need (or can figure out), this one’s for you.
The CRM: more than a fancy rolodex
A Customer Relationship Management (CRM) tool is a non-negotiable. But simply having a CRM isn’t enough.
Let’s break it down. Your CRM isn’t just a sales tool; it’s the central nervous system of your business. It’s where your customer data lives, where sales interactions are tracked, where marketing campaigns are launched, and, ideally, where all of this integrates seamlessly to guide smarter decision-making. Or, at least, that’s how it should be.
But when’s the last time you asked yourself: Is my CRM actually working for me?
Reviews and comparisons: tailor to your needs
Salesforce, HubSpot, Dynamics 365, Pipedrive, Zoho CRM - yes, you’ve heard of them. But which one is actually right for you? And more importantly, why?
Here’s a quick run-down to help you cut through the tech fog:
Salesforce: The market leader, if your business wants an all encompassing, well integrated solution. But be prepared to invest time, money, and resources to make it work for you. Ideal for large or rapidly scaling companies with complex needs.
HubSpot: For the start-up and marketeers. This one’s for you if you’re looking for something user-friendly but still robust. Great for growing businesses that want simplicity but still need strong marketing and sales integrations.
Dynamics 365: Microsoft’s hidden gem. If you’re already in the Microsoft ecosystem, this might just be your best friend. It integrates well with Office tools and offers strong data insights, but for non-Microsoft users, it isn’t so beneficial.
Pipedrive: The straightforward CRM for sales-driven teams. If your focus is on visualising and tracking deal flow without the complexity of larger systems, Pipedrive gives you the essentials in a user-friendly interface. Perfect for SMBs wanting simplicity without sacrificing function.
Zoho CRM: The cost effective, multi-functional option. Zoho offers flexibility and a broad suite of tools that cover CRM, marketing automation, and even project management. Good for those needing scalability without a hefty price tag.
But don’t just pick the one your competitors are using. Your choice should depend on your specific business needs. Ask yourself:
Are my sales and marketing teams working in harmony, or are they stuck in silos?
Do I have data in multiple systems that don’t talk to each other?
Am I getting meaningful insights, or am I just staring at a bunch of reports with no action steps?
The Tech Stack: more than just a CRM
Here’s where the magic happens—or doesn’t. Your CRM is just one piece of the puzzle. What about the other tools that support your GTM strategy?
Marketing Automation: Tools like Marketo or Pardot can turbocharge your lead generation and nurturing, ensuring your prospects are getting the right message at the right time.
Customer Success Platforms: Gainsight or ChurnZero can help you keep a close eye on retention and growth, giving you clear visibility into customer health and allowing you to proactively manage churn.
Sales Engagement Tools: If your team spends half their day sending out emails, it’s time to look at platforms like Outreach or Salesloft, which can automate those tasks and free up more time for selling.
Conversation intelligence: This is where Gong or Chorus.ai shine. Both platforms record, transcribe and analyse sales calls, offering critical insights into what works and what doesn’t. These tools provide data-driven feedback and help your team refine their pitch and close more deals.
And here’s the kicker: all these systems should be integrated. Yes, integrated. If you’re still jumping between platforms to get the whole picture, that’s a red flag.
What happens when you get it right
Picture this: Your sales team can see every touchpoint a lead has had with your marketing campaigns. Your marketing team knows exactly what sales conversations are happening. Your customer success team has a full 360-degree view of the customer from first interaction to latest renewal.
That’s when the magic happens. That’s when your business scales efficiently.
The right CRM and tech stack are your company’s growth engine, and when chosen wisely, they do more than track sales; they accelerate them. You’ll go from reactive to proactive, from data chaos to data-driven decisions, and from guesswork to scalable, repeatable success.
Stop buying tools and start buying solutions
So, what’s the next step? It’s time to do a technology audit. What’s working? What’s not? What’s just collecting dust?
Look, tech is only as good as the people using it. The tools you choose should align with your business strategy and goals, not the other way around. Don’t just pick what’s shiny—pick what works for you.
Take action. Align your technology stack to your business needs. And remember, tech isn’t here to complicate things—it’s here to simplify, streamline, and supercharge your growth.
Understand and simplify your GTM process to accelerate growth
September 2024, Post 7/10, 4 min read
Process noun
1. A series of actions or steps taken in order to achieve a particular end.
Every B2B sale you have ever made has followed a process, whether tracked and measured, or not. Early on, recording and analysing each sale may seem less important than closing the deal itself, but now you are in a position where diligence is required, measurements are necessary, efficiency is everything, and improvements are the difference.
For leaders in growing companies, the sales process can often feel like a black box. Teams are busy and deals are happening, but what is driving the success – or failure – is murky at best. In this edition of our ten-part series, we’ll dive into the importance of optimising your processes, leveraging automation, and using data to drive continuous improvements.
Efficient revenue processes are the backbone of any successful GTM strategy. They keep your teams aligned, ensure resources are utilised effectively, and create smooth and consistent customer interactions.
To streamline your revenue process, you must start with the fundamentals of any change/improvement journey.
Define. Every. Step: map out each step of your sales process, from lead generation to closing the deal. Clearly define the actions, responsibilities, and handoffs at each stage.
Align your process to your system: map your documented process into your CRM or collaboration tool
Standardise best practices: identify best practices that have proven successful and standardise them.
Measure: continuously and consistently measure the effectiveness of your sales processes using data.
Once this is implemented, we recommend you track and measure performance for a reasonable length of time (3-6 months minimum), so you can determine trends, and be confident the data is meaningful.
When you are in this position, regardless of how you are performing, now is the time to:
Improve efficiency: streamlined processes reduce errors and eliminate bottlenecks, allowing your team to focus on high-value activities.
Be consistent: standardised processes ensure a consistent approach to customer interactions, leading to a better customer experience.
Scale: well-defined processes are easier to scale as your business grows, ensuring you can handle increased volume without compromising quality.
Leveraging Automation
Automation is a game-changer when it comes to revenue processes. By automating repetitive and time-consuming tasks, you can free up your team to focus on the customer. Start by identifying automation opportunities and using the right tools (existing CRM systems or integrated platforms) build simple automated workflows that benefits your sales team.
A great example can be a lead follow-up automation:
Trigger: New lead is created
Workflow: Task is created for the assigned sales lead to contact new lead
Email alert: An email is sent to sales lead to make them aware
Templated email send: An templated email is automatically sent once the sales lead moves the lead from “New” to “Contacted”
Reminder set: if the client doesn’t respond to the email in 3 days from being sent, the sales lead has a reminder to contact.
Applying a simple workflow as above will save significant time, free the sales lead to focus on more value-adding opportunities and reduce missed opportunities. It also provides great data that can be tracked and used to improve.
Data-Driven Continuous Improvement
Data is at the heart of continuous improvement. By leveraging data analytics, you can gain insights into the effectiveness of your processes and identify areas for enhancement.
By tracking key metrics, analysing and interpreting the data, you can begin to identify patterns and trends that could be indicating an improvement area. Based on your analysis you can implement changes and use A-B testing to determine the best solution. A great methodology we use is Sales-as-a-Science (bought to life in Jacco van der Kooij and Fernando Pizarro’s book, The SaaS Sales Method).
Aligning processes to Sales-as-a-Science
Sales-as-a-Science is a methodology that applies scientific principles to sales processes, ensuring they are data-driven, measurable, and repeatable.
Your CRM is a gold mine of data points, from lead sources to win rates, harnessing your RevOps team to optimise your processes, manage your reporting and drive your improvements can be game changing.
By building a structured, predictable sales engine based on sales-as-a-science, it transforms guesswork into precision, turns every interaction into an improvement opportunity and maximises the ability to scale.
Conclusion
Streamlining your revenue processes is essential for driving efficiency, scalability, and growth. By leveraging automation, using data for continuous improvement, and aligning your processes to the Sales-as-a-Science methodology, you can transform your GTM strategy into a powerful engine for success.
Helpful resources:
· The SaaS Sales Method by Jacco van der Kooij and Fernando Pizarro
Stay tuned for the next instalment of our series, where we’ll explore more tactics and detailed steps to enhance your GTM Strategy! And if you missed our previous articles, be sure to catch up on our insights on keeping and growing your existing customers, aligning your teams, and more.
Customer Success. The lynchpin in developing your B2B revenue system.
August 2024, Post 6/10, 3 min read
Delighting, not delivering for customers is key to growing both ACV and LTV
For teams expecting to achieve growth through existing account expansion with a focus on achieving Account Contract Value (ACV) from 100K to 1m from key accounts, it is crucial to continuously work hard to define, re-define and nurture customer success activity. Nailing this has the ‘double whammy’ effect of creating capacity for the Account Management / sales team to ideate and pitch more customers as well as ensuring that what was promised to a customer is in fact fulfilled to the best of the company’s ability. Teams we have worked with have seen a minimum of +10% in revenue retention rates and +10 NPS after 6 months of on boarding dedicated Customer Success capacity. Aim to achieve a minimum of ten times return on investment in customer success activity.
Why expecting account management / sales to lead on service delivery does not make sense:
Here is how this looks in reality:
Characteristics of great customer success people
Love helping to solve problems
Exceptionally well organised
Warm, quick to build rapport
Motivated by positive and constructive feedback
Adept at rallying the internal team especially when things do not go as planned
Surprisingly might be more introverted than expected
Where to begin / re-define (if you have already started)
Benchmark: Take the benchmark with your current customer retention rates and NPS scores (set up measurement asap if not already in place, because what other customer scores really matter?)
Map the journey: Draw out every step of the customer journey with you, pre-sale, during and the entire 12-month calendar post sale
Pilot the process: Commit to adopt this for a test set of customers (may even be 3-4 to start with)
Program your CRM: Apply this approach to your CRM and weekly reporting to reflect the buying journey
Share learnings: Socialise what you learn about performance at every stage of the journey – create time each week to discuss learnings and setup improvement steps. Conversation to be across marketing, sales, customer success and product
Hard things about building out this function for an early-stage company –
Rewards are not instant. Persevere!
Tough to find talent. Be prepared to re-train existing sales or product team members to start this journey
Reporting lines difficult to establish. Always favour a peer-to-peer relationship with sales, rather than a subservient one
Low performance. Collaborate with customer success to keep defining and re-defining expectation
Customer Success is not just a function—it is the heartbeat of your B2B revenue system. By focusing on delighting customers rather than just delivering on promises, you create a powerful engine for growth that extends beyond the initial sale. This investment in Customer Success not only drives higher retention rates and customer satisfaction but also empowers your sales and account management teams to focus on what they do best: growing your business.
As you refine and expand your Customer Success capabilities, remember that the rewards may take time, but the impact is lasting. By integrating this approach into your broader RevOps strategy, you lay the foundation for sustainable growth, deeper customer relationships, and a more resilient business.
Whether you are just starting or redefining your approach, make Customer Success a priority. The results will speak for themselves—higher lifetime value, more satisfied customers, and a stronger, more agile business ready to thrive in an ever-evolving market.
Thank you for reading!
Perhaps we’re going from ‘new business sales’ to ‘helping customers make great choices’
June 2024, Post 5/10, 3 min read
I think probably the toughest role to be in across the go-to-market (GTM) team right now. Massively disrupted investment landscape, company’s financial priorities difficult to clarify, changing timelines on new product development, target markets in process of being defined, Ideal Customer Profile (ICP) often unclear and hybrid working. Just where to (re) start your New Business plans and execution?!
Times are definitely changing. The focus on Sales Development Representatives (SDRs), scaling LinkedIn connections, signing up to services to find email lookalikes, hyper personalisation and automated reply sequences. This wasn’t that long ago but seems like we’ve really moved on to a time of sharing authentic learnings to a relevant community that provide feedback to iterate product, packaging and pitch.
Perhaps we’re going from ‘new business sales’ to ‘helping customers make great choices’.
That’s an enormous mindset shift for those folks accountable for winning new logos from a target list with a clear ICP - both managers and individuals. Sitting in their shoes, how do I actually go about my day to day work and what is the most authentic and effective way to win new customers? Not least how do I do this at the required win rate….
Some ideas for leaders of early stage companies to support how to go about this part of the business, not least because the sales people and managers don’t normally have high influence on the co-ordination of the GTM motion which seems more important than ever here…
Broader perspectives to consider to make or review your new business plan - keeping in mind possible constraints with budget, specialist knowledge, management capacity
The landscape of B2B new business sales is evolving rapidly, and with it, the strategies and mindsets required to succeed. As we’ve discussed, the shift from traditional sales tactics to a more customer centric approach is not just a trend, but a necessity. Helping customers make great choices rather than pushing for sales creates more meaningful, lasting relationships and ultimately leads to more sustainable business growth.
For leaders of early-stage companies, this shift means fostering an environment where your team can thrive by understanding and meeting the needs of your customers. By creating a voice for your product, building a community, and maintaining regular, authentic interactions with prospects, you can navigate the challenges of today’s market and emerge stronger.
As you implement these strategies, keep in mind the actions points above, it will help you create a robust new business plan that aligns with the modern sales environment.
And remember, the goal is not just to sell, but to help your customers make informed, beneficial decisions that will foster long-term partnerships.
We look forward to continuing this conversation about how the world of B2B new business is evolving away from ‘selling’ to ‘helping companies make great choices about their partners’. Stay tuned for the next installment in our series, coming soon!
B2B marketing… start by developing trust. Everything else comes after.
June 2024, Post 4/10, 6 min read
Before you can develop trust with the people you’d like to become your customers, you need to be found.
The challenge is it’s getting harder and harder to stand out – the proliferation of content, 4.6bn pieces produced every day (https://www.linkedin.com/pulse/why-were-hungry-remarkable-content-infographic-brian-solis), only accelerated with the recent explosion of AI means it’s harder than ever for you and your business to be found.
A further consideration is that the traditional buyer journey is now starting, and increasingly staying, online with Gartner suggesting that 80% of buyer interactions will happen in digital channels by 2025.
And it gets worse because people don’t want to speak to your sales team, in fact they will actively avoid it with up to 70% of the sales journey complete before someone reaches out to sales.
The issue is they can’t start to work out if you’re the right solution for them if they can’t find you.
The following stats further emphasise the importance of having a presence with 84% of C-suite using social media to make purchasing decisions and 80% of business decision makers preferring to get company information from a series of articles rather than adverts.
This is a business challenge not just a marketing one and whilst there’s much to unpack we’re going to look at a couple of practical steps that can help move things forward.
Creating and Demonstrating Value
Creating value, at its core, is about having clarity on what you stand for, what you offer and how you help your customers better than anyone else in your space.
To do this you need to identify your USP – the one thing which serves your customers better than anyone else. You might think you’re clear on this however if your answer is a statement that includes how you’re the biggest, cheapest, or any other adjective then I suggest you review it.
The core statement shouldn’t be about you at all, it’s about the value you create and provide for your current and future customers.
The starting point then is about understanding your customer, their needs and working to identify (and communicate) how you answer their challenges uniquely well – if you can’t do that then give it some focus, fast.
Whilst it will certainly link to and be supported by defining your mission, vision, values and all that goes into a full and rounded brand strategy it doesn’t need to be that complex. You don’t need to spend enormous budgets on taking some simple and often powerful steps.
I’ve been in enough ‘brand’ workshops to recognise that more often than not the answers are within the people in your business – between you big strides can be made on creating a simple vision – the key part is then sticking to it and ensuring you and your teams live by it.
The framework below is a useful reference point to get started in identifying your purpose and ultimately working that into your customer focussed messaging.
How do you sound?
Once you have clarity on why you exist and the unique value you provide it’s then about starting to articulate this, authentically.
A simple way to get started is to move your messaging to the first person, make sure it sounds human, does it read as if you’re speaking to someone? and then it’s about trying to be helpful and provide something of value before asking for something in return.
Make sure you craft your message to what you know of your customers, show them you’re doing your best to understand their needs and that you’re using what you know to provide further value and a more targeted experience.
Steps to get started:
Identify customer need and how you address it, uniquely well
Clarify what you know of existing customers and use this to segment them
Craft messaging to their needs and preferences
Ensure you’re speaking in the first person – be human
Share something helpful before asking for something in return
Do this for one specific product or item you want to promote and start with the channels you own.
Craft a customer focussed, benefit-led, piece of copy for a dedicated landing page then use and adapt this for an email and couple of social posts.
It’s a small step but by having a practical jumping off point and keeping your focus on the customer it will help bring to life the steps above.
Don’t get me wrong, doing this once won’t revolutionise your business overnight but it’s a positive first step on the journey in moving from transactions to relationships and it can have quite impactful outcomes as the example below illustrates.
The key here is that once started you need to do it consistently, you need to show your customers this is you, you’re turning up each day and the authenticity, in time, will create the trust and in turn develop a return for you and your business.
Keep these useful ‘rules to live by’ in mind as you start to craft your message.
Some food for thought - A Practical example
The below is an example of how applying some of this thinking in a dedicated area can have a big difference in outcome.
One of the companies I was working with had been sending a daily newsletter for a period of time, the content and articles within it were the same and it went to the full dataset without any context or rationale for the recipient.
The engagement from this had plateaued and there were initial signs that it was soon to be in decline.
Using the framework set out here we did the following:
Reviewed what we knew about those receiving the newsletter
Identified 5 core industry themes and aligned them to specialisms held by our customers
Created a new email template which enabled us to map content topics to specialisms (this was internal effort, but created a better customer experience)
Focussed on how we framed the content from subject line, to adding an intro explaining what they were receiving and why, plus a short piece of insight on the articles
Simply put we created a more targeted set of messages based on customer interest and need, we crafted this to be helpful and give people things they wanted whilst focussing on ensuring all of this was written simply and directed for the reader.
This led to an immediate 60% uplift in engagement rates for the emails and it transferred to the articles themselves with 50% growth in article readership as well as 30% more articles being seen, read and engaged with.
This example is about how we improved approach for existing customers, but the model holds true and can be started with the simplest of things – just remember your customer is a person just like you, keep them front of mind and focus on what you can do help them get value from what you do – with that you won’t go too far wrong.
As Andrew Davis said; “Content builds relationships. Relationships are built on trust and trust drives revenue.” Marketing is key to unlocking the opportunity that trust delivers for a business, focus on your customer and the rest will follow.
Rowen Graham-Collins is a pragmatic Marketing Leader who has grown the customer base, increased revenues and driven year round engagement across B2B and B2C companies from sport to FTSE100s and more recently media, data and tech enabled start-ups. He’s ex The Lawn Tennis Association, Royal Mail, RX Global and Contentive, a Blenheim Chalcot company. He’s now providing consultancy to a range of start-ups and scale ups across the media, data and events space. www.linkedin.com/in/thergc
B2B Account Management - beyond the jargon
June 2024, Post 3/10, 3 min read
Customer centric growth is the destination, but what’s the pathway to lifetime value (LTV) growth once you’re comfortable with your customer acquisition (CAC) payback?
Pose this question to top account management practitioners and you’ll likely hear a variation of:
“Customer understanding”, “Effective opportunity identification,” “Best-in-class support,” “Personalised approach & personal connection,” “Long-term relationship building,” “Ability to demonstrate recurring impact,” and “Effective account resourcing/prioritisation,” among others.
Pose the question to new business professionals and the focus will likely shift to “Effective positioning,” “Understanding & matching buying criteria” “Establishing product / market fit” with likely shorter timeframes & planning cycles.
Pose the question to inexperienced B2B sales leads and you might hear the following:
“Land & expand.”, “Scale up the team.” , “Build it, they will come.”
The latter three are likely generic bits of business jargon that you’ve heard before.
And whilst they can sound flashy…
And they can look flashy, especially when paired with some nice PowerPoint charts or some slides on your vision, mission & proposition.
But if you peel back the layers of the onion, and there’s no robust sales plan or tactics in place behind these terms, they run the risk of becoming meaningless to your commercial team.
The jargon can also further distance sales leaders from any emotional connection with their direct reports.
Or worse yet, they can even spill into your customer relationships.
For example, in a former role of mine our Sales Director would refer to clients in terms such as volume or value of “Stock” to renew. Urghhh!
And whilst some may gloss over this terminology, it may not have been a coincidence that the entire team disbanded under this Director’s stewardship impacting churn considerably. the way sales teams are managed has a direct impact on customer satisfaction. wow!
So how do we avoid the pitfalls of a disconnect with the big picture, the sales execution & team bond whilst keeping our eyes on the growth prize?
‘Account Management is a science that blends rational and emotional appeal’
So, if we’re looking to connect our strategy with some science – we’d likely look at the sales bowtie (Ref: Sales as a Science).
And we’d likely be pairing this up with questions & data such as:
Actions taken to move account through the bowtie stages.
Current Portfolio – volume / value analysis, key account maps & overall SWOT.
Size of Prize & risks
Volume of presentations & proposals
Combined with data on your solution’s rational appeal such as:
Customer fit with ICP.
Feature set fit with ICP pain points across various stakeholders.
Alignment of proposition messaging with customer mindset: For example, will Cost saving or De-risking appeal more than Opportunity gains /Improvement?
AND then assume that the value of emotional appeal is almost always underestimated by leaders and practitioners alike. Humans (B2B buyers especially) project themselves as highly rational with suppliers but most decisions, in truth, are much more influenced by emotional factors than we care to think about (Harvard research).
With this, it’s worth scoring our emotional bank account (Ref: Covey’s 7 Habits of Highly Effective People) with our key prospects & customers. To establish whether we’re in credit or debit with our emotional bank account, we can bring in a snapshot of data (not simply intuition) including but not limited to:
Any lead scoring or predictive analytics you have.
Face time (both video conferencing & extra bonus for in-person meetings)
Engagement with various stakeholders (Ref Miller Heiman – User buyer, Tech buyer, Economic buyer & champion/coach)
Participation in customer advisory board or BETA testing programs
Any conflict / troubleshooting & time taken for resolution.
Ease or difficulty with previous negotiations
Popsicle moments (Ref Sales as a Science) or Amazon’s surprise & delight (Unlocking customer smiles)
Of course, one can add to these metrics over time, but the trio of different reference points (Science, rationale for purchase, emotional connection to buyer) should serve as a nice temperature check on your client base & flag up if our emotional account is “overdrawn.”
These three reference points should also act as a pathway for your Account management team to self-correct (Ref: Sales rules of the road) their activity & behaviors over time, breeding adaptability and then results over time.
And adaptability is not only one of the key traits for top performing sales teams of today… But also, a killer attribute for your business to add to its arsenal when navigating the turbulent pathway to growth in the future.
Author: Martin Head
LinkedIn: https://www.linkedin.com/in/martinhead/
Martin Head is Enterprise Account Director, at Capture One, the leading SaaS Photo editing software and has worked in various commercial functions at Dynata, Centaur Media, Econsultancy & Ascential leading relationships with corporate customers including the likes of Tesco, Adidas, Nestle, Johnson & Johnson (Kenvue), Sainsburys, Santander, Accenture, HSBC, Vodafone & others.
From start-up to scale up, how RevOps can transform your GTM strategy
May 2024, Post 2/10, 4 min read
Picture this, in London, two visionary entrepreneurs, Emma and Jack, launched a SAAS start up called InnovateX, aiming to socialise sales for enterprise businesses. With an innovative solution, a well-defined go-to-market (GTM) strategy, and an unmatched passion, they were set for success. Yet, despite their detailed planning and efforts, they faced challenges in translating their strategy into consistent, scalable growth.
They spent many a meeting, confident in their strategy, but frustrated by the lack of cohesive execution. They noticed that their sales and marketing teams, although guided by a solid plan, often operated in silos. Marketing campaigns generated interest, but the sales team struggled to convert leads efficiently, and feedback from customers was rarely integrated into their ongoing efforts.
Figure 1 - example of sales performance by lead source
The realisation: the need for better coordination
One afternoon in their office, Emma and Jack had a revelation, after watching the recommended ‘Winning by Design’ by Jacco van der Kooij https://www.youtube.com/watch?v=39OIC_20Y1U. They needed a robust GTM strategy, but equally importantly, they needed a way to ensure all parts of their business were aligned and working towards the same goals. The realisation led them to the concept of Revenue Operations (RevOps).
Embracing RevOps early
Emma and Jack decided to integrate RevOps thinking early in their journey. They recognised that aligning their sales, marketing, and customer success teams could make a big difference. Here’s how RevOps began to transform InnovateX’s journey from a startup to a thriving scale-up.
Aligning teams for success
With RevOps, Emma and Jack broke down barriers between their teams. They implemented regular alignment meetings where marketing, sales and customer success shared insights and strategies, ensuring everyone worked towards common revenue targets and customer satisfaction goals.
Figure 2 - meeting cadence example
A notable success story emerged from their customer success team, which identified a recurring pain point among top clients. By sharing this insight with the marketing team, they crafted targeted campaigns that directly addressed these issues, significantly enhancing lead quality.
Figure 3 - Example NPS tracking dashboard
Data-driven decision making
RevOps introduced InnovateX to the power of data, where they implemented tools that provided insights into their GTM strategy’s performance. They tracked the effectiveness of their marketing campaigns, sales tactics, and customer success initiatives.
This led to a discovery, that their initial customer onboarding process was too complicated, and the time to realise benefit too long. They simplified the process, which improved customer retention and satisfaction.
Optimising processes
Another major benefit of RevOps was process optimisation. InnovateX started to automate repetitive tasks, allowing their team to spend more time with customers. Sales teams no longer had to manually enter data into their CRM; instead, they could spend more time nurturing leads and closing deals.
Enhancing Customer Experience
Adopting a customer-centric approach within their RevOps framework led to substantial improvements in customer satisfaction for InnovateX. They implemented feedback loops where customer success teams communicated client feedback directly to development and marketing, ensuring the solution evolved in line with customer needs and expectations.
Setting Realistic Targets
RevOps helped Emma and Jack set realistic and data-backed sales targets. They used dashboards and reports to monitor their progress and adjust their strategies as needed. This level of transparency and accountability kept everyone on track and motivated.
Figure 4 - Example quarterly performance tracking dashboard
The transformation
As InnovateX continues to embrace RevOps, they are seeing tangible improvements, and it is enabling them to continue their journey from startup to scale-up.
InnovateX journey is a testament to the power of integrating RevOps early. For startups looking to scale up, adopting RevOps can provide the structure and insights needed to transform your GTM strategy into a living, breathing plan that drives sustained growth and success.
This content is brought to you in partnership with The Maze. The Maze (https://www.linkedin.com/company/navigatethemaze/) is an advisory firm focused on helping senior B2B leaders to plan and achieve their growth ambitions, specifically focused on companies making the transition from start-up to scale up, with revenues between 1-20m.
We're excited about our upcoming first meet-up focused on leveraging AI for effective GTM strategies. To join our content series and request registration for the event, please complete the form (https://www.rev-n.com/gtmrevopsframework)
How to develop a go-to-market strategy
…that aligns everyone to focus on what winning looks like and delighting customers
May 2024, Post 1/10, 4 min read
If you're navigating the maze from start up to scale up, central to your GTM strategy ought to be keeping and growing your existing customers. In this first edition of our ten-part series, I’ll share what I've learned to cut through the noise:
understand what's currently happening with your customers
start to paint the picture for your own unique GTM strategy
think through the concrete actions to take and get (re) started
Pulling together the numbers
Suggest not to read any more of this article unless you know these 2 things:
1. why your current customers have stayed with you (if you don't know, call them to find out!)
2. why companies cancelled your service
If you're all set with the above, then here's some essential data to gather:
Revenue analysis:
Sales by product
Revenue by customer (repeat same structure)
Insights to glean:
Existing customers: highest spenders, reasons for staying and increasing spend
New business: win rates, sales cycles
Unit economics
Look at Customer Acquisition Cost (CAC) and Lifetime Value (LTV) to get a simple overview of how to grow profitably. There is a lot of advice on this from SAAS writers.
Understanding your markets and customers
Carve up the target market by company stage rather than just industry sector, as this could better indicate propensity to buy (or use alongside the sector view). B2B markets often shape like this:
How does your target market look and what volumes are there in each bucket?
Crafting your approach
Analyse the data to identify where future revenues could come from. Develop an ideal customer profile (ICP) to target customers who will buy, stay and refer.
Criteria to confirm across the team:
Industry
Budgets
Readiness to buy
Geography
Employee numbers
Business goals
A simple action plan with one ultimate owner for each
Marketing. Building trust
Develop a single motion to build trust and gently encourage companies to engage and consider buying. Remember, buyers want to select, not be sold to.
Revenue. Most effective way to keep, grow & win customers
Balance focus between existing and new business?
Create a specific target list?
Customer Success. Deliver and demonstrate impact to delight
Ensure you can deliver against the sales person’s commitments and show business impact.
Stay tuned for more tactics and detailed steps to enhance your GTM Strategy! And if you missed the GTM Framework, click here.
References:
1) https://www.insightpartners.com/ideas/saas-sales-periodic-table/
“If you fail to plan, you plan to fail” Go-to-market strategy for early stage companies
REGISTER HERE: https://www.rev-n.com/gtmrevopsframework
April 2024 (4 min read)
Crikey it’s tough to sell at the moment.
You’re passionate about your product and business yet you wake up in the middle of the night wondering why you are missing your numbers. Investors are pressing for answers, you feel hamstrung, and the folks responsible for generating revenue don't appear to know what's going on either. To make things worse, every time you want to join a customer call, you have a board meeting and the GTM teams aren't in the office when you go in. Then you jump into the CRM and it’s void of recent updates, only showing closed sales with no insights on pipeline movement. You phone the sales and marketing managers, and clear updates are hard to come by.
Fortunately, the customer success lead is quickly able to share the needs and feelings of your top client. A ray of sunshine! But how do you consistently gain the information needed to make informed decisions? Suddenly, the week has gone with more questions than answers.
Sound familiar? This 10 part content series is dedicated to helping you effectively plan, act, track, and iterate your approach to achieve your revenue goals. First steps to build the GTM strategy - a cohesive plan that aims to delight customers and could lead to achieving revenue goals, profitability and high-quality earnings.
Do you have a shared document that outlines your Go To Market Strategy?
1. Know your numbers
Can you view revenue trends by region, product, customer, sales person, source? What are these trends suggesting?
How clearly defined and well socialised are budgets, targets and progress towards them?
Are you on top of your unit economics?
2. Know your markets and customers
What are the strongest winds in your target market?
Who are your top existing customers? Why do they buy from you, how do they use your product and how important is it to their business?
What products are most popular with your customers and why?
Which customers decided not to renew with you? Why did this happen?
Do you regularly assess customer satisfaction? What have you learned?
3. Craft your approach to customers
How do you balance focusing on existing accounts versus acquiring new customers?
How do you plan to motivate interest in your business and product? Does your public image (websites, pitch decks, product materials) reflect your intentions?
What is your follow-up process once a customer makes a purchase?
How often are you seeing your customers in person? Are you and other senior leaders role modelling the customer behaviours expected from the GTM team?
4. Build and iterate your internal GTM engine - 'RevOps'
How would you like your CRM to be used by your GTM teams? To what extent is this happening?
Are there clear, repeatable, documented processes in place that everyone has learned and understood? Have they been updated for remote / hybrid working?
How effective is your communication to the GTM team? Does everyone know their role on the team and what good looks like?
Are targets and incentives regularly reviewed to make sure they still focus on desired behaviours? Importantly, does the GTM team believe that they are effective?
This 10 part content series aimed at Senior B2B leaders responsible for businesses or divisions generating 1-20m revenue, is designed to provoke thought, stimulate reflection, to challenge and most importantly to inspire action. It is a collaborative effort brought to you by The Maze and Rev-n.
The Maze is an advisory firm focused on helping senior B2B leaders to plan and achieve their growth ambitions, specifically focused on companies making the transition from start-up to scale up, with revenues between 1-20m.
Rev-n is dedicated to harmonising systems, processes and people to drive revenue growth. Discover how to unlock your revenue potential with data-driven insights and expert guidance.
We're excited about our upcoming first meetup focused on leveraging AI for effective GTM strategies. To join our content series and request registration for the event, please complete the form (https://www.rev-n.com/gtmrevopsframework)
The impact of revenue operations
Click here to see how a dedicated revenue operations function can help improve your sales business, and a few useful tips to get started.
5 steps to streamline your sales process
In a competitive landscape, streamlining your sales process to create a seamless, efficient journey for your customers from initial contact to a loyal, happy customer is critical.
Incorporating the Sales-as-a-Science bow-tie, we explore five essential steps to optimise your sales process for better efficiency and stronger relationships.
Step 1: Understand your customer journey
Begin with a comprehensive mapping of your customer journey, from awareness to consideration. This phase is the left side of the bow-tie, where your goal is to attract and nurture leads.
Once outlined, implement tracking across all customer interactions to gather data on buying behaviours and patterns. Use this insight to refine your marketing and sales strategies, ensuring they are all aligned with the audience’s needs.
Step 2: Optimise lead qualification
Streamline the transition from lead to customer by optimising your qualification criteria. Employ scoring systems and automation to prioritise leads that are more likely to convert, ensuring your sales team focuses their efforts where they count the most.
Develop lead scoring models based on interaction and engagement. Automate elements of the initial screening to allow the team to prioritise high-potential prospects.
Step 3: Personalise your sales approach
Use the insights gathered to tailor your sales messages and solutions to the customers needs and challenges. Demonstrating an understanding of your prospects specific challenges and needs can significantly increase conversion rates.
Creating dynamic sales scripts and presentations that adapt to the lead’s needs, and using CRM tools to keep track of interactions will improve conversion.
Step 4: Streamline sales processes with technology
Utilising sales automation within an CRM system to reduce the manual input of the team, can significantly improve lead management and post sales efficiency.
Implementing a CRM that integrates across your whole revenue team and ensures a smooth flow of information is gamechanging.
Step 5: Nurture post-sales relationships
The relationship doesn’t end at the sale. Focus on nurturing your customers through excellent service, regular communication and personalised offers. Excelling at this, will enable you to expand your upselling, cross-selling and customer loyalty.
Develop a structured program for regular post-sale follow-up. Use data collected throughout the sales process to offer relevant additional products, services or support. This will lead to an increase in customer lifetime value .
Using the sales-as-a-science bow-tie is a great reference point to help you streamline your sales operation. Remember, the goal is to create a seamless, efficient journey for your customers, turning them into advocates for your brand.
Need help with your G-Cloud 14 submission?
Navigating the G-Cloud 14 framework can be a complex and daunting process. At Revn, we specialize in demystifying this journey, offering bespoke support to ensure your services stand out in the competitive public sector marketplace. With a proven track record of guiding companies through successful G-Cloud submissions, our team is your ideal partner in achieving your G-Cloud 14 goals.
Our Services
Comprehensive G-Cloud 14 Support Package
Our tailored approach is designed to address every aspect of your G-Cloud 14 submission, ensuring a smooth, successful entry into the framework. Our services include:
Pre-Submission Strategy: We begin with a thorough analysis of your offerings and objectives, aligning them with G-Cloud 14 requirements to devise a winning strategy.
Submission Optimisation: We provide insights on optimising your submission to attract public sector buyers, enhancing your visibility and appeal.
Support: From start to finish, our team offers support, including submission planning, document preparation, submission review, and final upload guidance.
Why Choose Revn for Your G-Cloud 14 Submission?
Proven Expertise: With experience leading over 200 successful uploads for G-Cloud 13 and a history of guiding companies like Agilisys through the submission process, our knowledge and expertise are unmatched.
Personalised Attention: We understand that each company's needs are unique. Our service is highly personalised, ensuring that your specific goals and challenges are addressed.
Results-Driven Approach: Our focus is not just on completing your G-Cloud 14 submission but on maximising your success within the framework. We aim to enhance your offering's visibility and appeal to public sector buyers.
Get Started Today
Ready to secure your place in the G-Cloud 14 framework with confidence? Contact Revn today to learn more about our G-Cloud 14 submission support services and how we can tailor our expertise to your company's success. Our team is here to guide you through every step of the process, ensuring a smooth and effective submission.
How our Quota Calculator takes your sales performance to new heights
In the competitive world of sales, setting accurate and achievable quotas is crucial for driving revenue growth and maximising sales team morale and performance.
But how do you ensure that your quotas are realistic and aligned with your business objectives?
The answer lies in harnessing the power of data and leveraging technology.
Introducing RevN's Quota Calculator – a revolutionary tool that will transform your sales strategy and elevate your performance to new heights.
1. Optimising sales quotas with advanced algorithms: At RevN, we understand that setting sales quotas is a delicate balancing act. Our Quota Calculator leverages advanced algorithms that crunch data to generate precise and data-driven sales targets. By considering market trends, historical performance, customer behaviour, and other critical factors, our tool ensures that your sales quotas are not based on guesswork but on insights and analysis.
2. Aligning quotas with business objectives: Gone are the days of setting arbitrary sales quotas. Our Quota Calculator goes beyond mere numbers. It takes into account your organisation's strategic goals, product offerings, and market dynamics to align sales targets with your business objectives. This alignment ensures that your sales team's efforts are focused on the right priorities, driving meaningful growth and profitability.
3. Motivating your sales team: Motivation is the fuel that powers high-performing sales teams. Our Quota Calculator is designed to inspire and incentivise your sales reps. By providing them with challenging yet attainable quotas, they are motivated to push their limits and achieve outstanding results. The transparency and fairness of our tool also foster a culture of healthy competition and collaboration, leading to a more engaged and motivated sales force.
4. Driving Revenue Growth and Beyond: The true power of our Quota Calculator lies in its ability to drive revenue growth. By setting accurate and ambitious sales targets, your sales team is empowered to exceed expectations and achieve exceptional results. With increased revenue and improved performance, you can unlock new opportunities for expansion, invest in innovation, and stay ahead of your competition.
Don't let guesswork or outdated methods hold your sales performance back. Embrace the power of data and equip your team with the game-changing Quota Calculator from RevN. Transform your sales strategy, motivate your sales reps, and propel your organisation towards unparalleled success. Get ready to unleash the full potential of your sales performance and witness your revenue soar to new heights.
Ready to revolutionise your sales strategy?
Stay tuned for the official launch of RevN's Quota Calculator and be among the first to experience the power of data-driven sales quotas.
Sales-as-a-Science: things to measure
If you are not already, here are the first 5 things all RevOps and Sales teams need to measure.
10 effective ways to put the customer first…
Businesses that adopt RevOps, do so with the intention of becoming more customer focused. But how do you implement a customer first strategy?
Here are 10 effective ways, in which to put the customer first:
1. Build the culture around the customer: align your culture to the type of business you work with. For example, Patagonia aligned itself to the outdoors, environmentally friendly beliefs of its customers.
2. Take care of your employees: the biggest representation of your brand is your employees. Making them happy has a big knock on impact to your customers.
3. Personalise the customer experience: personalised messages, thank you notes, putting names on coffee cups like Starbucks, are all simple yet effective personalisations.
4. Ask what the customer wants: include the customer in your Research & Development. Customers are usually very willing to provide feedback and ideas when prompted.
5. Make interaction easy for the customer: customers feel appreciated when they are able to contact the right person at the time they wish. Making sure you are available at the right time goes a long way.
6. Give rewards to express gratitude: rewarding repeat business is a sign of valuing customers.
7. Be adaptable: customers are more likely to continue to work with companies who are willing to make changes to accommodate them.
8. Be transparent: being open and honest with your customers when you are not able to satisfy them, goes a long way and develops the relationship.
9. Under promise and over deliver: it seems simple, but so often, in trying to please a customer we promise things we cannot deliver on. Promising less and over delivering will eminently improve customer satisfaction.
10. And finally – measure it!: if you don’t measure using key metrics, it is hard to improve and drive the culture.
Putting the customer first is not a one-time action but a culture that should permeate every aspect of your business.
By doing the 10 things above, you can create an environment that empowers employees to deliver a first class service that truly adopts the customer first strategy. Remember a happy and loyal customer base is the foundation of success.
A data driven sales approach…
Have you ever considered how different your business would be if you used a data driven sales approach?
Sales is ultimately a numbers game. You hear that sentence branded around a lot, but there is a good reason, it is generally true. Sales, is the lifeblood of any business, and can greatly benefit from harnessing the power of data. A data-driven approach in sales empowers organisations to gain valuable insights, make informed decisions, and drive success. Based on our recent poll, in this blog, we are going to outline what a data driven sales approach looks like.
A data driven approach is a strategy that simply leverages data and analytics at each stage of the sales cycle and is used to guide decision making and improve processes. If you are not currently collecting, tracking, reporting and analysing sales performance data, now is the time to start…
What a data driven sales approach enables you to do:
Understand buying behaviours: By understanding purchase history, demographic information, sales processes, and patterns therein, you can tailor your strategy, interactions and offers to make the most impact.
Forecast with accuracy: accurate sales forecasting is crucial for effective resource and business planning. A data-driven approach uses sales data to predict future sales, which can be modelled and used to make important business decisions.
Target your markets: By understanding and analysing sales performance in certain demographics gives organisations a real advantage in where to focus their efforts. Gaining insight into buyer personas, can drive messaging, interactions and marketing in the best areas.
Improve sales performance: A data-driven approach gives sales teams real-time access to performance data. Simply by tracking, reporting and showing sales teams this insight has a great impact. Moreover, by tracking KPIs such as conversion rates, average deal size and sales cycles, you can quickly identify bottlenecks and areas of improvement.
In summary, a data driven sales approach is one where you are recording sales metrics and then using that data to drive changes, improvements and efficiencies. In today’s competitive landscape, it has become fundamental in how businesses are operating. If you want to learn more, or have an assessment on your current growth approach, please contact RevN.
The importance and challenge of aligning revenue functions
In the recent blog on revops being the fastest growing job title, we outlined the importance of aligning the revenue functions. In the fast-paced and competitive business landscape of today, it has become increasingly important for organisations to align their revenue functions to achieve sustainable growth and success. Three key revenue functions - marketing, sales, and customer success - play integral roles in driving revenue generation and customer satisfaction. However, aligning these functions can be a complex and challenging endeavour. In this blog, we will explore the reasons why aligning marketing, sales, and customer success is crucial and why it can be difficult to accomplish.
The importance of alignment:
1. Improved Customer Experience: Aligning marketing, sales, and customer success ensures a seamless and consistent experience for customers throughout their journey. A positive customer experience leads to increased customer satisfaction, loyalty, and ultimately, revenue growth.
2. Enhanced Efficiency and Productivity: Alignment among revenue functions eliminates silos and fosters collaboration. Shared knowledge enables teams to work more efficiently and effectively. As a result, productivity improves, sales cycles shorten, and revenue potential increases.
3. Revenue Generation: the coordinated effort in attracting, converting, and retaining customers maximises customer lifetime value.
This all sounds obvious, but from my experience, achieving this is incredibly difficult. There are many reasons for this, but the ones I have witnessed, and expect a lot of organisations experience the same are:
1. Conflicting priorities: these teams are not always housed under the same leadership, and although company performance is at the forefront, how this is achieved can be viewed differently across leaders.
2. Aligning and simplifying metrics: the lack of a common goal or purpose and therefore variations in what marketing, sales and customer success are trying to achieve is common. The misalignment can be as simple as a quantity vs quality disparity.
3. Technology and data integration: one of the most common challenges I have witnessed is the lack of technology integration and data sharing as a consequence. Growth has usually meant organisations have made quick decisions on finding a solution and then when trying to align functions there isn’t any technical integration.
As a RevOps evangelist, I believe aligning revenue functions: marketing, sales, and customer success is paramount for organisations achieving sustained revenue growth, customer satisfaction, and long-term success. Overcoming challenges related to conflicting priorities, metrics, and technology integration is essential for successful alignment. However, the difficulty in overcoming this challenge cannot be underestimated.
RevOps is for all, not just for SaaS
RevOps first came to prevalence in the Software-as-a-Service (SaaS) space, where the old way of doing business didn’t apply or work anymore. The days of closing a deal, celebrating, and moving on to the next stopped working.
The expectations of a customer changed, and in turn so did the market, to a subscription-based model. This now means SaaS deals are relatively small initially, with big potential lifetime value, and therefore, the companies who can align their RevOps framework across the customer journey are benefitting hugely.
The importance of alignment across marketing, sales, and customer success to streamline operations, improve efficiency, and drive revenue growth saw the rise of RevOps in SaaS businesses.
But, while RevOps has gained popularity in the SaaS sector, it is important to recognise that its benefits extend far beyond SaaS businesses. Below, we will explore why RevOps is not just for SaaS companies.
1. It aims to align functions. This alignment should ensure a seamless customer experience and maximise revenue generation. All companies can benefit from a unified revenue strategy.
2. It focuses on the customer. RevOps places strong emphasis on delivering excellent customer experience. Ensuring the business is all driving for this, can ensure consistency, improve interactions, smooth transitions, and result in happier and longer-term customers.
3. It adopts a scalable growth model. Achieving scalable growth is the ambition of every company. By leveraging data, business can make real-time decisions that drive revenue. Businesses in fast moving markets can benefit from this greatly.
4. It enables efficient resource allocation. Aligning processes and people using data quickly highlights where teams are most effective and efficient. Armed with this insight, teams can be structured in a more optimal way.
5. It’s adaptable. RevOps as a function can adapt to any business, and therefore businesses outside the SaaS world who can leverage the function should gain a significant advantage over their competitors.
In summary, RevOps is not limited to SaaS organisations. It’s core benefits of aligning teams, focusing on the customer, driving scalable growth, improving operational effectiveness and its adaptability are beneficial universally. As the business landscape continues to evolve, we believe RevOps will become increasingly essential, and it could remain as one of the fastest growing jobs for a while yet.