Revenue Ops: Our Proven Framework for Massive Pipeline
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What you'll learn: - A proven framework to align & organize your revenue teams (sales, marketing & customer success) - The “Ins & Outs” of Leandata’s & Outreach’s revenue operations
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Revenue Ops: Our Proven Framework for Massive Pipeline
- 1. Developing a Successful Revenue Operations Function Marcus Bening Vice President of Revenue Operations @ Outreach Erin Bush Sr. Director of Revenue Operations @ LeanData Colin Campbell Director of Marketing @ Sales Hacker
- 2. Agenda Defining Revenue Operations Why Revenue Operations, Why Now? How LeanData Does RevOps How Outreach Does RevOps Implementing RevOps at Your Organization
- 4. Go-to-Market Execution Is Complex 4 CUSTOMER SUCCESS DEMAND UNIT WATERFALL MARKETING PARTNERS DIGITAL CONTENT ABM INBOUNDOUTBOUND SDR • 60–70% of B2B Buyers Journey is Digital • 7–9 People Involved DIRECT SOCIAL
- 5. Fragmented GTM Approaches Stall Business Performance 5 SILO’ED TEAMS WITH NO ORCHESTRATION MULTIPLE GTM MOTIONS MULTIPLE DISCONNECTED DATA SYSTEMS OPS • Inefficient Processes • Inaccurate Data • Lack of Coordination COMPANY • Lower Rep Productivity • Broken Buyer Experience • Slower Revenue Growth THE RESULT: 5
- 6. Operations Is Consolidating Around Revenue 6 CUSTOMER SUCCESS OPS SALES OPS MARKETING OPS PARTNER OPS Revenue Ops
- 7. Revenue Operations Must Bust Functional Silos 7
- 8. It’s a Game Changer for Growth, Say Top B2B Research Firms 8
- 9. Why Revenue Ops & Why Now?
- 10. Comprehensive State of Revenue Ops Survey 10
- 11. Survey Results: Revenue Operations Is Happening! 11
- 12. Survey Results: B2B Is Growth Challenged 12
- 13. Survey Results: CX Is Imperative to Growth 13
- 14. Benefits for All Revenue Teams REVENUE OPS Productive teams Faster growth SALES More $ impact Sales alignment MARKETING Better buying experience Account growth CX Drives efficiency Impact revenue 14
- 16. Revenue Operations Framework: Align People, Process and Data GTM PLANNING GTM EXECUTION GTM ANALYTICS • Execute GTM motions: inbound, outbound (SDRs), ABM, Channel, Upsell • Match leads to accounts • Route revenue data to the right people • Design joint SLAs • Program performance and effectiveness • Measure, Evaluate, improve • Begin to blend Operations teams • Plan geos, segments, accounts, capacity • Annual/quarterly plan for pipeline, conversions, bookings 16
- 17. Start with Planning GTM PLANNING • Break down GTM steps ○ Awareness ○ Pipeline Conversion ○ Customer Conversion • Build hiring/coverage plan based on conversion expectations from stage to stage in GTM plan • Align regional/industry focus across GTM teams • Who is our Target Customer ○ Identify ICP ○ Identify Target Personas • What problem do we solve • How do we tell our story 17
- 18. Align Process Across teams GTM EXECUTION • Every action has a trigger, owner, and follow up • Create a seamless experience for the customer • Automate what you can ○ Assignment ○ Notification ○ Conversion ○ Data capture • Build hand-off steps across the sales process • Marketing to Sales Development • Sales Development to Sales • Sales to Customer Success 18
- 19. Focus on Enablement & Communication GTM EXECUTION • Connected GTM Message ○ Problem we solve ○ Who we solve it for • Customer Stories • Sharing Best Practices • Continuous learning • New Hire Onboarding • Ongoing Training ○ Sales Skills ○ Process/Tools ○ Product 19
- 20. Aligned Metrics • Track performance against plan at each stage ○ Engagement/MQA ○ Conversion/Opp ○ Pipeline ○ Win GTM ANALYTICS • Gain insight into what’s working and ROI with Marketing Attribution ○ Deal Creation ○ Deal Influence • Create Performance metrics that create alignment across teams and add up so that reaching individual goals leads to the team hitting the overall goal 20
- 21. One Tech Stack GTM PLANNING GTM EXECUTION GTM ANALYTICS • Hand-offs across teams • Define functional areas for system requirements • Invest and implement at the right growth stage • Forecasting • Performance Metrics ○ Campaigns ○ ADRs ○ AEs ○ Customer teams • One source of truth for data ○ Account firmographics ○ Contact info • Supports All GTM Functions 21
- 23. Outreach RevOps Journey: When We Started... 23 1. Started as “Sales Ops” (but de facto supporting Sales Development, Sales and CS) 2. Enablement running separate 3. Marketing Ops separate (but with close connection) 4. Insights deficit 5. Ops Roles vertically defined (Sales Ops PM, CS Ops PM, etc.) 6. Opportunistic (yet efficient) approach to problem solve
- 24. Outreach RevOps Journey: Today 24 1. Re-’branded’ as ‘RevOps’ (yes, we had T-Shirts made) 2. Integrated Enablement into RevOps (and rebuilding that function) 3. Established SLA and business rhythm with Marketing Ops 4. Incubating/formalizing a new Insights function 5. Ops Roles are defined with funnel relevancy (Lead to Oppty, Oppty to Quote, Quote to Order, Order to Onboard, Onboard to Adopt, Adopt to Renew/Expand) 6. Key partnerships (GTM Leadership, Finance, Product Marketing, etc…)
- 25. 25 Focus on 4 Functions (FFF) PROCESS ENABLEMENT SYSTEMS & TOOLS DATA & INSIGHTS Excellence Productivity Relevancy Stories What?Why?What? ● Process consistency & innovation ● Strategy & Planning ● Project mgmt ● Change mgmt ● Rhythm of the Business ● Onboarding ● Learning & Development ● Content mgmt + delivery ● Tech stack ● Solution design + implementation ● Integrations ● User experience ● Support decision making ● Data + Context = Insights ● Operational + Strategic KPIs ● Analytics: leading + lagging indicators
- 26. #PROSPECT #MQL #SQL #COMMIT #LIVE #MRR #LTV #SAL Lead to Oppty Oppty to Close On- boarding Adoption Expansion AWARENESS EDUCATION adapted from: Winning By Design | SaaS Sales Method SELECTION ONBOARDING USING/ IMPACTING GROWING 26 Full Funnel Revenue Operations: We mean it ● Operationalize the customer journey ● (Internal) customer obsession becomes real ● Facilitates scaling
- 27. Implementing RevOps at Your Organization
- 28. Map Out GTM Process Target Marketing Lead 28 Deliver CX Lead Engage Sales Lead GTM PLANNING GTM EXECUTION GTM ANALYTICS
- 29. Identify Opportunities for Better Alignment • Go to Market Model ○ Ideal Customer Profile ○ Target Personas ○ Do Marketing and Sales target the same way? • Enablement ○ Messaging ○ Process ○ Systems • Metrics ○ Leading Indicators 29
- 30. Work Across Defined Functions Revenue Operations has to effectively collaborate with: ○ Revenue stakeholders (Revenue producing teams): ■ Marketing ■ Sales Development ■ Sales ■ Customer Success ■ Professional Services ■ Partners ○ Supporting stakeholders: ■ Finance ■ Legal ■ Product ■ Engineering 30
- 31. Thank you!