You invested little in customer experience
Posted: Sun Dec 15, 2024 8:51 am
As businesses continue to shift their strategies to create a more efficient and streamlined customer journey, it will be vital for all to invest time, energy, and resources into a revenue operations team, also known as RevOps .
A RevOps team can help you align your sales, marketing, and customer success departments and hold each of them accountable for driving revenue growth for your business, while also identifying potential areas of friction in your overall business.
Investing in RevOps is a huge opportunity to positively impact your organization’s bottom line—in fact, B2B companies that do so report a 10–20% increase in sales productivity and a 30% reduction in GTM (go-to-market) expenses.
To help your RevOps team drive growth in 2023 and beyond, we gathered overseas chinese database input from Sendoso ’s VP of Revenue Operations , Linda Fitzek . Let’s dive into some of the biggest mistakes she sees RevOps teams making and how you can avoid them.
The 5 Biggest Mistakes Your RevOps Team Could Be Making
►1. You explored your technology stack independently, but you didn’t look at all of your business capabilities as a whole
Linda Fitzek argues that most RevOps professionals first identify a business problem and then explore what best-in-class technologies can solve those problems.
But identifying individual technology solutions doesn’t provide a complete view of business processes, so she urges teams to examine all business capabilities across the go-to-market lifecycle and then look to leverage strengths and weaknesses.
As she puts it, “Especially during economic uncertainty, a lot of RevOps professionals are scrambling and trying to get things done quickly, but I encourage my peers not to look at each of their tools in their technology stack independently and say, ‘how much are we paying for this?’, ‘who’s using it?’ and ‘what are we getting?’”
how to scale revops teams in 2023
Instead, she advises teams to identify the biggest risks and the biggest gaps in their overall business strategy.
She adds: “You can then say, ‘ok, do I have a technology in my stack that can help with my biggest gaps?’ But it’s never going to be like ‘we have a problem, let’s plug in some technology’. Instead, we need to understand the full process. We need to have the right people in the roles that drive that capability, and the right processes and data in place. Then we need to invest in the right technology to scale it.”
One example Linda Fitzek gives is ZoomInfo . As she explains it, ZoomInfo can help you build your books of business and identify new contacts within them. But it can also help you understand your total relevant market, develop your ideal consumer profile (ICP) and make your go-to-market process smarter.
“When I see software like ZoomInfo,” says Fitzek, “or software that is starting to help with multiple business capabilities, that’s where I start to build a picture of what we’re doing well and how we’re optimizing that with our vendor partners. The best software companies will be the ones that can help their customers identify those use cases and the capabilities that need to be built to meet their unique needs.”
The second big misstep Fitzek sees in RevOps teams is a lack of investment in customer experience, or CX.
As she notes, “It’s been really difficult to measure customer success metrics. Sendoso’s director of customer marketing, Leslie Barrett , has done a great job of establishing success metrics within the community marketing space by quantifying the impact of community marketing and ‘ SuperSenders ’ (their best users) on their pipeline and revenue growth, but it’s a relatively underinvested area compared to the top of the funnel leading into the MQL-to-SQL pipeline, which became the gold standard for KPIs in the early 2000s.”
Of course, she also acknowledges that it’s human nature to lean into what you know. If you’re a RevOps professional with a marketing or sales background, for example, it makes sense that you’d feel more confident about being able to make an immediate impact in those spaces. On the other hand, you might not know much about customer success.
A RevOps team can help you align your sales, marketing, and customer success departments and hold each of them accountable for driving revenue growth for your business, while also identifying potential areas of friction in your overall business.
Investing in RevOps is a huge opportunity to positively impact your organization’s bottom line—in fact, B2B companies that do so report a 10–20% increase in sales productivity and a 30% reduction in GTM (go-to-market) expenses.
To help your RevOps team drive growth in 2023 and beyond, we gathered overseas chinese database input from Sendoso ’s VP of Revenue Operations , Linda Fitzek . Let’s dive into some of the biggest mistakes she sees RevOps teams making and how you can avoid them.
The 5 Biggest Mistakes Your RevOps Team Could Be Making
►1. You explored your technology stack independently, but you didn’t look at all of your business capabilities as a whole
Linda Fitzek argues that most RevOps professionals first identify a business problem and then explore what best-in-class technologies can solve those problems.
But identifying individual technology solutions doesn’t provide a complete view of business processes, so she urges teams to examine all business capabilities across the go-to-market lifecycle and then look to leverage strengths and weaknesses.
As she puts it, “Especially during economic uncertainty, a lot of RevOps professionals are scrambling and trying to get things done quickly, but I encourage my peers not to look at each of their tools in their technology stack independently and say, ‘how much are we paying for this?’, ‘who’s using it?’ and ‘what are we getting?’”
how to scale revops teams in 2023
Instead, she advises teams to identify the biggest risks and the biggest gaps in their overall business strategy.
She adds: “You can then say, ‘ok, do I have a technology in my stack that can help with my biggest gaps?’ But it’s never going to be like ‘we have a problem, let’s plug in some technology’. Instead, we need to understand the full process. We need to have the right people in the roles that drive that capability, and the right processes and data in place. Then we need to invest in the right technology to scale it.”
One example Linda Fitzek gives is ZoomInfo . As she explains it, ZoomInfo can help you build your books of business and identify new contacts within them. But it can also help you understand your total relevant market, develop your ideal consumer profile (ICP) and make your go-to-market process smarter.
“When I see software like ZoomInfo,” says Fitzek, “or software that is starting to help with multiple business capabilities, that’s where I start to build a picture of what we’re doing well and how we’re optimizing that with our vendor partners. The best software companies will be the ones that can help their customers identify those use cases and the capabilities that need to be built to meet their unique needs.”
The second big misstep Fitzek sees in RevOps teams is a lack of investment in customer experience, or CX.
As she notes, “It’s been really difficult to measure customer success metrics. Sendoso’s director of customer marketing, Leslie Barrett , has done a great job of establishing success metrics within the community marketing space by quantifying the impact of community marketing and ‘ SuperSenders ’ (their best users) on their pipeline and revenue growth, but it’s a relatively underinvested area compared to the top of the funnel leading into the MQL-to-SQL pipeline, which became the gold standard for KPIs in the early 2000s.”
Of course, she also acknowledges that it’s human nature to lean into what you know. If you’re a RevOps professional with a marketing or sales background, for example, it makes sense that you’d feel more confident about being able to make an immediate impact in those spaces. On the other hand, you might not know much about customer success.