OpsStars NY Keynote | Emergence of Revenue Operations
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Dana Therrien, Practice Leader, Sales Operations Strategies SiriusDecisions Senior business leaders who wish to drive revenue and growth must prioritize close alignment between sales and marketing. However, siloed processes, data and even technology can hamper growth efforts – while priorities, budgets and senior personalities often remain in conflict. To drive common process adoption, some companies are championing a change that introduces the notion of Revenue Operations. Although the term has various interpretations and applications, Revenue Operations brings the operational work of sales, marketing and customer success together under one roof. Revenue Operations is about taking a more holistic, end-to-end approach to managing operations across an organization. However, such an organizational change has considerable implications for both marketing and sales operations functions. In this session, Dana will share: Common issues driving the trend toward organizational integration An analysis of the related benefits and challenges such an organizational shift can bring Perspectives from a broad range of your peers in both sales and marketing operations
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OpsStars NY Keynote | Emergence of Revenue Operations
- 1. The Emergence of Revenue Operations Dana Therrien Practice Leader, Sales Ops Strategies SiriusDecisions
- 6. Executive Summary Key Issues: • Aligned revenue engine b-to-b companies historically grow faster and are more profitable, and have the possibility to do even better but they struggle on how to execute • Marketing, sales, and customer success leaders expect to be presented with a “single source of truth” to helps them react to issues more quickly and to make better decisions • New technologies are converging previously siloed technology and data stacks while sales and marketing leader race to keep up with the new pace of innovation What You’ll Walk Away With: • An understanding of revenue operations trends and what’s driving them • An update on a major revenue operations research project to be released on May 6, 2019 • Practical advice on things you can do now as an organization to embrace the changes happening
- 7. SiriusDecisions clients represent $3.5 Trillion of revenue in the b-to-b industry. Our clients are proven to grow 12X to 15X faster than their peers And a 34% higher profitability rate
- 8. Quantitative Research – New Roles on the Rise Leadership Titles 16-Oct-18 17-Dec-18 18-Feb-19 Trend Oct - Feb Change Chief Sales Officer 7,584 9,939 10,880 43% Chief Revenue Officer 8,374 11,110 11,667 39% Vice President Sales Operations 7,088 7,745 8,449 19% Director Sales Operations 23,977 25,065 27,530 15% Vice President Revenue Operations 135 164 178 32% Director Revenue Operations 449 778 812 81% Director Marketing Operations 8,553 8,832 9,225 8% Vice President Marketing Operations 1,411 1,764 1,760 25% Director Business Operations 22,476 24,072 25,283 12% Vice President Business Operations 3,758 4,504 4,649 24% Director Sales Enablement 1,091 1,232 1,294 19% Vice President Sales Enablement 151 184 195 29% Director Customer Success 7,674 7,987 9,437 23% Vice President Customer Success 1,736 1,965 2,293 32% 10,880 11,667 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 CSO CRO 16-Oct-18 17-Dec-182 18-Feb-19 Over 15,000 views *source LinkedIn
- 9. Revenue Operations Interest on the Rise A n y L i n k e d I n p o s t i n g w i t h # R e v O p s o r # R e v e n u e O p e r a t i o n s d r a w s i n s t a n t i n t e r e s t a n d t r a f f i c
- 10. The Revenue Support Organism Sales Ops Marketing Ops Customer Success Sales Enablement Sales Enablement Sales asset management Talent acquisition support Sales onboarding Ongoing learning and development Sales communications Functional design and development Sales Operations Sales planning Sales productivity analysis Sales processes and infrastructure Sales reporting, analysis and intelligence Incentive design and management Functional design and development Customer Success Business case and measurement Customer lifecycle and retention Customer advocacy and references Customer insights and analytics Functional design and development Marketing Operations Measurement and analytics Data management Planning and budget management Marketing technology stack Best-in-class processes and agile marketing Functional design and development
- 11. Is the Revenue Support System Optimized? Planning Data Management Measurement Lead Management Poor Alignment 58% Sales Ops Marketing Ops Customer Success Sales Enablement
- 12. Forces for Change Sales Ops Customer Success Enablement External Internal Customer Centricity Digitization of Customer Journey Increasing Complexity of Buyer Behavior CEO/Board Frustration Siloed Processes (e.g. Lead Management) Siloed Tech Stacks, Measures and Planning Marketing Ops Collaboration Instincts
- 13. LeanData’s Findings • Tec hnology • C us tomer Suc c es s
- 14. Revenue Leaders Chief Sales Officer Chief Marketing Officer Chief Customer Officer Marketing StrategySales Strategy
- 15. Aligned Revenue Leadership Sales Strategy Sales Enablement Sales Operations Channel Sales Chief Sales Officer Chief Marketing Officer Chief Customer Officer Customer Lifetime Value Portfolio Marketing Brand and Communications Marketing Operations Channel Marketing Demand MarketingMarketing Strategy Account-Based Marketing Content Strategy and Operations Revenue Engine Lifecycle Management Customer Success Customer Insights
- 16. Aligned Revenue Operations Sales Strategy Sales Enablement Sales Operations Channel Sales Chief Sales Officer Chief Marketing Officer Chief Customer Officer Customer Lifetime Value Portfolio Marketing Brand and Communications Marketing Operations Channel Marketing Demand MarketingMarketing Strategy Account-Based Marketing Content Strategy and Operations Revenue Engine Lifecycle Management Customer Success Customer Insights Revenue Operations
- 17. A New Integrated Revenue Support Organism Emerges Revenue Ops
- 18. Revenue Operations Defined • A s e t o f o p e r a t i n g p r i n c i p l e s s h a r e d b e t w e e n : • S a l e s O p e r a t i o n s • M a r k e t i n g O p e r a t i o n s • S a l e s E n a b l e m e n t • C u s t o m e r S u c c e s s • I n t e n d e d t o e n s u r e p l a n n i n g , p r o c e s s e s , i n f r a s t r u c t u r e , d a t a , a n d m e a s u r e m e n t s a l i g n c r o s s - o r g a n i z a t i o n a l l y t o m a x i m i z i n g r e v e n u e a n d p e r f o r m a n c e .
- 19. LeanData’s Findings • Mar k eting • Sales • Cus tomer Suc c es s
- 20. Rev Ops: Ongoing Research Investigation Planning and Alignment Quantitative Research Qualitative Research Analysis Framework Development Review Publish Preliminary Findings
- 21. Qualitative Research – Roundtables Dublin London
- 22. Resistance is futile – but change comes in many forms Data alignment is critical now Guidance required on how to operationalize Time to bring customer success in from the cold Significant bottom-up support – but execs are not leading Marketing priorities sacrificed for short-term revenue (urgent vs. important) What We Heard From Attendees CRO has to balance short- and long-term goals How to ensure one set of silos doesn’t get replaced with another set
- 23. Three Levels of Alignment Strategic Operational Organizational
- 24. Levels of Alignment Vision Goals Process Planning Systems Data Measurement StrategicOperational 0 5 NotAligned Aligned
- 25. Levels of Alignment Vision GTM Strategy Product Strategy Value Proposition Business Model Goals Goal Congruence Process Lead Management Customer Lifecycle SLA Management Planning Segmentation Routes to Market Product Mapping Demand Centers Buyer Personas Buyer Journeys Systems MAP SFA Engagement Platforms Data Contact Data Management Account Data Data Quality Privacy Compliance Measurement Integrated Cadence Management Integrated Dashboards StrategicOperational
- 26. Observed Rev Ops Organisms – Option A (Coalition) Marketing Customer Success Sales A. Marketing Ops Sales Ops No formal Rev Ops function. Rev Ops is a “state of mind.” Sales Enablement
- 27. Observed Rev Ops Organisms – Type B (Rev Ops Leader) Rev Ops Marketing Customer Success Sales B. Marketing Ops Sales Ops Sales Enablement Operations functions, sales enablement and customer success brought under Rev Ops
- 28. Observed Rev Ops Organisms – Type C (CCO Model) Rev Ops Marketing Sales C. Marketing Ops Sales Ops Sales Enablement Customer Success With a chief customer officer in place, customer success is placed under this role Customer Success Ops
- 29. Observed Rev Ops Organisms – Type D (Bus Ops Model) Bus Ops Marketing Sales COO D. Marketing Ops Sales Ops Sales Enablement Customer Success Under a COO, business operations takes a broader remit Customer Success Ops
- 30. Observed Rev Ops Organisms – EMEA Readout 4% 48% 36% 12% Rev Ops Leader D. Marketing Ops Sales Ops Sales Enablement Analytics Customer Success 0% (No Change)
- 31. Observed Rev Ops Organisms – Webinar Readout 15% 48% 22% 13% Rev Ops Leader D. Marketing Ops Sales Ops Sales Enablement Analytics Customer Success 2% (No Change)
- 32. Operations Integration Areas Data Management Lead Management GTM & Demand Planning Performance Intelligence Compensation Management Sales Process Sales Role Design Sales Coverage Design Quota Setting CPQ Deal Desk Territory Management Technology Account Planning SalesOperations MarketingOperations Campaign Planning Budget Management MAP Administration SFA Administration Data Strategy Data Acquisition Marketing Analytics
- 33. The End Goal: Holistic Revenue Management Leakage ABM Sales Gen E-commerce Channel Marketing Gen RenewalBooking
- 34. LeanData’s Findings • W her e to s tar t • D on’t k now w hat s tr uc ture to c hoos e • We don’t k now how to c hange
- 35. • Consider the type of alignment your organization requires (strategic, operational or organizational) • You should be operating already with a Rev Ops mindset; if not, consider more formal organization structures • Don’t underestimate the level of change management involved • Revenue operations provides a real opportunity for leaders in operations roles to elevate their strategic value to the organization • Along with this comes significant career potential and growth for those who can bridge the gap Action Items
- 36. W h a t ’s Af t e r U m p i r e s ? W h a t ’s Af t e r O u r C u r r e n t O p s R o l e s ? – Dana Therrien, February 2015
- 37. Final Thoughts Dare to disrupt yourself! The winds of change are easy to embrace when they’re blowing in your favor. Help those sailing into the headwinds!
Editor's Notes
- Fast growing companies rely on SiriusDecisions research and insights to improve their decisionmaking ability and help them implement and change processes faster to drive growth. In a recent study, we found that SiriusDecisions clients are proven to grow 12-15 times faster than their peers and have a 34% higher profitability rate. At SiriusDecisions, our mission is to help our clients achieve cross-functional alignment and improved performance through access to cutting-edge research and collaborative, step-by-step counsel.
- https://www.siriusdecisions.com/blog/four-critical-areas-of-marketing-and-sales-operations-alignment