What changes have you made to the roles and responsibilities within your sales organization to implement a RevOps strategy?
Sort by:
I manage sales enablement as part of revenue operations, both at WordPress and in previous roles. When discussing changes within the sales organization, enablement is a key part. It's essential to have a structured enablement team in place. Revenue operations often report into a CRO, who manages sales as well. It's important to have a dedicated analytics team to provide data and insights through dashboards and real-time reports. Additionally, a sales enablement team should provide the right content, material, and training to the salespeople. Operational functions like deal desks, sales incentives, and compensation strategies are also crucial. Defining these roles and responsibilities well can make the organization more successful, whether they fall under sales or revenue operations.
Sales enablement is just one part of it. Revenue operations usually encompass sales support functions and strategy. In many organizations, revenue operations sit under sales, but sometimes it's separate. The CRO often oversees the entire revenue function, including sales and revenue operations. Different companies have different reporting structures, but the core idea is to have distinct roles and responsibilities to maximize efficiency in running the revenue organization.
Do you find that the titles change, or is it just the roles and responsibilities under those titles that expand?
Many traditional companies are still transitioning to revenue operations titles. Titles within sales, like account executives and SDRs, haven't changed much. However, the concept of the revenue organization now includes customer success managers (CSMs), account managers (AMs), and others. Titles like CSM have become more common in the last decade. Recently, companies are adopting titles like GTM (Go-To-Market) operations and GTM strategy instead of revenue strategy and operations. In mature companies, these roles were often part of strategy and planning. The titles may differ, but the focus remains on driving growth, profitability, and efficiency.<br>
We have not made any formal changes; it has all been quite informal. The shared goal of collaboration across various functions is crucial. One significant change has been the sharing of information instead of protecting data within specific groups. For example, marketing never wanted us to have access to HubSpot; it was their domain. We only saw data when they pushed it into Salesforce. Now, we have integrated everyone on Slack, which allows information from various applications to be shared easily. I no longer need to be a HubSpot expert or switch tools to get the information I need. This has been very helpful for us.
An ABM driven sales and marketing model. Dedicated reps by 1:2 industry.