RevOps领导者的主要优先事项

For most B2B businesses, at least some part of the customer journey today is digital or online. Whether researching products, interacting with sales, or comparing vendors, customers aren’t only in physical stores. Due in large part to the ease of digital communication, customer behavior is shifting, and consumers expect the online experience to be richer and more satisfying. To meet these demands, many B2B companies have transformed their businesses and operations to be digital first, making deep investments to improve their end-to-end digital experience in hopes of gaining a competitive advantage. One of the biggest things a business wants to do after making the financial investment is find ways to make sizable performance gains in terms of deal volume, deal size, customer retention, or other key metrics.

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Rather than allowing their revenue-driving departments to continue operating in silos, businesses are now realizing the impact of combining them for an all-encompassing function to streamline and optimize. Instead of revenue-generating groups with their own goals and KPIs, revenue operations (RevOps) combines important operational aspects of these groups like into one team reporting into one leader: a revenue leader.

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Leadership’s role in RevOps structures

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Revenue leaders can preside over several different RevOps structures with various degrees of responsibility. Some organizations choose one to rely on, while others find a hybrid structure borrowing the desired traits of different models to build one to suit their particular business case.

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For example, if a business seeks to better retain and expand within its existing customer base as part of its growth strategy, uniting sales operations and customer support operations under a revenue operations leader might be a smart decision.

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Likewise, for a company seeking to reduce customer acquisition costs, uniting marketing operations and sales operations can provide a better understanding of lead conversion and ROI from different sources, and ultimately lead to greater performance.

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For a business seeking more reliable revenue so they can improve financial forecasting and make more informed strategic decisions, bringing sales, marketing, and customer support under a formal leadership structure with a tight alignment with finance is likely required.

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For some, RevOps includes all revenue-generating functions reporting into a CRO. Others might build an operations team directly dealing with revenue, like sales operations and customer success operations, which reports into a revenue leader working in lockstep with other senior leaders such as the Chief Sales Officer (CSO). In some cases, the CRO functions as the top of a chain of reporting including even the chief marketing officer (CMO) and chief operations manager (COO).

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No matter the structure, leadership plays a critical role in RevOps’ success and must maintain close and consistent collaboration within the group and with other stakeholders to ensure the function is meeting the company’s overall business goals.

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Priorities for RevOps leaders

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CROs and other RevOps leaders have a set of goals to meet. Rather than have sales, marketing, and customer success operating independently, the goal for revenue leadership is to ensure that all parties are working together to achieve shared plans, goals, KPIs, and targets. Creating this revenue-focused alignment makes it easier to maximize revenue and identify gaps and opportunities within the customer lifecycle.

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Create better alignment — including with finance

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RevOps tends to view the customer journey as a non-linear process. This means a prospect might jump from awareness to showing purchase intent very quickly, only to then loop back and seek further information from a sales or support rep. Plus, even after winning a customer, RevOps seeks to continue to engage with the customer via customer success to pursue upsell, cross-sell, and retention opportunities.

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The RevOps leader should find a way to get every function’s data visible to one another — not only to improve operational efficiency and create a seamless customer experience, but also to enable their counterparts in finance to monitor, analyze, forecast, and plan for the financial health of the business.

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Conduct more comprehensive planning and forecasting

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Beyond unifying performance data, another priority for RevOps leadership is to plan and forecast proactively, cross-functionally and collaboratively. Using a multi-departmental approach, the CFO can set attainable top-down targets, while the revenue leadership can conduct bottom-up planning into how sales, marketing, and customer success can meet company goals, not just departmental goals. This leadership team should apply analytical rigor and stress testing during the planning process so that executive leadership can agree on performance targets and feel confident in their ability to deliver on those targets.

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Lead cross-functional operations

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Once goals are in place, the CRO or RevOps leader needs to create ways to motivate their teams and marshal other resources, including technology, training, and short-term marketing activities, to meet them. Perhaps there are additional incentives for account executives and sales development representatives, or maybe there is a perk for marketing if their performance exceeds the goal.

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Build a revenue-focused nerve center

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The core responsibility in each priority outlined is finding a way to get every department out of their operational silos and onto the same page. The sales forecast can serve as a cornerstone to each of these priorities. A dynamic and connected sales forecast can help the business more accurately estimate revenue in the short term, and help with planning activities to help maximize revenue in future periods. The sales forecast often begins with historical sales data, but can be augmented with AI-driven insights to help sales managers in committing to their numbers.

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But the sales forecast can also support other planning and analysis, such as how many qualified leads the marketing team must generate or how many customers the customer success team can expect to churn. Once created, deviations from the forecast can help leadership to identify departmental performance levers.

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Using solutions like Anaplan allows RevOps leaders to create a data-focused center of truth where all departments can reference data outside of their own team to allow them to adjust their own plans and forecasts accordingly. It also allows for a unified look at success, getting each department to measure against the same KPIs, goals, and expectations.

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Encourage more resilience

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If RevOps leaders can align multiple departments’ operations into one platform, which Anaplan calls Connected Planning, their next goal is one both RevOps and finance can deeply appreciate: more resilience. When there are fluctuations in the market, when human resources faces an unexpected spike in attrition, or finance notices budgets aren’t aligning with actuals, RevOps can adjust their operations. By adjusting their forecasting using all of the data available, RevOps can create new plans with greater agility, resulting in more resiliency. Deviations from norms will not derail RevOps performance and instead, they can use any of their “what-if” scenario planning to seamlessly help finance keep the business on track.

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Conclusion

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The recent trend toward RevOps is the result of the realization that sales, marketing, customer success, and finance can no longer operate in a vacuum. Those leading RevOps have a complex set of responsibilities and goals to achieve to ensure the function is operating as necessary. At the center of it all, these leaders must find a way to connect revenue-facing teams to one another and to the greater business, most notably finance, to keep revenue performance strong even in the face of market downturns. Using Connected Planning, RevOps leaders can be more resilient, cross-functionally successful, and aligned with operational performance to rise to any occasion.

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对于大多数B2B企业来说，如今至少有一部分客户旅程是数字化或在线的。无论是研究产品，与销售人员互动，还是比较供应商，客户都不只是在实体店。在很大程度上，由于数字通信的便捷性，客户行为正在发生变化，消费者期望在线体验更丰富、更令人满意。为了满足这些需求，许多B2B公司已经将他们的业务和运营转变为数字化优先，进行深度投资以改善他们的端到端数字化体验，希望获得竞争优势。在进行财务投资后，企业想要做的最重要的事情之一就是找到在交易量、交易规模、客户保留或其他关键指标方面取得可观业绩的方法。

与其让他们的收入驱动部门继续在竖井中运作，企业现在意识到将它们结合起来以实现全面功能的精简和优化的影响。他们不是有自己的目标和kpi的创收团队，业务收入(RevOps)将这些团队的重要运营方面合并为一个团队，向一个领导者报告:收入领导者。

领导层在RevOps结构中的角色

营收主管可以负责不同程度的RevOps结构。一些组织选择一种结构来依赖，而另一些组织则寻找一种混合结构，借用不同模型的所需特征来构建适合其特定业务案例的混合结构。

例如，如果一家企业寻求更好地保留和扩展现有的客户基础，作为其增长战略的一部分，那么将销售业务和客户支持业务合并到收入运营负责人之下可能是一个明智的决定。

同样，对于寻求降低客户获取成本的公司来说，将营销运营和销售运营结合起来可以更好地理解来自不同来源的潜在客户转换和投资回报率，并最终带来更好的业绩。

对于寻求更可靠收入的企业来说，他们可以改善财务预测并做出更明智的战略决策，将销售、营销和客户支持置于与财务紧密一致的正式领导结构之下可能是必要的。

对于一些人来说，RevOps包括所有报告到CRO的收入产生功能。其他人可能会建立一个直接处理收入的运营团队，比如销售运营和客户成功运营，该团队向收入主管汇报，与首席销售官(CSO)等其他高级主管步调一致。在某些情况下，CRO甚至是包括首席营销官(CMO)和首席运营经理(COO)在内的报告链的顶端。

无论结构如何，领导层在RevOps的成功中发挥着关键作用，必须在集团内部以及与其他利益相关者保持密切和一致的合作，以确保职能符合公司的总体业务目标。

RevOps领导者的优先事项

cro和其他RevOps领导者有一组目标要实现。收入领先的目标不是让销售、营销和客户成功独立运作，而是确保所有各方共同努力实现共同的计划、目标、kpi和目标。创建这种以收入为中心的一致性，可以更容易地实现收入最大化，并识别客户生命周期中的差距和机会。

建立更好的联盟——包括金融联盟

RevOps倾向于将客户旅程视为非线性过程。这意味着潜在客户可能很快就会从意识到表现出购买意向，然后再回头从销售或支持代表那里寻求进一步的信息。此外，即使在赢得了客户之后，RevOps也会通过客户成功来继续与客户接触，以寻求追加销售、交叉销售和留住客户的机会。

RevOps领导者应该找到一种方法，让每个功能的数据彼此可见- ，不仅可以提高运营效率，创建无缝的客户体验，还可以使他们的财务同行能够监控、分析、预测和计划业务的财务健康状况。

进行更全面的计划和预测

除了统一性能数据外，RevOps领导层的另一个优先事项是主动、跨职能和协作地计划和预测。使用多部门的方法，首席财务官可以设定可实现的自上而下的目标，而收入领导可以进行自下而上的计划，包括销售、营销和客户成功如何实现公司目标，而不仅仅是部门目标。这个领导团队应该在计划过程中应用严格的分析和压力测试，以便执行领导层可以就绩效目标达成一致，并对他们实现这些目标的能力感到自信。

领导跨职能运营

一旦目标确立，CRO或RevOps领导者需要创造方法来激励他们的团队，并组织其他资源，包括技术、培训和短期营销活动，以实现这些目标。也许客户经理和销售开发代表会有额外的奖励，或者如果他们的表现超过目标，可能会有额外的津贴。

建立一个以收入为中心的神经中枢

每个优先级的核心职责都是找到一种方法，让每个部门摆脱各自的操作孤岛，走上同一条道路。销售预测可以作为这些优先事项的基石。一个动态的和相互关联的销售预测可以帮助企业更准确地估计短期收入，并有助于规划活动，以帮助在未来期间实现收入最大化。销售预测通常从历史销售数据开始，但可以通过人工智能驱动的洞察来增强，以帮助销售经理实现他们的数字。

但是销售预测也可以支持其他的计划和分析，比如营销团队必须产生多少合格的潜在客户，或者客户成功团队可以期望流失多少客户。一旦建立，偏离预测的偏差可以帮助领导确定部门的绩效杠杆。

使用像Ana亚搏彩票app官方网站plan这样的解决方案，RevOps领导者可以创建一个以数据为中心的真相中心，所有部门都可以参考他们自己团队之外的数据，从而使他们能够相应地调整自己的计划和预测。它还允许对成功进行统一的观察，让每个部门根据相同的kpi、目标和期望进行衡量。

鼓励更多的适应力

如果RevOps的领导者能够将多个部门的运营整合到一个平台上，这就是Anaplan所说的连接计划他们的下一个目标是RevOps和财务部门都能深刻理解的:更强的弹性。当市场出现波动时，当人力资源面临意外的人员流失时，或者财务注意到预算与实际不符时，RevOps可以调整他们的操作。通过使用所有可用数据调整预测，RevOps可以以更大的灵活性创建新计划，从而获得更强的弹性。偏离规范不会破坏RevOps的表现，相反，他们可以使用任何“假设”场景计划来无缝地帮助财务保持业务正常运行。

结论

最近RevOps的趋势是认识到销售、营销、客户成功和财务不能再在真空中运作的结果。那些领导RevOps的人有一套复杂的职责和目标要实现，以确保功能在必要时运行。最重要的是，这些领导者必须找到一种方法，将面对收入的团队彼此联系起来，并与更大的业务(尤其是财务)联系起来，以便在市场低迷的情况下保持强劲的收入表现。使用关联计划，RevOps领导者可以更有弹性，跨职能成功，并与运营绩效保持一致，以应对任何情况。