A big thank you to Engagio for welcoming our words into their digital home.
It’s true: we’ve been talking a lot lately about ABM and its relationship to RevOps. A couple of weeks back, our CEO, Jason Reichl, even sat down with Brandon Redlinger, Director of Growth at Engagio, for a chat about it. You can watch the 3-minute video here. However, we’d like to share a few more thoughts.
First, the most fundamental question, which is how does RevOps play into ABM in the first place? As Jason said in his interview, the RevOps framework transforms your Sales, Marketing, and Customer Success operations into a single, strategic team. It’s a way of refocusing everyone on the goal of increasing revenue. While ABM unifies your GTM teams, RevOps ensures that your operations will act as a pillar of support through each and every ABM play.
Without this kind of alignment and strategic support, it would be extremely easy for your ABM efforts to get tripped up by the inevitable friction between your teams.
Where there’s friction, there are gaps in your customer experience, and these gaps cost you money. Forget whether or not your teams are “getting along” – the real problem is that when your teams are misaligned, everyone’s time gets wasted. Customers are asked for the same information once, twice, three times, and the opportunity to show you know them is out the window.
This is why our #SiloNoMore message is so important. When it comes to data, metrics, and just overall communication between teams, silos are a dangerous business. Revenue operations is a way of making sure everyone within an organization shares the same incentive mechanism, which allows them to work collaboratively in service of the same interests.
For example, one of the main functions of a RevOps team is to assess the state of the business and create a roadmap where work is prioritized based on its revenue impact. This way, your GTM teams aren’t putting their own metrics—which can often feel more urgent than they are—ahead of revenue. With a roadmap laid out, everyone will be on the same page as to which work is most important to execute. This is critical when implementing ABM, because you will need all hands on deck in order to succeed.
Much like ABM, RevOps applies a specific methodology to everything it touches. Work is prioritized using what we call the 3VC model, which stands for Value, Velocity, Volume, and Conversion. This means that instead of guessing which projects or workstreams will make the most impact, your RevOps team will evaluate each one based on these criteria.
Will this workstream increase your customers’ LTV? Will it increase the speed of your sales cycle? Will it lead to more conversions? If the answer to any of these questions is ‘yes’, then that is the work that most needs to be done.
The Strategy, The People and The Process
In addition to the threat posed by ‘silo syndrome,’ foes like bad data and poor account selection can also greatly diminish the benefits of ABM, or worse, it can even prevent it from getting off the ground at all. In order to be successful with ABM, your company will need an organized operational team understands how strategy relates to their tools and processes. This team will also set the tone for others to trust that this new group mindset will work. Once everyone understands that this is what the landscape now looks like, they can stay firmly focused on the future and avoid creating plays that simply mimic traditional demand gen.
Finally, with most of the conversation centered on Sales and Marketing, you might be wondering where Customer Success falls in all this. Because Customer Success is historically looked at as a non-revenue generating department, it’s often undervalued.
However, ABM has the ability to bring this previously minimized voice front and center into the sales process. After all, retaining and expanding your existing accounts drives revenue more cost-effectively than acquiring new ones. Not to mention the fact that it’s made easier by the information you’ve already collected about existing accounts, both internally and externally. When optimized as part of a RevOps team, customer success has the ability to impact revenue more than any other department—by 26% or more.