Ops-Stars takes place in San Francisco on September 25-26 and is host to thought leaders and innovative brands sharing both inspiring and practical content for sales and marketing ops practitioners and leaders.
We’re excited that Matt Heinz, president and founder of Heinz Marketing, is one of those thought leaders in the agenda line up. Matt will lead the session: “A B2B Revenue Ops Success Framework and Maturity Model.”
We had the opportunity to sit down with Matt and learn more about the seven components of revenue ops success, common challenges in adopting revenue ops and what attendees can expect from his session. Let’s dive in.
LeanData: Why are there so many different definitions of revenue ops and how to do it?
Matt Heinz: Revenue ops is a relatively new focus for companies. Marketing operations and sales operations have not only existed, been thought of and been managed separately in many organizations, but in many cases they’ve also had more administrative, tactical and reactive functions.
So, it’s a big adjustment for organization to allow their sales and marketing operations to be more strategic, to be more proactive and to be more of a driver of strategy and execution. Plus, the idea that those groups are integrated together into a sales and marketing approach as well as a customer life cycle approach that impacts all revenue-producing functions is a level of complexity that a lot of companies aren’t yet embracing.
There are a lot of organizations that are taking what they’ve done in a legacy format and applying that to the way their culture exists and where they want that culture to go. In many cases, organizations are rightly defining what revenue ops means for them, but I also think that as an industry we owe it to those companies to look at what the early adopters are doing well and give people a framework for how to structure their revenue ops teams and strategy in a way that’s best setup for success.
Why should the C-suite care about revenue ops?
Heinz: If done in concert, revenue ops can allow you to save a lot of energy and create a lot of efficiency. There are numerous companies across the B2B world where sales and marketing are working in an integrated way together managing complex buying journeys and complex sales processes.
By thinking of that as a single operation need versus separate operations across sales, marketing and customer success, you end up spending less and getting more. That’s something that all members of the C-suite want to achieve. You also end up having an organization that is maximized towards the revenue opportunities as a whole, as opposed to trying to plug holes and stop gaps as they arise tactically.
In other words, taking a more holistic approach ends up creating greater efficiency and greater impact, but also allows you to focus on the areas in the revenue-driven parts of your business that need the most attention and that give you the most revenue and margin yield for the business moving forward.
What tips can you give practitioners to get buy-in from those executives?
Heinz: I would advise practitioners to start with the end in mind. Don’t just go ask for more budget, and don’t just say you want to buy more tools. Instead, paint a picture of what success can look like by having that combined group of sales and marketing ops.
Help to estimate exactly what kind of results you could get that are different than those you’re getting today. Talk about the impact that a revenue ops functions can have in dollars, cents and metrics in language that your CFO can understand.
Pull the best practices from the companies already doing revenue ops and learn from their mistakes, but also learn from their benchmarks and their best practices and bring those success stories to your organization as well.
The end of the conversation should cover the budget, tools and resources you need. Getting your C-suite bought in and committed to change, just as with any good sales process, is dependent on first getting them committed to the outcome, as well as getting them committed to what the outcome represents for the business both now and moving forward.
Are there any pitfalls you see that are common to implementing revenue ops?
Heinz: In every organization, the implementation of revenue ops represents a change from what’s been done before. Any time you’re implementing change in an organization you have to be hyper-focused on culture.
You also have to be focused on the people that you’re impacting and how you’re changing their jobs, how you’re changing their metrics and how they’re being measured and how you’re changing the work that they do and the things they’re expected to know today versus tomorrow.
When making the migration to a revenue ops mentality, one of the pitfalls we see is companies not adequately and proactively addressing the individual, the group and their departmental culture shifts.
You’re going to be talking about the seven components of revenue ops success at Ops-Stars. Can you tell us more about what those components are?
Heinz: By looking at the companies that are doing revenue ops successfully today, we’ve identified seven areas that we think organizations need to address.
Technology is just one of those seven areas. I think oftentimes when people think about ops, they tend to think about the tools being used and the integration of tools, but marketing technology and the tools they represent is just one category . You also need to understand the roles that sales, marketing and customer success play in the overall customer life cycle.
Revenue ops helps define who is leading and who is supporting at an organizational and departmental level in each of those seven areas. There needs to be an understanding of the complete buying and customer journey, not only in terms of what it looks like from initial engagement to purchase but also in terms of what it looks like from purchase to becoming a loyal, lifelong customer. There needs to be an understanding of how you’re measuring success at each stage of that buying journey.
Those are a couple examples of the things that we’ll be covering in the Ops-Stars session that, when adopted, can really help organizations go from having a high-level strategic idea of what revenue ops can be to mapping out specific steps they can start taking to improve the impact of an emerging revenue ops focus in their own organizations.
What can the audience expect to learn or take away from your session at Ops-Stars?
Heinz: You’re going to walk away with a pretty specific framework of things you
can focus on to create that revenue ops organization for yourself. You’re going to get a sense for what the best companies do to operationalize that, but you’re also going to get a step-by-step maturity model.
This model allows you to identify where you are in the maturity continuum for the seven key areas we’re going to focus on. It will help you figure out how you should now convert that into more advanced stages of revenue ops execution and results moving forward.
We’re not just going to give you a bunch of pretty PowerPoint slides. We’re not just going to give you a strategic framework. We’re going to give you something you can take back and operationalize in your business starting the very next day.
If you want to find out how you can successfully implement a revenue ops mentality in your organization, stop by “A B2B Revenue Ops Success Framework and Maturity Model” session from 3:30 p.m. to 4:00 p.m. on Sept. 26, 2018 in the San Francisco Mint. Please visit https://www.eventbrite.com/e/ops-stars-2018-2-day-free-event-sf-mint-sept-25-26th-tickets-46732882309 to register for Ops-Stars today (for free)!
About the AuthorMore Content by Margo Mendez-Penata