RevOps tools are widely available in today's technologically advanced industry, but there are a lot of myths and misconceptions about them. Saurabh Sanganee, Director of RevOps at Gobolt, is a hardworking, innovative, creative leader. In this blog, he clarifies myths about RevOps and provides answers to some questions about RevOps operations.
Myth: RevOps is all about CRM and Salesforce administration. Why do people think this?
RevOps is a much broader field covering each aspect of the revenue cycle, such as sales, marketing, customer success, and operations. Leaders in RevOps are not merely Salesforce and CRM administrators. Instead, they support companies' expansion and growth as strategic partners.
RevOps is a very new field, which is one reason. Previously, businesses used to concentrate on CRM administration and reporting. Still, as RevOps has grown, it now covers a far more variety of tasks, such as automation, analytics, and data management.
The other aspect is that RevOps employees often report to revenue-generating areas like marketing and sales. This could result in an unfair comparison of RevOps with these other operations on a one-to-one basis. Although they are not directly in charge of producing revenue, RevOps teams are responsible for the inputs that generate revenue.
Many people need to know what RevOps is and how it differs from CRM administration. These reasons contribute to the undervaluation of RevOps teams. Saurabh Sanganee is positive that things will change in the future. Companies are beginning to recognize the positive aspects of RevOps, and the sector is now filled with experts.
Is there anything that Saurabh struggles with that keeps him up at night?
The common challenge at Gobolt is that all revenue-related operations now report to a single leader due to a recent strategic change. The primary issue at present is the breakdown of the existing organizational silos, even though this reorganization should boost efficiency.
He emphasizes how crucial it is to ensure departmental boundaries are removed from the executed methods. That account management, marketing, and revenue-building tasks all contribute collectively towards a common goal. Campaigns, training initiatives, and marketing plans must all be carefully planned and coordinated to achieve this.
He also recognizes that deciding the allocation of funds for the next year is a difficult task. He also emphasizes the significance of finding a balance when allocating resources to various crucial tasks including marketing, account executives, and VDRs. However, allocating resources fairly based on past achievements still needs to be solved. Gobolt's unique position as a CPS provider with high-value assets needs a customized approach to its operations, even though they function internally similarly to SaaS businesses.
These diverse teams must be strategically aligned to drive the business's success. The search for unity and cooperation among various organizational functions is still a major issue, as he struggles to ensure that each team contributes meaningfully to the organization's overall objectives.
How does Saurabh solve the first digital strategic alignment problem?
Recently, Gobolt made a big change by having a single leader oversee all revenue processes. This is a great beginning, but the real work will start in determining how to ensure that teams work together to accomplish common goals and break down organizational boundaries.
Maintaining a single customer view is one of the main obstacles to breaking silos. This is crucial because it enables teams to examine the entire client journey and spot any gaps or potential development areas. Gobolt is now working on integrating its implementation team with Salesforce to have a single view of the customer from the time they visit the website until they are joined as a customer.
How does Saurabh ensure that the operations, marketing, sales, and implementation team members are on board with this new strategic path?
In RevOps, establishing partnerships with different teams is crucial to eliminating silos. Everyone must have a common goal in the organization and should trust one another to perform well.
Saurabh presents a clear vision to other teams of the organization. RevOps is based on four pillars: data, people, process, and technology. People are the most crucial pillar since they are the source of results. Although the other pillars are equally significant, their efficacy depends on the individuals utilizing them. He concentrates on a single objective as a group. Success and the dismantling of organizational silos are made simpler when everyone is working towards the same path.
For revenue-centric organizations in the future, is perfect cooperation and collaboration between account executives, account management specialists, revenue operations, and engineers an achievable goal?
The ultimate goal in RevOps is attaining total harmony between AEs, AMS, and RevOps engineers. Similar to the method sales professionals take with their prospects, developing relationships with these teams and creating a common vision is essential. After connections are made, business and project discussions can happen with ease. The ultimate aim is seen as a cooperative effort to drive business expansion and guarantee client contentment, emphasizing the need to coordinate all efforts towards this shared target. This promotes advancement and allows major conflicts to be resolved peacefully.
Building relationships with prospects requires extensive research, which includes looking beyond LinkedIn to understand their interests on social media such as Instagram. The focus shifts to proposals and business conversations after a workable rapport has been developed. This led to negotiations and successful closings.
Is it a trick specific to his method, or are most RevOps Engineers adopting a practice of prioritizing interpersonal connections with their colleagues?
RevOps engineers frequently concentrate on the technical details of their jobs, like data management and integrations. However, they must pay attention to the business effects of their job. RevOps leaders can assist the team engineers in knowing them and understanding their needs. The leaders may also show RevOps engineers the value of their efforts by demonstrating how their work aids other teams in achieving their objectives.
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