These days, RevOps is more than just a buzzword. It’s proven to be a certifiable team structure with a whole host of benefits for everyone involved, and businesses are taking note. In fact, the number of companies using a dedicated RevOps team increased from 20% to 31% according to this report, ultimately revealing a 55% year-over-year increase. Our prediction? That number will only continue to climb.
Now, we often hear about the sales side of things, but what about marketing? Where does this essential function fit in, and what role do marketing ops leaders play in the success of RevOps? We decided it was about time to break it down to give not only marketing ops leaders, but RevOps leaders in general, a better understanding of its function.
First, let’s break down RevOps.
If you’re a marketing ops leader, chances are you’re already familiar with RevOps: The concept that rolls all of your go-to-market operations functions into one team to drive strategy, improve the customer experience, and increase revenue. If you’ve heard of RevOps in passing, it’s important to note that there are some serious benefits that go along with this methodology. Sales, marketing, and customers success teams are no longer pigeonholed in their traditional silos, which is helpful in more ways than one.
First, it allows teams to align on things like cost, meaning that everyone is privy to the cost of acquiring customers, the cost of onboarding those customers, and the cost of supporting them down the line. This makes calculating the ROI of RevOps pretty straightforward. RevOps also gives companies a competitive advantage in a market that’s constantly evolving. Capturing and maintaining a customer’s attention is increasingly difficult, but RevOps allows for a more consistent set of customer touchpoints throughout the sales and marketing funnel, increasing your likelihood of success.
We could go on about the myriad of ways RevOps can benefit sales, marketing, and customer success teams (as well as the company as a whole), but you get the gist. RevOps is pretty sweet.
Now, let’s dive deeper into the marketing side of RevOps.
Marketing was once satirically defined by the New York Times as “the art of telling stories so enthralling that people lose track of their wallets. While we’re inclined to agree, marketing, especially for SaaS companies, goes beyond the so-called storytelling within the scope of RevOps it needs to be more strategic, more tactical, and more innovative than ever before.
Part of that is due to the aforementioned, ever-evolving digital landscape that we find ourselves in. Convincing customers to make a purchase decision isn’t easy when they’re constantly bombarded by an influx of emails and a never-ending barrage of ads from all ends of the digital spectrum. Hiccups can also come when, according to Remotish Agency, marketing is required to go beyond lead generation into implementing a bigger focus on marketing to customers, ultimately spreading marketing’s efforts thin.
This is where RevOps comes in, the solution isn’t hiring another marketing person, it’s relying on the data, strategies, and feedback from both sales and customer success. The role of a marketing ops leader here is to facilitate those connections while also driving the plans, the investments, and analytics. It’s the difference between “doing marketing”, and “running marketing,” as this Allocadia article adeptly describes it. This is also what they call Marketing Performance Management, or MPM, and it’s a key function of marketing within the RevOps structure.
Tips for Marketing Ops Leaders
So, how can you be successful as a marketing ops leader in the world of RevOps? Go Nimbly VP of Marketing Lorena Morales had some helpful tips during last month’s webinar, Sh*t Every Ops Leader Needs to Know. Morales, along with our very own Brad Smith, suggested:
- Holding weekly cross-functional, momentum-based meetings
- Mapping your customer journey from end-to-end
- Building a strategic operational roadmap
- Paying attention to your data integrity and visibility
- Seeking out perspectives from outside your own function or role.
RevOps is still relatively new, which means marketing ops leaders are still learning, growing, and adapting to the paradigm shift. And that’s a good thing in our book. Looking for more