It’s not easy being a buzzword, we imagine. Sometimes, revenue operations seems to be just that—a concept whose meaning has become more confusing over time. So, we figured it was time for a good old fashioned revenue operations breakdown. 

About a year ago, we published an ‘Intro to RevOps’ post. We wrote about the theory behind revenue operations and what it means in a structural sense. Since then, the landscape has changed and new trends have taken hold. We think the definition of revenue operations should rise to the occasion. 


What is RevOps: An Elevator Pitch

After re-reading our previous post on the subject, we wanted to offer a more succinct explanation of revenue operations. Breaking new concepts down into more digestible pieces makes the path forward clearer, too. 

The customer experience should be seamless and personalized at every stage of the journey. Revenue Operations is a methodology that allows organizations to deliver that experience. When silos between the go-to-market teams are broken, they are able to put the customer’s success and satisfaction first. This will lead to increased trust in your organization,  loyalty, and evangelism. 


How Does It Do That?

Revenue Operations eliminates operational silos within organizations. It unifies sales, marketing, and CS operations into a single unit that drives strategy four core skills: strategy, tools, enablement, and insights.

This is your Revenue Operations team. They see the business holistically, determining which initiatives will make the most revenue impact. Using these insights, the Revenue Operations team will build an operational roadmap. This will result in better alignment across the organization. 

Many people think alignment is the end goal of revenue operations. That once your teams are aligned, the process is finished and everyone can move on. This is not the case. In reality, alignment is a by-product of healthy operations. It allows your teams to impact revenue by eliminating silos that lead to gaps in the customer experience. This is RevOps’ real goal


Why Is It Necessary?


Before Revenue Operations came along, of course, businesses were still making money. So why reinvent the wheel?

We’ve heard this question a lot. The fact is, if you’re happy with the status quo and uninterested in maximizing your company’s revenue (+26% with RevOps), legacy operations will most likely continue to work for you on some level. 


However, there is a reason we are seeing more and more organizations make this transition. It’s necessary if you want to achieve strategic, sustainable growth. By now, everyone knows customers expect more than just an average experience when they buy from you. When the next shiny tech solution is always just days from going to market, SaaS companies can’t afford to hover somewhere in the middle. Not when it comes to the experience they deliver to their customers. 

In addition to allowing operators to focus their energy on the customer instead of internal bottlenecks, Revenue Operations changes a key dynamic. Instead of the GTM team being the stakeholders for your operations, the customer assumes that role. Success means doing everything in your power to leave every person feeling good about each interaction they have with your company. 

How Do You Do It?

Any kind of operational restructuring is daunting. It makes sense to worry about what the ramifications might be. 
The first step is to take stock of your organization. Identify your shortcomings and the issues preventing you from driving maximum revenue. Find the gaps in your customer experience. Once you have that information, you can think about building your team. 
Where there are missing skillsets, make hires. Don’t focus too much on having a specialist for every tool and every discipline. Instead, build a team of generalists who are comfortable being hands-on in new areas and who share a common vocabulary.
Give your team autonomy, but let them know they must work together and put the customer first in order to be successful. 
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