RevOps: Your Golden Ticket to Sales & Marketing Alignment

RevOps: Your Golden Ticket to Sales & Marketing Alignment

What if I told you that 78% of customers buy from the company that responds to their inquiry first? Would it surprise you? Maybe not. But then why are 76% of sellers still frequently spending their time meeting with unqualified leads? With today’s savvy and self-assured buyers, collaboration and communication between your marketing and sales teams needs to be efficient. Revenue Operations is the key to solving your alignment woes. We were joined by an awesome group of panelists for a discussion on how operations teams can bridge the gaps between your teams and help nourish one of the important relationships of them all: the one with your buyer.

A huge thank you to Drift for sponsoring this event and Kate, Jaclyn and Sean for participating as panelists!

What You’ll learn

  • How operations teams at Hypergrowth companies tackle the tough problem of speed to lead

  • Why your operations team is instrumental to your customer experience

  • The “psychologist” role operations teams can play in your sales and marketing team partnerships

Key Takeaways

  • RevOps role in sales and marketing is to generate pipeline: Ops is integral to accountability, responsibility, and is a centralized, bipartisan entity that states facts. Ops is the team that brings sales and marketing to the same table, and breaks down the barriers that exist.

  • The importance of clarity: Most important piece of RevOps is ensuring alignment on definitions so when goals are set and reported on, everyone is on the same page. You shouldn't be debating on the terms or things that define success. Get aligned on metrics and the definition of those metrics.

  • The danger dash: A huge chunk of RevOps is making sure that the systems you've designed across the customer journey are actually working as you as you intended them. Try to mitigate these circumstances with the danger dash - anytime you can anticipate where something might break whether it's a new process, or a system or a new tool that you've integrated, try to anticipate all the places that that thing might break and create reports to show the places where things break.