Orchestration: the next step for RevOps

Revenue orchestration is in response to the impending consolidation of the Ops stack. More than 9,000 vendors in the market are seeking an acquirer or acquiring features and install bases, says Christine Crandell, president of New Business Strategies, as she explores the next step for RevOps, based on the latest discussions at OpsStars 2022.

“Demand is perishable, experience is king, and no buyer wants another vendor,” was how Evan Liang, CEO of LeanData, quipped. OpsStars conference 2022.

The conference introduced Revenue Orchestration as the connective tissue behind a company’s market dynamics. Positioned as the next-gen RevOps, which ChiefMartec’s Scott Brinker defines as the “umbrella operations function that connects the dots between marketing, sales, customer service, and finance,” Revenue Orchestration is Big Ops.

Why is this important?

It’s not just semantics. “Revenue orchestration,” says Openprise CMO Mike Ni, “is a refreshed view of what companies have been trying to achieve for years: an end-to-end buyer experience and a unified view of data. funnel for sellers. The increase in revenue orchestration reflects the pain companies are experiencing due to the increased investment in channels, tools and operations they have made in recent years, which only exposed the complexity, fragility and lack of integration of the system,” Ni continues.

Companies like LeanData, 6sense, Clearbit, Openprise, and Demandbase are creating cutting-edge ecosystems to preserve and expand their position in the stack.

Contextual data is the fuel of orchestration

Data quality underpins every aspect of Revenue Orchestration, from satisfying buyers to reducing sales friction and measuring return on investment. Robin Spencer, COO of Clearbit, advocates that clean data drives “speed to lead”. Data should not be an afterthought, but at the heart of any customer acquisition and retention strategy. “The data must have a purpose; otherwise, it simply translates to [disconnected marketing campaigns, or in other words:] no more spam“, said Spencer.

To achieve this, companies are looking beyond legacy cleaning providers to ones that enrich and help decipher the signals. Spencer shared that Clearbit customers use the software to identify their KPIs and interpret whether they are ready to buy or just curious. “The data must have a purpose; otherwise, it just results in more spam,” Spencer sums up.

Learn more: 5 steps to clean your customer data

Give shoppers experiences the way they want them

That’s probably what the teams did, but not well. Most companies don’t know the journeys and backgrounds of buying teams, nor do they have actionable data at their fingertips. Consequently, many stubbornly cling to the belief that they can create journeys that their buyers will follow. It doesn’t work that way.

The gap between the self-directed buyer journey is significant versus designing a brand for them. 6sense calls it “the dark funnel of unseen earning moments.” Instead of leads, funnels, secure content, web forms, and traditional demand generation models, companies like 6sense and Clearbit focus on signals, intent data, deep account insights, and many AIs for pattern detection.

They disrupt pipeline creation in a positive and innovative way. With a deep understanding of KPI accounts, personas, and experience expectations, 6sense can respond differently to each target persona and account based on where the business is in the buying cycle. How do they do this? Using first-party and third-party data from 3.5 billion websites and their 6QA app.

Each account is scored and automatically moved through stages of the journey as signal patterns change. With each stage change, so does language, tone, messaging, personalized campaigns, and content. Knowing that buying teams share supplier content and communications, campaigns are personalized and cross-referenced to be unique yet complementary. The goal is to engage as many accounts and KPI personas to drive intent.

Accounts that meet 6QA thresholds are shared with sales – confident that every opportunity is in a true buying cycle. According to 6sense, ROI is 4x sales opportunities and a 40% faster sales cycle. 6sense demonstrated what is possible today: reducing friction for customers, marketers and sales.

Cross-functional alignment is table stakes

Sharing best practices for overcoming the historical antagonism between sales and marketing was a common thread throughout the sessions. Pat Oldenburg, vice president of demand generation for Motive, structured the marketing overlay to the sales funnel. Lead transfers do not occur; marketing has responsibilities at every stage of the sale. Several speakers shared that marketing and sales jointly perform target account selection and account scoring and have SLAs around time to action and time to respond with automatic escalations.

Learn more: How to build the marketing teams of the future

But the road to RevOps is not easy. Erol Toker of TechCrunch and Truly.co said RevOps is more than the implementation of technology. The corporate culture must also change. His advice is to “not focus on the happiness of sales teams, but rather on the customer journey and experience” and “customer knowledge is the price of entry”.

Toker defends the owner CEO of RevOps, while Dana Therrian, CMO of Anaplan, thinks it should be the COO. Dynasties are torn down and replaced with a “one common truth” data source owned by a neutral party that also owns metrics reports.

The resulting transparency and visibility forces sales and marketing to develop new capabilities to understand and operationalize demand signals. Revenue Orchestration is the technology that executes intelligent buyer engagement based on purchase stage and experience expectations.

What hasn’t been covered in depth is the impact of Big Ops on talent. Niels Fogt, Senior Director of Growth Marketing at Tray.io, believes that operational functions need to evolve. “If the goal is to deliver highly personalized experiences that delight, operations teams must move from risk mitigation to continuous experimentation and innovation across multiple touchpoints and organizational functions. It is up to an organization’s leaders to ensure that their operations teams are properly trained and staffed with technologists who can plan and manage these sophisticated moves at the speed their organization demands. This almost certainly requires more people in your operations teams who are proficient in connecting the stack of towers versus in-depth expertise with a given monolithic platform like CRM or MAP.

OpsStars 2022 demonstrated the art of maximizing opportunity with revenue orchestration: cross-functionally aligning people, processes, and data across the journey of each target account and contextually empowering buying teams to achieve their objective, even if it is not a sale today.

How do you see the orchestration enabling the success of the operations stack? Share with us on Facebook, Twitterand LinkedIn. We would like to know!

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