I Need to Build a RevOps Function—Where Do I Start?

Hi Jo,

 

I’m hoping you can help me. My executives have just tasked me with building out the RevOps function at our company, and I’m not quite sure where to start. Should I be talking to my peers across Sales and Marketing? Or should I be doing a lot of external research? I’m not even sure that all of my colleagues know what RevOps is—and I really want to make sure they’re bought into the changes that will come down the line. 

What should I do first?

 

Thank you,

Directionless Dana 

 

 

 

Hi, Dana. This is really exciting! You’ve got the chance to define what RevOps looks like at your company and build out the capabilities that make the most sense for your teams. How cool is that? 

 

But you’re right, being successful will require a lot of thoughtful engagement and planning before you can make any changes. You checking in and asking for advice is already a great first step. To help you make the most of that momentum, here are three other things you can do to set a solid foundation for your RevOps team.

 

  1. Define RevOps

You mentioned that your executive team has tasked you with this initiative—but are you all on the same page when it comes to what RevOps is and what it looks like? Setting a definition that everyone can agree on will help ensure alignment and prevent any confusion (and headaches!) down the road. 

 

One definition you can use is that RevOps is a business function that’s built to maximize an organization’s revenue potential across the funnel. Instead of having your revenue operations capabilities live under Sales, Marketing, and Customer Success, you can have them operate as a single cohesive unit that has accountability throughout the full customer journey. This centralized approach helps build a culture that’s intentionally focused on operationalizing revenue—rather than having it be a byproduct of other important work.

 

Once you’ve defined RevOps within the context of your organization, you can move on to the next step in the planning process.

 

  1. Identify where your RevOps capabilities are—and where they aren’t

It’s more than likely that your company already has some revenue operations capabilities distributed across your Sales, Marketing, and Customer Success teams. Your job will be to take a look at these teams, identify where the work is happening, and create a roadmap for how those siloed functions can move into your new RevOps structure. 

 

This will also be an opportunity to build an understanding of how these tasks are completed currently. What tools are your teams using? Are two teams using different tools for the same tasks? How are your peers talking about revenue operations in each vertical? What data are they looking at and how are they using it to make decisions? With a clear picture of the current state, you’ll have an easier time mapping out the changes that need to happen to centralize your activities and align incentives across the board. 

 

  1. Build your RevOps network

Like with any big initiative that requires a lot of change, you’re going to need stakeholders on your side. My advice? Have one-on-one conversations with leaders across Sales, Marketing, and Customer Success to talk about the value of RevOps. Talk to them about what they’ll get out of this new team, and paint them a picture of what the organization could look like over the next one to five years. 

 

Don’t forget: this is a very strategic project you’re running. You’re reshaping how your company thinks about revenue and creating a resource for making the data you collect more impactful. So don’t be afraid to ask for help when you need it and have important conversations with other leaders at your organization. 

 

You’ve got this, 

 

Jo Pulse

How to Show Your MOPs Value to Sales in a Constructive Way?

 

Hey Joe,

I’m really frustrated with Sales right now! They just aren’t understanding what we do and how MOPs can really help them. How do I express my frustration without getting emotional? I want to share my thoughts, but need to do it in a constructive manner. How do I go about that?

Thanks,
Frustrated Frank

Frank, this is a great question. The fact that you’re looking for a constructive solution to this challenge speaks volumes. So often, we see Sales and MOPs teams at odds with each other, even though they’re meant to be working towards the same goal: bringing in more qualified leads and new customers. Taking the time to ensure your teams are on the same page and understand the value each of you bring to the table is a great first step.

I can’t tell you how many times I’ve had conversations with Sales team members who don’t have any insight into what we do and how we do it. Just trying to get them to input data in a consistent way so that our marketing automation tools can work properly can feel like pulling teeth. This is particularly frustrating when you feel it’s your role to connect the dots between Sales and Marketing, and it doesn’t feel like you’re being heard.

When it comes to sharing these thoughts with Sales in a constructive way, there are a couple of things you can do. The first is to remember that your Sales team is likely dealing with their own frustrations and challenges—and it’s worth knowing what these are before having a conversation with them. They may be facing pressure from their director or have KPIs that run against your team’s, although that shouldn’t be the case. All Sales and Marketing metrics should ladder up to a joint revenue goal, and if you feel that’s not happening or that your KPIs are at odds, then that’s an important conversation you should be having with your leadership.

Another big thing you can do is talk to Sales about your processes and how they align with theirs; but be careful with how you address this. One thing I’ve learned in my years working with different teams is that any time you question a process, people are bound to get a little defensive. So, instead of asking ‘why aren’t we doing XYZ?’, you can reframe the question to ‘are we able to do XYZ?’. This will open the door to a much more constructive and collaborative conversation—and it’ll inspire your Sales team to ask your team questions in the same way.

Lastly, remember that sometimes actions speak louder than words. You know that MOPs can be a valuable partner to your Sales team, so show them. Consider building out scoring models where Sales can identify prioritized personas and automatically receive the leads that are the most likely to convert. Establish an automated system for passing on the right content at the right time to leads that are already engaged. Develop processes that help MOPs and Marketing bridge the gap for MQLs during the nurture stage, without overwhelming them with information. Showcase the different tools (e.g. social, targeted ads, event invites) that MOPs can deploy for engaged leads. These are all things that will help build the partnership across the customer journey.

At the end of the day, it’s all about teamwork.

You’ve got this,
Joe Pulse.

Sales Rejects My MQLs

Hi Joe,

Sales and I are at a real disconnect. They keep rejecting my MQLs, and I’m not sure why. The leads I’m passing over are all showing interest in our brand—downloading our campaign assets, visiting our pricing page—but Sales doesn’t seem to think they’re valid. If that engagement isn’t valid, I’m not sure what is.
How can we get to the bottom of this? How can I make Sales understand that my MQLs are valid leads?

Thanks,
MQL Max.

 

 

Max, I get that this is frustrating. My Marketing team spent months in a similar dynamic with Sales. We had what I considered sensible criteria for an MQL: active interactions with our campaigns, job titles and industries that line up with our target buyers.

Many of those leads would get rejected, which took me by surprise. Those leads seemed like golden opportunities for Sales to close deals; we drum up interest, they bring it over the finish line.

Turns out, after talking with Sales, they had quite different expectations of what “qualified” means; ready to sign. Here’s when we figured out the problem: between us, we had two different definitions of a qualified lead, and no one talking to each other to establish common ground.

That joint conversation is crucial. You both need to agree on definitions; what makes a lead null, ready to nurture, qualified, and ready for Sales.

Figure out your processes, too; at what stage you’ll hand leads over to Sales, and how long Sales should take to give you feedback.

Open dialogue is the name of the game. Sales’ expectations might have risen without you knowing it. Encourage people in both teams to explain their rationale for passing over, accepting, or rejecting leads. What’s the criteria? Why is or isn’t this lead valid? What’s missing?

Continuous feedback makes for better collaboration. It’s easy to forget this when you’re not communicating, but Marketing and Sales are part of the same growth engine. You bring in leads for Sales to close deals—when the business brings in revenue, it’s a shared win for both of you.

All the more reason to meet in the middle. Sales typically wants leads that are BANT qualified—the right budget for your pricing, decision-making authority, relevant needs, and the timeline to make a purchase in the near future. It’s not always viable for Marketing to tick all four boxes, so talk with Sales about how to make each other’s lives easier.

How can you optimize your campaigns to reliably gather that information? Which, of those factors, are the “must haves” and “nice-to-haves”? When can Sales continue the conversation? These are all points to establish to bridge the gaps.

For extra assurance: check out your reports. Look at where leads are progressing, getting stuck, and dropping out of the funnel. Those patterns of behavior are good guidance for where to switch up your criteria for qualifying and passing over leads.

Ultimately, you want to have a formal conversation between Sales and Marketing at least once a month. The idea isn’t to change your lifecycle every time—that’ll throw your reports and processes into disarray—but to solve any problems with leads together and make sure you’re both on the same page. After all, you’re both on Team Growth.

You’ve got this,
Joe Pulse.

How Can I Get My Teams in Sync?

Hi Jo,

My Sales and Marketing teams aren’t working well together. People from both teams aren’t really talking to each other or sharing information that could help them both to succeed. As a result, we work in an environment where processes are slow, communication is tense, and Marketing and Sales don’t understand one another.
How can I make my teams collaborate like partners? How can we bridge the gaps between us?

Thanks,
Out of Sync Sally.

 

Sally, it’s good that you’re asking how to fix things. When disconnect is the norm, it’s impossible for teams to work effectively together. In a past workplace, my Marketing team would publish whitepapers and run events as a separate machine from Sales; likewise, they’d turn down the majority of our leads without giving any feedback.

From a distance, you’d have no idea that we both shared the same goal: drive revenue for the business. We were completely misaligned, and worse still, Nobody felt they could speak up. That was ‘the way things were done’, with little hope for dialogue or change.

Strong purpose, shared understanding, active listening—all those things were missing. Now that I’ve moved on to manage teams, I realize just how essential these components are to bring people in the workplace together. Here are some tips to create an environment where teamwork actually makes the dream work:
– Have someone representing each team attend the other team’s meetings and presentations.
Having a representative to share feedback and updates, to show interest in helping and understanding
each other — will help both teams to work more considerately.

– Encourage transparency around data, goals, and knowledge. If Sales shares where they need help
fulfilling quotas, Marketing can help them size up the impact of campaigns. Which Marketing webinars
are valuable to particular prospects? Who can Sales pursue based on event attendance? How can Sales
and Marketing line their activities up?

– Invite teams to share their updates on a monthly basis. Common dashboards that visualize key
performance metrics, project presentations from people in various different roles—these initiatives
help everyone to demonstrate how their work connects to the bottom line.

– Consolidate your teams on one project management tool to show how each person’s activities contribute
towards a shared outcome.

– Create open channels for people to share their successes or ask for help. The mindset you want to
promote is: “how can we celebrate or solve this together?”

– Ask people what they see their purpose as, and accept honest answers. If someone doesn’t know their
purpose in the company, encourage them to think about the bigger picture and show them the true
impact of their contribution. Whether it’s press coverage from Marcomms or products from
Merchandising, quality work in every role plays a part in the company’s growth.

– Get people moving around and talking to each other. Hotdesking, catch-up calls, open invites to
knowledge-sharing and brainstorming sessions; all of these help sociability and belonging as a team.
Ultimately, people want colleagues and leaders they can trust. Make clear that Marketing and Sales
are on the same side, and that you’re here to help and encourage them to perform at their best.

You’ve got this,
Jo Pulse.

How to Explain Ideal Customer Profiles to Sales and Marketing

TLDR: Ideal customer profiles (ICPs) are characterizations of the customer groups who best fit your services. The objective of ICPs is to help businesses sign more profitable deals, with shorter close times. Sales and Marketing create ICPs by analyzing data from past customer engagements and deals, coalescing around a shared set of customer profiles to target. MOPs helps Sales and Marketing evaluate whether the data supports the personas created and guide them to refine the ICPs with each reporting cycle.

Ideal customer profiles (ICPs) are sketches of the buyers who best fit your services. ICPs are very similar to personas, though they tend to characterize groups of customers rather than individual buyers. In theory, these groups are the easiest to close deals from and the most productive ones for Sales and Marketing to focus on in their initiatives.

Accurate ICPs help Revenue teams do more deals in larger sizes and with shorter times to close. But when Sales and Marketing teams create ICPs in poor alignment with each other, guided by personal biases over data, they risk approaching the wrong prospects with disjointed campaigns and processes that don’t attract business.

In this Tough Talks Made Easy, you’ll learn to explain to Sales and Marketing what it takes to create ICPs that work—a data-driven approach with 100% alignment.

 

ICP 101

ICPs begin with data. By analyzing past customer engagements and deals, Sales and Marketing can identify the most common traits of customers interested in your products and services. Using a variety of behavioral (e.g. types and topics of content engagement, webinars and events registered) and demographic identifiers (e.g. job title, region, company, industry) to craft ICPs along with sales data, Sales and Marketing can then personalize content, messaging, and processes to attract increased business from these groups. 

The objective of ICPs is to help businesses sign as many deals as quickly as possible, as profitable as possible. Factoring in additional metrics like monthly recurring revenue, time to close, retention rates, and deal size can help Sales and Marketing succeed by focusing on the prospects most likely to engage positively with the business and return sustainable profits over time.

There’s no magic recipe for crafting ICPs, but if Sales and Marketing are coming up with many disparate profiles, it suggests that your targeting efforts aren’t specific enough. To get results, both teams should coalesce around a shared set of ICPs. Without close alignment, Sales and Marketing might have completely different ideas about which customer groups to pursue. When Marketing’s campaigns and messaging aren’t in sync with Sales’ processes and understanding of the buyer journey, it’s unlikely that your efforts will strike a chord with any particular customer profile.

Between your Sales reps and Marketing colleagues, your Revenue team might be a broad tent of past experience and expertise with different industries and customer segments. Personal experience can lead your team to infer the best customer traits and groups to target, but the only reliable basis for your ICPs is data. Past success stories and sector-specific knowledge can be helpful starting points for creating ICPs, but Sales and Marketing need to validate any assumptions by looking at past engagements and deals.

The overall theme with creating ICPs: more alignment means more success. Sales and Marketing should use the same bedrock of data to target shared customer groups with campaigns and processes that complement each other.

 

CONTINUOUS SUCCESS 

Ideally, ICPs lead Sales and Marketing to meet and exceed their targets—Marketing’s targeted campaigns generate MQLs, and Sales develops these into higher rates of opportunities, conversions, and accelerated conversations. To validate that your ICPs are working, encourage your team to think of ICPs as projects of continuous refinement, where each new reporting cycle is an opportunity to reevaluate if the data justifies the personas that Sales and Marketing have created.

MOPs comes to the table as a valuable source of guidance. By analyzing the composition of your database and where deals come from, MOPs can pinpoint the percentage of leads, opportunities, and closed sales that meet your teams’ profile criteria and advise on the most optimal ways to segment your customer base. 

Consulting Sales and Marketing at regular intervals, with the latest data, can help answer a range of decisive questions, big picture and granular. How are particular ICPs performing at different stages of the sales cycle? What profile characteristics can you tweak? How might you account for ICPs in industries (e.g. government, education) that are significant seasonal buyers? Are there any metrics not currently accounted for that are emerging as influential? 

Whatever your reporting cadence—weekly, biweekly, monthly—a continuous process of analysis and adaptation is how your ICPs stay relevant. Sit down with Sales and Marketing regularly to go through the reports, and you can encourage a well-informed and agile process of decision-making, where teams can pivot fast in response to ICPs that aren’t yielding results.

 

THE TAKEAWAY 

ICPs are valuable for Sales and Marketing to identify and refine how they target customer segments, but executing them effectively requires 100% alignment between teams and continuous analysis of engagement and deal data. By working closely with MOPs to arrive at data-driven decisions, Revenue teams can create campaigns and processes that win more lucrative deals with shorter close times. 

For any guidance with creating and executing ICPs, Revenue Pulse is here to help.

Sales and MOPs: How Your CMO Can Bridge the Gaps

TLDR: Sales and MOPs sit a few degrees of separation away from each other, but MOPs’ deliverables have a vital impact on Sales’ ability to pursue leads and close deals. That’s why it’s vital for both teams to understand clearly what each team needs from the other to work together well.

 

The dynamics between Sales and Marketing attract a lot of attention. Businesses rightfully stake importance on solving historical tensions between the two halves of their revenue machine, but discourse often overlooks one of the most decisive elements of how well Sales and Marketing work together.

Marketing Operations isn’t often perceived as an authoritative force in the Sales-Marketing relationship; MOPs is typically a few extra degrees of separation away, but the team’s deliverables have a vital impact on Sales’ ability to pursue leads and close deals. As such, Sales’ needs can exert considerable influence over MOPs’ workload and priorities. 

That means it’s in the best interest of both Sales and MOPs to understand clearly what each team needs from the other to work together effectively. If you don’t frequently interact with Sales in your role, it’s especially important that your Marketing leaders grasp how Sales and MOPs impact one another and can encourage Sales to understand the practicalities of how MOPs works to support them. This Tough Talks Made Easy will give you the guidance you need to sit down with your boss and have that conversation.

 

Bridging the gaps

In many organizations, MOPs is perceived as part and parcel of the Marketing team. As a result, Sales might not wholly understand how MOPs as a function differs to more generalist Marketing roles with its focus on tools, platforms, and systems, or the extent to which their demands cascade onto your workload.

Essentially, MOPs glues Sales and Marketing together. Sales expects to receive correctly qualified leads from Marketing in a timely manner, so they can strike while the iron’s hot and close deals. Behind the scenes, MOPs creates all of the technical infrastructure to make that possible, setting up campaign programs, alerts to Sales, data delivery systems, and capturing all the relevant information about how a lead has previously engaged with the business.

To execute this effectively, with fewer miscommunications around deliverables and expectations, Marketing leadership should bring MOPs into any conversations with Sales about lead qualification criteria and process adjustments. Sales will want any changes in direction to be implemented as soon as possible; at this stage, whoever represents MOPs in that conversation needs to provide a healthy dose of realism. 

 

Setting realistic expectations

Sometimes, Sales sets the bar for lead qualification no lower than bluebird opportunities which take minimal effort to close. And despite the urgency on Sales’ end for quick adjustments, MOPs will often need to balance their requests with tasks like platform operations, executing campaigns, and reporting.

Real alignment between Sales and Marketing occurs when both teams discuss the realities of their work and agree on outcomes that are actually possible. Depending on the size of your organization and the practicalities of how teams come together to make decisions, encourage leadership to share MOPs’ processes, deliverables, and updates, or invite someone from MOPs to partake in these discussions. 

Sales should understand what MOPs can and can’t do, and the practicalities and trade-offs of fulfilling requests. What time and resources does MOPs need to set up auto-notifications for MQL delivery? If it’s a priority to complete this request, what other projects need to sit on the backburner? By having a transparent dialogue around priorities and bandwidth, MOPs and Sales can devise a plan of action with clear and realistic deliverables: X number of leads delivered in Y time frame, based on Z qualification status.

 

Maintenance time

“No news is good news” is a common state of affairs in MOPs. It tends to go unacknowledged when all your processes and data flows are running smoothly, but all hell breaks loose when something goes awry. If qualified leads aren’t reaching Sales on time, campaigns aren’t visible or don’t have the correct people attached, the lead’s engagement data is incomplete or inaccurate, or leads are being sent without meeting the agreed qualification criteria, MOPs is left scrambling to make fixes on top of all other tasks.

There are a few points of discussion you can bring to your boss to help ensure everything is in good order for Sales. The reality of looking after processes like lead scoring models and lifecycles is such that, after monitoring them heavily for the initial weeks and months with no signs of trouble, it seems safe to leave them alone and turn your attention to other responsibilities.

Ideally, though, you’re able to reevaluate and test processes on a regular basis to proactively detect and prevent errors. To keep on top of this, leadership should prioritize hours for maintenance in your schedule if you’re short on the time to look after elements of the system that impact Sales—lead lifecycles and scoring, campaign and lead data. For each campaign, suggest a dedicated sync with Marketing to clarify the finer points—target audience, how to access and update it, how to add the correct prospects—so all the information’s in the right place.

 

Connecting the dots

There might not be a direct line between Sales and MOPs in your workplace, but the work of both teams has a profound impact on the other. Making space to communicate what MOPs can realistically deliver, and carving out the time to perfect the processes that power Sales’ success, are two key initiatives you can advocate for to support Sales effectively and contribute to the achievement of revenue and productivity.

For additional guidance on bringing teams together, Revenue Pulse is here to help.

 

What Sales Can Gain From Marketo Sales Insight

TLDR: Marketo Sales Insight provides easy access to deep intelligence that helps Sales close deals, but the value is only apparent when Sales and Marketing work well together.

If your Marketing and Sales teams don’t collaborate closely with each other, it’s likely that Sales underestimates just how much Marketing’s data and technical knowledge can help them perform. For the various ways that Salesforce and Marketo integrate, there’s one particular feature of Marketo that can set Sales up to succeed, but siloed work environments often cause it to fly under the radar.

In this Tough Talks Made Easy, we’ll help you explain to Sales the value of Marketo Sales Insight (MSI)—and how both teams need to work together to get the best from it. This is a conversation that can help you to lift up Sales, demonstrate credibility, and influence a greater appreciation from Sales towards the value of Marketing’s work.

 

MSI: A WINDOW TO MARKETO

Marketo Sales Insight is an application that runs directly in your CRM. MSI effectively gives Sales a direct portal to Marketing’s analytics, with a range of features that allow Sales to better understand how leads and prospects respond to campaigns and engage with your brand.

Among the capabilities that MSI has, there are a couple to call out that really drive home the benefits. Best Bets provides an at-a-glance ranking of leads scored by recency—the most powerful indicator for propensity to buy. Sales can use this to prioritize the best leads and strike while the iron is hot.

Reps can then view activity history for each lead, which includes a set of Interesting Moments as defined by Marketing—engagements like form fills, webinar attendance, and links clicked. Based on this, Sales can personalize their outreach with knowledge of each lead’s interests and needs.

The headline news to share with Sales: MSI provides easy access to a depth of intelligence. Using it regularly can make Sales more productive and enhance their ability to close deals—but, as with all tools, the benefits don’t reap themselves. Before you get started with MSI, it’s important to address any structural issues that have prevented your teams from already using it.

 

PARTNERS IN GROWTH

Where Marketing and Sales work as a well-oiled machine, the value of MSI is clear as day. That means the integration between Marketo and your CRM is set up, Marketing punctually updates MSI with the latest campaign response data, and Sales then uses it to have timely and engaging conversations with leads.

On the ground, the reality often differs. MSI is notably underutilized for a default Marketo app, partially due to confusion around licensing. Teams often mistake MSI for a Salesforce plugin that renders Marketing emails in Outlook. A useful point to clarify for Sales: unlike this plugin, MSI doesn’t require a separate license from Marketo (and extra expense) to use.

The organizations that use MSI do so to varying degrees of competency, which brings up a deeper problem. Comprehensive lead scoring and prioritization models, buyer activity tracking, and customer engagement monitoring are just a few examples of powerful capabilities in MSI that are lost on teams who lack the maturity to execute them.

If your Marketing and Sales teams work in a siloed environment, without the mechanisms or appetite to share data and knowledge with each other, then using MSI is only viable if your teams treat it as the foundation on which to build a collaborative relationship.

The key to getting Sales on side is to make sure your house is in order. Marketing should be properly set up to capture and report on customer behavior across your website, email, and other online channels, and prepared to define elements in MSI like nurture program reporting and Interesting Moments from each customer’s engagement history.

If you have that figured out, frame MSI to Sales as an opportunity to create a partnership that helps their performance. Offer to train Sales on MSI, and you’ll encourage them to consider how Marketing’s efforts, and collaboration with Marketing, ultimately aid the pursuit of growth.

 

THE TAKEAWAY

In summary, MSI makes Sales’ lives considerably easier. It allows them to prioritize the most urgent leads, drill down into their historical interactions with your brand, build compelling stories that produce more effective outreach communications, and save time otherwise spent digging through tools and waiting for reports to get the most vital information.

That said, MSI demands that teams resolve their maturity issues. For one, Marketing’s data collection and reporting should be robust enough to feed Sales with the most useful information. Both teams should prepare to overcome friction and work together, which, for Sales, means being receptive to Marketing’s guidance towards interpreting the numbers. When that agreement’s in place, MSI helps both sides of your revenue operation to perform.

Need some Marketo advice, MSI or otherwise? Revenue Pulse is ready when you are.

Explaining Marketo to Your CEO

TLDR: Marketo helps you save time, increase efficiency, and grow revenue. Communicate these outcomes and the value of your CEO’s investment in Marketo—and your team—will be undeniable.

 

YOU KNOW YOUR WORTH

You’re great at your job. You’re working hard to demonstrate the value that marketing operations brings to your organization. Now you’re on the hook to explain the value of Marketo to your CEO. What do you do next?

That’s where the Tough Talks Made Easy series comes in; we’re here to arm you with everything you need to maximize your minutes with the C-suite and leave an impression along the way. That means you need to get out of the weeds, get away from the buzzwords, and focus your approach in a language the C-suite speaks on a daily basis: outcomes.

 

SPEAK THE LANGUAGE OF OUTCOMES

Your CEO needs to worry about the bottom line without being bogged down by the minutiae along the way. And when we talk about speaking in outcomes? We don’t mean increased clicks, better open rates, or the things that only get Marketers excited. The kinds of outcomes your CEO is interested in are positive impact to pipeline… improved lead conversion by stage… the ability to enable your existing Sales force and help them achieve quota. Outcomes that lead directly to increased revenue.

The value of Marketo speaks for itself—but it’s up to you to communicate the myriad of uses into outcome-focused conclusions.

 

OUTCOME 1: What does marketing automation do for us?

Marketing Automation allows you to streamline, automate, and measure marketing tasks to save time, increase efficiency, and grow revenue more quickly. (Pretty good outcomes!). Marketing Automation takes every aspect of your existing campaign management and marketing programs and allows you to run them ‘lights out,’ with real-time data on what’s working and what isn’t, and a comprehensive scoring system to strategize new leads as you get them.

Your CEO knows what Salesforce can do; Marketo is to Marketing what Salesforce is to Sales. It boosts pipeline while providing insight into the customer journey, allowing for more targeted, relevant communication as relationships progress.

 

OUTCOME 2: Enhances doesn’t replace talent

Marketing Automation isn’t about making humans obsolete—it’s about giving your talent the data and feedback they need in real time to flex their marketing muscles in the right direction and do what they do best.

Marketo isn’t some set-it-and-forget-it approach—far from it. Marketing Automation is only as effective as the marketers who implement it. Campaigns are at their best when the creativity of your talent is able to thrive. Marketo provides digital experiences that weren’t possible before, but to be successful marketing ops need the right support, funding and data to make it all work.

 

OUTCOME 3: Actionable Data

Marketo isn’t about creating a deluge of information—it’s about telling you precisely which strategies are working and which aren’t, so you can react accordingly. The insights delivered by Marketo are focused on efficiency, scalability, and ROI. Without Marketing Automation, you simply aren’t measuring these things effectively—if you’re measuring them at all. With Marketo, everything is tracked and displayed, providing a comprehensive analysis that allows you to compare every facet against others—and keep constant track of how much everything costs.

 

OUTCOME 4: Enhanced Relationships

Marketing Automation has been exploding for a reason. Amazon and Microsoft have made big investments in Marketo and the teams that run them. Buyers have the ability to google every option, consider every purchase, and compare every choice in spending. In order to make a sale, relationships need to be fostered, nurtured, and brought to fruition. This requires personal, targeted communications that don’t push for sales until the customer already feels confident in their decision to buy. That’s where Lead Scoring identifies the best incoming leads for your sales team.

 

OUTCOME 5: Sales and Marketing Sync

There isn’t a CEO who wouldn’t love to have their Marketing and Sales teams on the same page, working in the same direction. The real time, first-hand insight into customer behaviour and the ranking of leads means your Sales team will receive a comprehensive list of the ‘hottest’ leads the moment they come in. And once they’ve received the lead, they won’t only be armed with what they need to react immediately; they’ll know how to react in a relevant way.

Your Sales team will receive the same deep, actionable insights regarding which content has the most immediate, positive impact on conversion rates and closed sales—and they’ll receive instant notifications when it’s time to leap into action.

That means your Marketing team will be doing the same thing upstream that your Sales team is doing downstream… and that’s a harmonious tandem that spells success–and it’s the type of outcome that CEO’s dreams are made of.

 

BOTTOM LINE:

Marketo helps you save time, increase efficiency, and grow revenue. It enhances your talent by arming them with actionable data and it deepens and nurtures relationships with your leads. It enables your Marketing and Sales teams to align with a shared strategy, working for the same goals, with the information they need to succeed.

Communicate these outcomes and the value of your CEO’s investment in Marketo—and your team—will be undeniable. And remember: if we can help prepare you in any way, let us know. That’s what we’re here for.