The Launch Box’s Post

Revenue Leaders should work hand-in-hand with RevOps. Same as COO works hand-in-hand with CEO. Revenue leaders focus on: - Strategy: We need to launch outbound motion - Tactics: We will go for a specific segment with XYZ offer - Coaching: This is our value proposition and how we write/call/meet - Execution: Our reps contact 100 accounts/month RevOps focus on: - Data: We will collect lead statuses, meetings booked, and activities... - Process: Sequencing process, status update, reporting... - Automation: Lead status automation, handover automation... - Tooling: We use Apollo for prospecting, and HubSpot for sequencing... - Planning: Monthly targets & assignments... You don't need to reinvent the wheel for inbound, outbound, abm motions. With a good RevOps leader or Agency, you can deploy processes faster so your revenue teams can focus on strategy and execution. #revops #hubspot

What I'm Hearing From CEO's and CFO's I have been speaking with SaaS CEOs and CFOs about their GTM, and they all say the same thing: They are having a pipeline problem. Their ROI has been declining since early 2023, and they don’t know how to fix the problem. They used to get 4 dollars in the pipe for every 1 dollar they spent, but that has changed. NRR and Growth have both been cut in half. When we start to discuss their GTM strategy, they are all running a four-funnel model and looking at GTM in micro silos (marketing, SDRs, Sales, and Brand) What they could not understand is that each department is creating reports using attribution to make it look like everything is working for their department, not the entire company. When you compare the business KPIs to the attribution, something does not add up. How can all your programs be working, but you’re missing your revenue target? The problem they are facing is that instead of looking at GTM from a holistic angle using unit economics, they are looking at GTM attribution in each silo, measuring metrics that don’t matter because they are not tied to revenue. What they need to start doing is looking at the cost element of getting the result they want.

Your daily dose of communication & leadership tips are ready to read! We hope you’ll want to check it out! We aim to tackle one of our pillars in a way you might have yet to consider. Fresh insights await. Intrigued? Grab your coffee, tea, or matcha, and let's dive in. Challenges in SaaS CRM Adoption and How to Overcome Them

📉 10 of the BIGGEST strategic ERRORS RevRocket see in SaaS companies' PipeGen Strategy: ❌ Undefined ICP ❌ Incomplete TAM ❌ Oversized Rep Territories ❌ Inconsistent AE<>SDR Teaming ❌ Unstructured qualification process ❌ Ill-disciplined CRM hygiene ❌ No investment in enablement ❌ Reps choosing their own accounts ❌ Snr. Sales/Marketing Leaders managing SDRs ❌ Legacy or incomplete tech stack At RevRocket we have to address a variation of these deficiencies and inefficiencies time and again. 30+ years of consulting, leadership & coaching sees us supporting GTM orgs through: 1. GTM/PipeGen Audit 2. Report & Recommendations 3. Implementation Support 4. Enablement & Coaching Results in fixing problems include: • Increasing opportunity creation run-rate • Increasing opportunity velocity • Increasing win rate • Increasing average deal size • Decreasing talent attrition • Accelerating talent progression ---- Looking to address PipeGen efficiency in 2025? Get in touch to secure capacity ahead of the New Year.

Zuck's 'Year of Efficiency' update in 2023 is a sneak peak into the direction GTM is going. 𝟑 𝐭𝐡𝐞𝐦𝐞𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐧𝐨𝐭𝐞: 🔎 Flattening the org ⛓ Lean is better 🔧 Invest in tooling for more efficient growth 𝐇𝐨𝐰 𝐢𝐭 𝐚𝐩𝐩𝐥𝐢𝐞𝐬 𝐭𝐨 𝐆𝐓𝐌 𝐭𝐞𝐚𝐦𝐬: 'Flattening the org' and 'lean is better' could be viewed under the same lens. It shows up across GTM by addressing bloat and operational inefficiencies: - Manager to rep ratios - more IC's, less bureaucracy/politicking as a skill, less glorifying management. - Reimagining 'status quo' measurements (Revenue per rep, quota attainment, win-rate, sales velocity) and benchmarks (#MQL hamster wheel, pipeline cvg etc.) 𝑖.𝑒 4 𝑟𝑒𝑝𝑠 ℎ𝑖𝑡𝑡𝑖𝑛𝑔 100% 𝑜𝑓 $̶𝟏̶𝐦̶ $𝟐𝐦 𝐪𝐮𝐨𝐭𝐚, 𝑤𝑖𝑛-𝑟𝑎𝑡𝑒𝑠 = 50%, 𝑟𝑒𝑝 𝑎𝑡𝑡𝑟𝑖𝑡𝑖𝑜𝑛 0%, 𝑉𝑠. 10 𝑟𝑒𝑝𝑠, 60% 𝑞𝑢𝑜𝑡𝑎 𝑎𝑡𝑡𝑎𝑖𝑛𝑚𝑒𝑛𝑡 @ $1𝑚, 𝑤𝑖𝑛-𝑟𝑎𝑡𝑒𝑠 20%, 𝑟𝑒𝑝 𝑎𝑡𝑡𝑟𝑖𝑡𝑖𝑜𝑛 20% - Preventing/squashing siloes - Indexing towards increasing talent density vs diluting i.e scaling people instead of process - Improving focus and execution by limiting optionality - Rearchitecting to do less, BETTER - Driving faster, actionable feedback loops - Easier transition to changing metrics across growth phases i.e shift from Logos, to LTV - Differentiated talent strategy i.e CAC/Unit economics enable above market rates - More $$$ into R&D, Product & Marketing (Brand, Category etc.) Investing in tooling is really about a shifting CAC from people into processes and system infrastructure that drive EFFECTIVENESS. RevOps is the hero here... less time, less manual stuff, more automation, more revenue generating activities, less bloat. IMO a modern GTM leader (post ZIRP) is a Venn diagram between Product Marketing, RevOps, and Sales.

#BuildInPublic 22: Investing heavily in R&D and making growth as a Organization wide strategy are two realities for SaaS growth. However, ❝ Growth is efficient if you can ORCHESTRATE all of the moving parts. ❞ We talked to 200+ SaaS founders, GTM & Growth leaders. 2 things remain consistent.. 1️⃣ Too many point-solutions in the market trying to make each pillar of your organization be better: Self-serve product engineering, product analytics, buyer signals, Sales automation, Marketing automation... and the list goes on and on. 2️⃣ Growth requires and Organization wide strategy to bring all of these together. Growth teams (R&D, PM...) end up pays a heavy price in stitching together these disparate solutions. ThriveStack is a purpose built growth-stack ✨, in an attempt to start your growth engine the right way. try it out here www.thrivestack.ai #B2BSaaS #SaaSGrowth #PLG #ModernGTM ProductLed Wes Bush

Is your GTM system ready for a major upgrade? 🛠 Introducing a new workshop... 💡 Building Your Revenue Factory: Driving Alignment and Growth with a Revenue Council. 💡 In today's competitive landscape, having a cohesive and well-managed Go-To-Market (GTM) strategy is crucial for sustainable growth. We’ve been engaging with top GTM leaders and revenue strategists from leading SaaS companies, and one thing stands out: the need for a unified approach to managing the entire GTM system. So, how do you achieve this? Transform your GTM team into a ‘revenue factory’ by establishing a Revenue Council. This workshop will show you how a dedicated council can ensure seamless integration across marketing, sales, and customer success, driving alignment and growth. Join our upcoming session hosted by Dominique Levin and learn from the best in the industry: Building Your Revenue Factory: Driving Alignment and Growth with a Revenue Council Wednesday, June 26 9:00 am - 10:00 am Pacific Time This workshop is perfect for: - CROs - VPs of Sales, Marketing, Customer Success - RevOps professionals - GTM leaders aiming for durable business growth What you’ll gain: - Understanding the role of a Revenue Council in overseeing your GTM system - Techniques to create a closed-loop revenue system connecting marketing, sales, and customer success - Strategies for defining and aligning metrics to ensure cohesive growth across all stages You’ll leave this workshop equipped with actionable insights on driving alignment and growth by implementing a Revenue Council and creating a seamless, integrated GTM strategy. Link to register in the first comment. Join us!

SaaS Investors: There's trouble brewing if you hear these three things from your CEO: 1. The product sells/will sell itself 2. We have no competition 3. Sales will take off after the new product/enhancement/partnership launches No product sells itself. Sales success is a product of highly effective go-to-market teams that understand how to align sales, marketing and product management into a cohesive, scalable and predicable unit. Every product has competition. Every. Product. Even if you can't name a direct competitive offering, you're competing with the status quo. And the status quo is a VICIOUS competitor. It's rare that a single product launch, enhancement or partnership has a direct and/or impact of SaaS company bookings. In the best case, these new initiatives create an opportunity to unleash your go-to-market prowess. However, if the GTM machine is broken, these new offerings will not meet bookings/revenue expectations. What other red flags have you heard when evaluating SaaS product companies? #SaaS #GoToMarket #Sales #Marketing #ProductManagement #Leadership

The most expensive words in GTM Teams - “Let’s change our tech stack”… We’ve all seen this story play out… 🤦♂️ New CRO joins. Changes CRM. New CMO arrives. Switches marketing automation. Another leadership change. Different sales engagement platform. Each transition costs hundreds of thousands in: → Implementation fees → Lost productivity → Team retraining → Data migration → Process rebuilding But here's the reality: While C-suite executives may rotate every 18-24 months, your revenue infrastructure needs to remain rock solid. This is why RevOps isn't just another department – it's the backbone of modern GTM operations. Think of RevOps as the architect of your revenue engine. They: → Design scalable processes → Maintain system continuity → Protect institutional knowledge → Drive cross-functional efficiency For new GTM leaders, partner with your RevOps team first instead of immediately replacing tools. They have the historical context, usage data, and technical insight to guide smart evolution – not disruptive revolution. Bottom line: RevOps deserves more than just a seat at the table. They need to be co-architects of your GTM strategy from day one. The strongest GTM leaders I know don't ask "Which tools should we replace?" They ask: "How can we optimize what's working and carefully evolve what isn't?" What's your take on RevOps' role in GTM leadership? Have you experienced the high cost of constant tech stack changes? #RevOps #GTM #Leadership #SaaS

If you didn't get a chance to read our latest post, we've summarized the key highlights from Benjamin Mohlie insightful article, "How Mature is Your Revenue Operations?" This article focuses on the evolving landscape of RevOps and offers valuable insights into assessing and enhancing RevOps maturity within organizations. Let's delve into the three main takeaways: 👀 Defining RevOps: While RevOps is gaining traction, its definition remains varied. Ben defines RevOps as the design and execution of go-to-market (GTM) processes and systems across the lead-to-cash lifecycle, encompassing marketing, sales, customer success, channel, and finance operations. 📊RevOps Maturity Model: Ben introduces a RevOps Maturity Model, emphasizing that maturity is tied to GTM complexity rather than annual revenue. This model allows organizations to assess their maturity across five categories: leadership alignment, process definition, team structure, systems and tools, and data foundation, empowering them to prioritize improvements accordingly. 💰Investment Strategy: When it comes to RevOps, the approach is key: not too much, not too little. Overinvestment in systems and tools is common, leading to disconnected processes and redundant tools. On the other hand, underinvestment in the RevOps team itself can hinder strategic thinking. It's crucial to "right-size" RevOps investment based on the company's stage and situation, ensuring resources are allocated wisely for sustainable growth. Interested in learning more? Click to read the full article: https://lnkd.in/ehytjWpK #revenueoperations #revops #marketingoperations #marketingops #salesops #salesoperations