RevOps guide to expanding into new markets and targeting new customers

Expanding into new markets can be an exciting and risky decision. On the one hand, it’s an opportunity to increase revenue and expand your customer base. But, on the other hand, it’s also a huge investment of time and money that doesn’t always pay off.

So, if you’ve decided to expand into new markets, you’ll want to approach this decision with caution. And that means you need a strategy that allows you to confidently decide which markets to expand into and which businesses within that market are most likely to be a good fit. 

How do you form that kind of strategy? How do you successfully identify new market segments that your business has the highest chance of converting? 

The key ingredient is exegraphic data.


If you’re unfamiliar with that term, you won’t be by the time you finish reading this guide. Because we’ll be showing the benefits of exegraphic data as we share a step-by-step market expansion strategy for B2B companies.

But, first, let’s start by discussing what benefits you can expect if you successfully execute your market expansion strategy! 

 

Why should a business expand into new markets?

Of course, one of the main reasons to expand into new markets is to increase your revenue. If you can successfully reach new customers, you’ll see a significant boost in your bottom line. 

But increased revenue is only one side of the story. Here are some of the other top benefits of expanding into new markets: 

  • Grow your customer base. If you’re selling products or services that are only targeting a specific group of people in your current market, expanding will give you access to new groups of potential customers.
  • Satisfy growing customer needs. Your customers’ needs are constantly changing. Expanding into a new market can help you guide customer trends rather than simply trying to follow them.
  • Keep up with competitors. If you don’t expand your business, you risk falling behind your competitors. If they are expanding into new markets and you’re not, they’ll have a leg up on you in terms of market share.
  • Gain a competitive advantage. When you enter a new market before any competitors, you can establish yourself as the go-to brand in that market before anyone else has a chance.
  • Diversification. If your business only serves one customer segment, you’re essentially putting all your eggs in one basket. But, if you expand, you’re diversifying your risk, giving your business a better chance at long-term success.
  • New talent. When you expand into new markets, you’ll also have the opportunity to bring in new talent. These new employees can help refresh your company and give you a new perspective on your products and services.

 

Market expansion strategy: How to find and target the right prospects in new markets   

To successfully expand your business into new markets, you can’t just go out and start selling your product or service. You need to understand the nuances of that particular market and know how you will compete with other businesses already there. You also need to know whether a particular market is actually worth your time.

To help guide you through the process, here’s a market expansion strategy framework you can use.

 

Step 1: Build your ICP using reliable data 

First, you need to develop an ideal customer profile (ICP) for your target market. This will help you understand who your target customers are, what they’re looking for and how to best reach them.

But here’s the thing: most ICPs are shallow. Despite it being one of the most valuable parts of your market expansion strategy, most businesses develop their ICP using firmographic characteristics that don’t tell you much. 

And that’s a huge mistake! 

Why? Because firmographic data isn’t reliable for such a high-risk investment as entering a new market. It only shows you things like company location, size, industry and annual revenue. And while that information can be useful, it doesn’t tell you anything about the factors influencing a company’s buying decisions. 

This is where exegraphic data can give you a huge advantage as you expand into new markets. 

 

Use exegraphics to build a reliable ICP

Exegraphics give you data on how companies operate and behave. For example, with exegraphic data, you can find out which companies are early adopters of cloud technology or which companies are in the process of expanding their data engineering teams. 

How do you find exegraphic data? By scraping company information that can only be found on company websites, social media platforms and similar sources. Of course, your company can manually collect this type of data. It’s just extremely tedious and time-consuming.

With Rev’s Sales Development Platform, you can use AI technology to speed that data collection process up. And because the AI is constantly searching for new information, Rev allows you to build a living model of your ICP—what we call an aiCP—that evolves as the behavior of your ideal customer changes over time. 

Having an aiCP means your market expansion strategy also evolves based on real-time data. And this is a huge advantage in the initial stages of market expansion when many companies get scared and divest too quickly.

 

Step 2: Understand the TAM/SAM for each potential new market

Oftentimes, companies also rely on firmographics to find the total addressable market (TAM) and the serviceable available market (SAM) in a new market segment. Typically, these companies use some database and say, “find me all of the companies in this vertical, this size, with this annual revenue…” And, then, they make a leap and decide whichever companies fit those parameters is their TAM.

But it’s not. 

Just because a company falls into those basic parameters doesn’t mean they’re ready or likely to buy from you. You don’t have enough information to make that assumption. So, what can you do instead? 

By using Rev, you can add some scientific rigor to finding your TAM. With exegraphics, we help you find the companies in the new market that are already exhibiting behaviors similar to the best customers you already have. 

Sometimes, you might find that the TAM/SAM for a new market is too small. And that’s great! Because you can use that information to pivot before investing too many resources. 

If, however, you find that a new market looks like it’s worth pursuing, you’ll have the data to continue building your market expansion strategy with confidence.

Step 3: Study the competition

Next, you should take a close look at the competition. The goal here isn’t to copy their strategies or even go after the exact same prospects. The goal is to figure out what your competitors do well, what can be improved and what you can do differently to stand out to your target audience. 

As you look at the competition, consider the following: 

  • What do your competitors offer?
  • What’s their share of this market?
  • What is the quality of their products or services?
  • What are their strengths and weaknesses?
  • How are they marketing their products or services?
  • Are there any gaps in their marketing? 
  • Does their marketing strategy appeal to your ICP? 
  • What’s their pricing structure? 
  • Do you have the resources to compete? 

 

Step 4: Rank each potential new market for your business

Next, you’ll use your research to prioritize which potential markets offer the most opportunity for your business. Here are some factors to consider when ranking potential new markets:

  • Does the market have enough potential customers? 
  • Is the market growing or shrinking? 
  • What’s the level of competition in the market? 
  • What’s the overall risk level of entering the market? 
  • What are the estimated costs of entering the market?

You can use these criteria to create a scoring system and rank potential markets from most to least attractive.

 

Step 5: Define new market success criteria

Before you begin any outreach, you first need to establish what success looks like in your new market. This will help you set measurable goals and objectives, and track progress over time.

Some success criteria to consider include:

  • Revenue goals.  How much revenue do you want to generate from the new market?
  • Market share. What percentage of the market do you want to capture?
  • Customer acquisition costs. How much are you willing to spend to acquire each new customer?

 

Step 6: Create a target list of accounts in the top-ranked new market

Your list is your strategy. So, once you’ve identified your top new market, you want to start with a high-quality target account list. Remember: you don’t need to guess which accounts to target. Use exegraphic data to your advantage. 

Rev’s AI technology uses that data to create a comprehensive list of all of the companies that show signs of being a good fit for your company’s product or service–even if those companies are outside of the industries you’d normally target. 

That way, you don’t waste time and resources pursuing companies that aren’t likely to buy from you. It also means you’ll find new opportunities for deals with companies you might have otherwise never considered. 

With Rev, you’d also get to see a Rev Score—i.e. how likely a company is to be a good fit—for each of the accounts on your list. This insight helps you prioritize accounts and increase your probability of early success as you begin testing the new market.

 

Step 7: Create a SWAT team to test initial messaging and engagement

By starting with a SWAT team, you can get a sense of whether there is genuine interest from potential customers in the new market. In other words, you can further minimize the risks associated with expanding into new markets! 

Plus, you can start small. Your SWAT team only needs 2-3 employees who are company specialists in sales, marketing, product and customer success. The goals of this team will be to:

  • Validate the new market before investing additional resources
  • Develop early messaging and some marketing collateral
  • Test various engagement strategies
  • Collect data to fine-tune outreach efforts
  • Create a set of processes that your marketing and sales teams can eventually follow (if you decide to pursue the new market)

 

Step 8: Measure early results and iterate

After a few months of testing, your SWAT team should have a pretty good idea of what’s working and what’s not. At this point, you can start to think about putting more resources toward your market expansion efforts. 

But before you do, analyze the data and consider the following questions: 

  • Does the market show signs of promise?
  • Are companies responding to your messaging?
  • Are there any areas where you can improve your approach?
  • What is the quality of leads coming out of the market?
  • How many deals were you able to close?
  • What types of deals did you close?
  • Was the quality of deals in line with your expectations?

If you’re happy with the results of your market expansion efforts thus far, then it’s time to start thinking about the best fit market.

 

Step 9: Select the best new market fit

Now that you’ve done a bit of testing, it’s time to decide which new market is the best fit for your business. Which market showed the most promise in terms of potential customers and sales?

Start by evaluating your metrics with questions like:

  • Which market had the highest number of new customers or the greatest increase in sales? 
  • Which market had the most engaged customers or the highest website traffic? 
  • Which market feels like the best strategic fit for your business? 
  • Which market represents the greatest opportunity for growth?

Once you’ve decided on a market, it’s time to start developing a marketing and sales plan to target the rest of the accounts on your list.

 

Step 10: Develop a marketing and sales plan

Now you’re ready to strategically create a marketing and sales plan that targets your ICP in a way that’s unique from your competitors. This plan should include a mix of online and offline channels. Some channels you may consider include:

  • Paid advertising (e.g. Google AdWords, Facebook ads)
  • Search engine optimization (SEO)
  • Content marketing (e.g. blog posts, eBooks, infographics)
  • Social media marketing (e.g. posts, influencer outreach, paid social media ads)
  • Public relations (PR)

Once you’ve identified your channels, you need to create content that resonates with your target market at every stage of the customer journey and develop a strategy for promotion and distribution.

Exegraphic data also comes in handy here. Because instead of creating a marketing plan to appeal to a static profile, you can use exegraphics to inform your strategy with insights, such as:

  • Whether a company’s director is an early adopter of new technology
  • Which departments within a company are currently shrinking or expanding 
  • Where and how a company communicates its value to the public 
  • How many people work on a company’s data engineering team 
  • What are the core functions of newly-hired customer service reps

By knowing this information, you can personalize your marketing message and offer to each company, increasing your chances of success.

 

Final thoughts

Expanding into new markets can be a stressful endeavor if you’re relying on outdated methods for developing your ICP, target account list and outreach strategy.

But by using Rev to collect exegraphic data on your best customers and build a dynamic aICP, you can minimize the risks involved and ensure the market is worth pursuing before fully investing your resources. 

Want to see how it works for yourself? Get a free ICP audit to find your next best customers—before you even enter the market! 

How to build a high-performing RevOps team

Revenue operations (RevOps) is all about optimization—whether that means improving sales cycles, analyzing customer data to understand their needs and preferences better, or developing effective lead generation strategies

As such, you’ll need a team of skilled professionals with a range of expertise in go-to-market strategies. This team will tackle everything from marketing and sales to finance and customer support.

But depending on the size and resources of your organization, creating the optimal RevOps team structure can be tricky. How do you set clear objectives for your team? Which roles are needed to achieve those goals? What tools will the team need to be effective? And what are the benefits of revenue operations teams in the first place?

This guide will explore all these questions and more. It will also provide you with everything you need to know about building a high-performing revenue operations team.

Here’s a quick overview of what you’ll learn:

  • The core goals and KPIs of a RevOps team 
  • How to create a revenue operations org chart 
  • Examples of how to write revenue operations job descriptions 
  • The essential tech stack for revenue operations teams

Let’s get started!

 

What are the core goals and KPIs of a RevOps team?

You have two main options when it comes to building a revenue operations team:

  1. Establish a RevOps team within your organization, recruiting members from existing departments such as finance, sales, marketing and customer service to take on new tasks and responsibilities related to revenue generation.
  2. Create a dedicated RevOps function from scratch, building a team solely responsible for all revenue-related tasks and decisions within your organization.

The option you choose will depend on several factors, such as your organization’s size and structure, your available resources and your team’s level of experience with revenue operations.

Either way, the core goals and KPIs of your RevOps team will be to:

  • Streamline and coordinate revenue generation activities, processes, and goals across all departments and functions
  • Increase visibility into revenue performance, sales pipeline health, marketing operations, customer lifetime value and more
  • Monitor metrics and KPIs, such as monthly recurring revenue (MRR), customer churn rate, average revenue per user (ARPU) and more

Achieving those goals will take a collaborative effort across various functions within your company. So, whether you’re building a team from scratch or recruiting members from within your organization, it helps to start by creating a revenue operations org chart to identify the key roles and team hierarchy.

 

How to structure your RevOps org chart

Since revenue operations is still a relatively new field, there is no one “right” way to structure your team. However, it’s essential to establish a hierarchy of roles so that there is clear ownership and accountability for revenue-related tasks.

You will typically have a revenue operations leader at the top of your RevOps organizational chart. For this role, you’ll look to hire someone with a background in revenue management or sales operations, who can effectively manage and lead a team. Typically, this person’s title will be Director or VP of Revenue Operations.

Below the VP of RevOps, your org chart will typically have senior-management positions like Sales Ops, Marketing Ops and CS Ops. The people in these roles will work closely with the departments they support and ensure that all revenue-generating teams are aligned and working effectively.

Depending on the size of your organization and team, your organization’s revenue operations team structure may also include specialists in areas like sales enablement, product management, financial analysis, customer success operations and more. These specialists will take on specific tasks or projects within the RevOps team, such as optimizing the customer onboarding process or tracking product usage metrics.

Here’s an example of an org chart that follows this revenue operations team structure:

After creating a RevOps org chart specifically for your organization, you may find that you’ll need to recruit new talent or cultivate certain skill sets within your team.

The following section will share examples of job descriptions you can use during your hiring process or when outlining the skills required of your employees that will transition into these roles.

 

RevOps job description examples

Writing a job description for a revenue operations role can be challenging, as you must find candidates with technical and business acumen. The following are examples of job descriptions for two key roles you may need to fill to create the optimal RevOps team structure.

 

VP of Revenue Operations job description example

The VP of Revenue Operations (RevOps) will drive revenue growth strategies across sales, marketing and customer success. The ideal candidate will have strong leadership skills and experience managing a revenue-focused team. Reporting directly to the CEO, the VP of Revenue Operations will also work closely with other department heads to ensure our RevOps team has the necessary resources and support to meet revenue goals.

 

Some of the other key responsibilities for this role include:

  • Defining and implementing a revenue operations team structure that is optimized for performance and efficiency
  • Providing strategic direction for RevOps initiatives and collaborating with other departments to ensure alignment with overall business goals
  • Identifying the right tools and technologies to support revenue operations, such as CRM software, marketing automation platforms and analytics tools
  • Maintaining strong relationships with stakeholders across the organization and working closely with them to achieve revenue targets
  • Overseeing revenue performance and identifying areas where improvements can be made to maximize revenue growth
  • Forecasting revenue and creating strategies to meet revenue targets in the face of changing market conditions
  • Defining KPIs and tracking performance against targets to identify areas for improvement

What we’re looking for:

  • 10+ years of experience in a leadership role within an enterprise organization, dealing directly with driving revenue through sales, marketing, customer success and/or operations
  • Extensive knowledge of all aspects of revenue operations, including marketing automation platforms, analytics tools and stakeholder relationship management
  • Strong analytical skills, with a demonstrated ability to analyze large amounts of data and identify key trends that can be used to improve revenue performance
  • Excellent communication skills, with the ability to work closely with different teams and stakeholders across the organization
  • Strong organizational skills and attention to detail, with the ability to effectively manage multiple projects at once
  • Proven track record of success in driving revenue growth through effective revenue operations strategies and tactics

RevOps Analyst job description example

The Revenue Operations Analyst will be responsible for supporting the growth and development of the revenue operations team by building effective processes and systems to enable data-driven decision-making, collaborating with other teams and stakeholders, and managing key metrics.

 

Some of the other key responsibilities for this role include:

  • Identifying and implementing tools and systems to effectively manage revenue operations processes, including data collection, analysis, forecasting and reporting
  • Developing and maintaining team budgets, including budgeting for software licenses, marketing campaigns, employee resources and other expenses
  • Collaborating with other teams and stakeholders, such as sales, marketing, finance, product development and IT, to ensure goals are aligned with overall company and departmental objectives
  • Managing relevant metrics, such as customer lifetime value, churn rate and net revenue, to help identify areas for improvement and track overall team performance
  • Using financial dashboards, reporting tools, and other analytics software to gain insights into performance and identify trends or patterns that could impact revenue generation
  • Establishing best practices for RevOps, including forecasting, pricing optimization strategies and automation processes

 

What we’re looking for:

  • 4+ years of experience in RevOps or a related field
  • Strong analytical and problem-solving skills, with the ability to think critically and make data-driven decisions
  • Experience working with a variety of revenue operations tools and platforms, including CRM systems, marketing automation software and financial reporting dashboards
  • Proven track record of delivering revenue growth and increasing operational efficiency in a fast-paced environment
  • Ability to collaborate effectively with diverse teams and stakeholders, including sales, marketing, finance and IT

Essential tech stack for the optimal revenue operations team structure

Another component of a high-performing RevOps team is having the right tools and technology to streamline processes and collaborate effectively.

Some essential tools in the tech stack for revenue operations include:

  • Customer relationship management (CRM) system: A CRM, such as Pipedrive, is key for tracking and managing customer data and interactions, as well as automated lead scoring and nurturing.
  • Project management software: Project management software such as Asana can help team members stay organized and on track with their work.
  • Data analytics tool: A data analytics tool such as Tableau can help revenue operations team members gain valuable insights into customer behavior, marketing effectiveness and more.
  • Marketing automation software: Marketing automation software such as Pardot can help increase efficiency and automate marketing efforts, from lead generation to nurturing and conversion.
  • Sales Development Platform: A Sales Development Platform like Rev is another essential tool for RevOps teams, as it streamlines the process of identifying new market segments, targeting accounts with a high propensity to engage, reducing churn and driving predictable revenue growth.

Work closely with your revenue operations team members to determine which tools best suit your specific needs and goals. Investing in the right technology can help ensure that your team can achieve maximum success, generate revenue and drive real results for your organization.

 

Final thoughts

Establishing the optimal revenue operations team structure is about having the right people, processes and tools. By focusing on these key factors, you can set your RevOps team up for success and help drive long-term revenue growth for your organization.

Want to hit the ground running with your RevOps team? Contact Rev to get a free prioritized list of high-fit target accounts that resemble your best customers.

Expand and maintain your accounts in an economic downturn

The positive side of economic downturns is that they remind our companies to focus on what matters. A big part of that is your existing customer base. But too often, the reaction to economic hard times is to cling to our best customers and fight against churn.

Preventing churn is essential. Absolutely. But reacting to churn is about as conservative an approach as a revenue team can have. By being proactive to recognize churn—and actually emphasizing account expansion over simple account retention—you can take advantage of the current economic climate to continue mattering to your current customers.

(Going even further than account expansion to create new revenue streams also opens up opportunity in a downturn. Read about that in this twin article.)

This tough economic climate is your organization’s chance to re-evaluate how you build ICPs. Adopting new strategies now enables you to equip your revenue teams with the best targets for expansion and the best tools to stay ahead of churn, streamlining their efforts and maximizing your results.

 

Exegraphics build a better ICP.

Too often, an ICP fits in four or five bullets on a PowerPoint slide. These are usually firmographic indicators of a prospect’s industry, size, location or revenue—and are often ineffective ways of describing your actual best targets. 

That’s why we at Rev developed exegraphics: pieces of information or characteristics that describe not only how a company looks, but also how it behaves. Our Sales Development Platform builds AI-driven ICPs that are complex and dynamic models of what makes your current best customers your best. Using our platform, you could build an aiCP that uncovers the exegraphic traits your past successful expansions share, in order to identify your best prospects for future growth within your existing customer base.

(Read our in-depth explorations of how exegraphics and aiCPs work.)

These cutting-edge tools equip B2B sales teams with more than gut feel and superficial information. In a downturn, you can’t afford to waste efforts on unlikely candidates. Identifying and analyzing companies that share exegraphic traits uncovers the most likely roster of current customers primed for expansion, and which ones need particular attention just to retain.

 

Optimize your approach to account expansion.

In tough times, customers are often tightening their belts, and upselling is not always a strategic move. But exegraphic data can demonstrate the trends for the accounts that have already expanded, looking behind the curtain at information that may not be apparent to human eyes.

For instance: an account manager can see a new CTO as an opportunity for that organization to adopt some new technology. But that account manager likely won’t know what’s happening with staffing at other levels, and it may be that a tech team scaling more rapidly than the rest of the organization is a much better predictor for adopting new tech than a recent executive hire.

A natural tendency for account expansion is to simply target accounts that are “most friendly,” “highest spending” or “high activity,” but those labels don’t address whether the customer has other problems that your product suite can solve. (Many customers don’t even know what all your offerings are!) Identifying exegraphic predictors for adopting new tech among your current customer base is far more likely to bear fruit than these more superficial indicators.

It also makes sense to create an aiCP for each one of your products or services. Getting granular about not only who is ripe for expansion, but who is ripe for expansion in which direction, keeps your aim centered and results in more successful targeting. 

Depending on the size of your customer base, it might also be important to segment existing accounts into 1:1, 1:few or 1:many engagement plans, according to their exegraphic matches. This segmentation enables account managers to spend the most time with customers that are high-fit for expansion opportunities. 

No matter the scale and complexity of your offerings, the granular insights provided by exegraphic data are wildly useful for identifying which current accounts are ripe for upsells and expansion—because on an operational level, your product will address a need that your current customers are likely already experiencing, whether they realize it or not.

 

Identify early signals to stay ahead of churn.

Likewise, it’s critical to stay alert for the inverse—changing exegraphics that signal a company’s likelihood of moving away from your product or service.

Churn happens for a whole plethora of reasons. Companies downsize in tough economic times; they also pivot in new directions and evaluate what products and services to keep on board as they scale.

Unless your company is a real unicorn, you have experienced churn. Use that experience to your advantage! Examine the customers you’ve lost before. This exegraphic data, which inherently changes as a company evolves, can reveal traits common to your lost accounts—as well as early signals that you can now anticipate in your current account base.

Of course, you cannot keep every account forever. But imagine the power of your revenue team being able to connect with changing companies and address their needs and pain points before they even consider shifting away from your products. Perhaps they need expansion; perhaps they need to convert to a different offering, or to turn particular features on and off.

At the very least, these accounts experience your team engaging with them as they grow, responding to both internal and external changes, attempting to tailor their engagement with their product to reflect their current reality. That alone can retain certain businesses, and it also makes them more likely to trust in your ongoing responsiveness.

Being proactive in this way is a powerful approach for reducing churn and sticking with companies as they transition.

 

Final thoughts: Play offense.

Economic tough times often inspire revenue teams to get picky. It’s a defensive approach: save resources, exert sparingly. But getting smart about resources can also mean getting ever more efficient in their use to hone and sharpen your revenue ops.

So many competitors are playing defense that you can go on the offense. It’s a matter of being responsive instead of reactive. You recognize that resources are tighter for everyone right now, so offer the expansions that make sense to your customers (whether they realize it or not), and provide value for the customers you want to retain.

After all, every dollar matters in this and other hard times—so make yourself count now, for the benefit of your customers, and you’ll still matter to them when times turn around again.

Get a view into the exegrachics behind your best customers. Contact us and we’ll show you what your aiCP looks like.

Grow and improve pipeline health in economic hard times

Revenue growth is easier during economic boons—just ask anyone from the .com bubble. It’s how companies maintain themselves during economic hard times that defines their sustainability. And more than just maintaining, downturns can actually be revenue growth opportunities for forward-thinking organizations.

 Of course, that’s tricky. Customers (and our own businesses too) no longer have much tolerance for luxury items. Companies get more exact with the ROI they need to see on their purchases. That’s why so many businesses often focus more on protecting their existing revenue base than on acquiring new logos—at the peril of declining growth. 

Expanding revenue during economic hard times requires extreme efficiency. Precision in targeting new prospects—knowing you are focusing your resources on the companies most likely to engage—is essential. (As is maintaining and expanding your current accounts. Read about that in this twin article.)

Moments like these are the time to re-evaluate your ICP so you’re equipping your revenue teams with the best targets for new business. 

 

Exegraphics change the ICP game.

You know how the B2C world developed psychographics to understand customers far more meaningfully than with demographics? The B2B world lacked that same sort of insight, so we at Rev developed exegraphics: in short, pieces of information or characteristics that convey how a company executes its mission.

Examined by the millions, these exegraphics build an AI-driven ICP to draw a clear picture of what makes your best customers your best, in order to improve your aim at new target accounts. 

(Read our in-depth explorations of how exegraphics and aiCPs work.)

These revolutionary tools facilitate B2B sales teams looking to expand in a downturn. Once you’re able to analyze the deep characteristics your best customers share, you can uncover a deep roster of new targets that have those same traits.  

Improve your targeting aim above the funnel.

Above the funnel is where exegraphics and aiCPs get to work. Traditional strategies function more like casting a wide net to see what you catch. With greater targeting focus, you’re using specialized bait to land the right fish. 

What the right fish is for your company depends on… well, on your company. But exegraphics and aiCPs equip your outbound teams to go after the best-fit targets, reducing the time spent on fruitless cold outreach.

These are such effective tools because they go beyond how a company appears (industry, head count, revenue, etc.) to understand how a company behaves.

Let’s say two manufacturing companies create equivalent amounts of output in the same lane. One employs a hundred laborers on the factory line. The other employs five developers to maintain an AI-driven factory. On the outside, they look alike—but if you produce, say, HR solutions, the first company is likely a much better fit. And if you produce AI solutions, the second company is your better prospect.

That’s an oversimplification, but it illustrates how you want to aim your outbound teams at prospects that operate much like your best customers to maximize leads they can convert into sales.

 

Expand into new markets with a SWAT-style strategy.

Tapping into new market segments—particularly if your company is already well-established in its current segments—opens up a world of new potential customers. It’s an aggressive strategy in times when many competitors are more conservatively protecting their existing revenue base.

It appears to be a risky strategy, too. What if you invest marketing resources in a market segment for 12 months only to fall flat?

First off, finding companies in a new segment that have the same “fit” and “ready” characteristics as your best customers minimizes risk and maximizes the potential for gains. It’s the same exegraphic reasoning as above: companies in very different market segments might have very similar internal operations that make them a great candidate for your product or service. 

Analyzing companies for shared characteristics uncovers a deep roster of new-segment targets that behave very similarly to your current best customers. And that primes your revenue team to test out these new best prospects.

Key word there is test. We recommend resisting the urge to over-rotate (and over-invest); instead, we advocate for a SWAT-team approach: lightly staffed with strong expertise, able to pivot and adapt on the fly. Think something like one business development rep, two AEs and light marketing support.

After all, if you’re using the power of exegraphics and aiCPs, you already have rigor in your process: you know you’re sending reps after prospects most likely to bite. You can develop a few good pieces of early messaging and simple collateral to test the market.

Then see what happens. Do you get engagement? Are the reps able to close deals? If not, what needs to happen differently? 

This approach accelerates the information-gathering period and helps you assess, quickly and definitively, whether a new market segment is actually viable. This approach manages to get you answers in 3-6 months, not the more typical 12-18 months needed to determine market fit.

 

Final thoughts: Tighten your strategy, not your belt.

In economic downturns, we often hear (and use) terms like “tightening the belt” or “battening the hatches.” But these ideas don’t have to be restrictive—tightening up can also mean optimizing and calibrating our revenue operations.

Our customers are scrutinizing everything right now: their people, their systems, their processes. We see this at Rev—a higher percentage of our own sales now involve companies’ CFOs, whereas before we could more often close a deal without having to articulate our business case as fully.

So why shouldn’t we scrutinize our own approaches and get much more surgical in the prospects we target? After all, that’s what we’re here to help other companies do, too. There’s less money flowing out there, and it’s flowing less easily, so it’s imperative to get more precise if you want to continue growing and expanding your revenue base—without waiting for times to get good again.

See how you can shore-up your GTM efforts to spark growth during an economic downturn. Contact us and we’ll set you up with a free target account list for the new market segment you’ve been considering.

How to increase your sales pipeline with high-fit target accounts

Increasing your sales pipeline with low-quality leads is easy. Just have your sales team start cold calling and emailing every business that kind of looks like your ideal customer. Of course, you’d quickly find yourself wasting a lot of time and resources on prospects that just aren’t the right fit.

And, as a RevOps (aka revenue operations) professional, it’s your job to take a more strategic approach to identify accounts that are high-fit targets for your sales team. How can you do that?

We’re going to show you a 4-step process in this guide. Our goal is to help you align sales and marketing to drive growth and reach your revenue goals by increasing your pipeline with accounts that have the highest potential for success.

You’ll also learn:

  • The role of RevOps in sales pipeline growth 
  • Why and how your company needs to update its ICP with more rigorous data
  • How to scale your process of identifying and prioritizing high-fit target accounts
  • How one B2B software company increased their sales pipeline by 15% using the 4-step process we’re about to share

The role of RevOps in sales pipeline management and growth

RevOps is responsible for driving predictable revenue by aligning sales, marketing, customer success and finance teams. So, when it comes to sales pipeline management and growth, your job is to ensure there’s a strategy to target and bring in high-quality accounts.

High-fit target accounts are companies that share key characteristics with your best customers. Some companies take a superficial approach to defining what those characteristics are. For example, they think any company that’s of similar size, industry, geographic location and business model counts as a high-fit target account.

But think about it: does that information really tell you if a company is showing any signs of being ready to buy your product or service? Nope! Which explains why it’s common for many companies to have a sales pipeline clogged with low-quality leads.

So, what can you do instead? At Rev, we recommend a different approach for sales pipeline growth. And, as we’ll show soon, this approach has helped B2B companies consistently accelerate pipeline growth with high-fit target accounts. But, first, let’s show you how you can do it yourself!

 

4 steps to increase your sales pipeline with high-fit target accounts

As a RevOps leader, your job is to drive predictable revenue for your business by aligning the goals and processes of all departments accountable to revenue. And that’s not easy. But some things can be made easier than you’re used to with the right tools and methods.

Here’s an overview of a strategy you can start implementing with your sales and marketing teams to grow your sales pipeline with high-quality leads: 

  1. Develop a robust and dynamic ideal customer profile based on your best customers’ behaviors  
  2. Generate a list of accounts with characteristics similar to your new ICP
  3. Prioritize your new list so your outbound teams know which ones to focus on first
  4. Create customized sales and marketing campaigns for each account

Let’s look at each step in more detail.

 

Step 1: Develop a robust and dynamic ideal customer profile based on the behaviors of your best customers

This might seem like a no-brainer, but you’d be surprised how many companies don’t actually have a good understanding of who their ideal customer is. Often, the problem is that they’ve developed their ideal customer profile (ICP) on firmographic data like industry, company size or geographic location.

But, if you want a more consistent way to generate quality leads, you’re going to need to add more rigor to your ICP. How? You need to understand how your best customers operate, what their business goals and objectives are, and the specific challenges they’re experiencing right now.

You can manually find all of this information by researching things like a company’s website, job postings, social media profiles, PR campaigns and more. But there’s a problem: this level of research for every company on your best account list can be excruciatingly time-consuming and tedious—especially because companies are always changing.

Luckily, AI technology can get you all the information you need in a fraction of the time. At Rev, we’ve created a Sales Development Platform that does exactly that. Our Sales Development Platform will evaluate your best customers and generate what we call an aiCP (an AI-generated customer profile) that gives you insight into the characteristics that your best accounts have in common: sales tactics, product strategies, hiring practices and more.

 

Step 2: Generate a list of accounts with the same behavioral characteristics as your new ICP

Now that you have a better understanding of your ICP, you can confidently start selecting new target accounts that display similar characteristics. You’ll specifically want to focus on the companies that not only show signs of being a good fit for your product but also ready to buy. 

Again, you could do this manually, but it will take more time than you’d like to find a significant number of companies to pass to your outbound teams. As you may have guessed, Rev has a solution to this problem as well! 

Using your aiCP, Rev can generate a list of hundreds or thousands of businesses—some of which you may have never considered—that have similar exegraphics to your best accounts.

What are exegraphics? Exegraphics are the characteristics we talked about earlier. They’re the data points on how companies operate and execute their mission. For example, exegraphic data could show you that your best customers:

  • Have recently experienced high turnover in their sales and marketing department
  • Are early adopters of new marketing automation software technologies
  • Have CEOs with a history of implementing subscription business models

With this information, you’ll be able to create targeted sales and marketing campaigns that speak directly to your ideal customers’ needs. But, before you do that, you’ll first want to… 

 

Step 3: Prioritize your new list accounts so your outbound teams know which ones to focus on

All of the accounts on your new list should show signs of being a potentially good fit for your business. But not all of them will be equally so. To help your outbound teams know which ones to target first, you’ll need to prioritize the list based on which accounts have the highest likelihood of converting. 

How do you do that? Well, if you do this manually, you’d need to review each account and make a judgment call (re: guess) on which accounts have the most potential. Of course, it would be hard to make those judgment calls without data to back them up.

By leveraging exegraphic data on your current high-value clients, Rev’s AI technology generates a Rev Score for each of the accounts on your new list. The Rev Score ranks the accounts based on the characteristics that matter most to you and their likelihood of converting, allowing you to prioritize and focus on the high-fit target accounts.

Not only does this save time and effort on your end, but it also ensures that when you pass the list over to your outbound teams, they have a better chance of closing accounts.

 

Step 4: Create customized sales and marketing campaigns for each account

Now that your outbound teams have the prioritized list of high-fit target accounts, it’s time to start reaching out. But you’ll want to make sure you’re not just blasting out the same message to everyone on your list.

Exegraphics are your best friend here as well. Why? Because with exegraphics, you can dial in your messaging to speak directly to the specific pain points and needs of any company on your list. 

You’d also have data on where and how to best deliver your marketing and sales campaigns to each target account. For example, you may find that your high-fit target accounts tend to look at certain online resources before making a purchasing decision. This can inform where you focus your advertising efforts and where you direct sales reps to engage with potential customers.

 

How Splunk used this approach to increase their pipeline by 15% 

Splunk, a data software company that provides a platform for analyzing machine-generated big data, recently acquired a company in the DevOps space and needed to figure out a way to enter a new market segment and generate demand for a new offering. 

Despite having an extensive ABM list, they weren’t generating any revenue from those accounts and knew they had to do something different. So, they reached out to Rev and we helped them execute the strategy we just shared with you. 

We started by refining their ICP to create an aiCP to have a living model of the characteristics of their best customers. Then, we used that aiCP to prioritize their account list and run content syndication campaigns to target the high-fit accounts. 

How long did it take to increase their pipeline by 15%? Just three weeks! Read more about Splunk’s experience using Rev for pipeline growth here

 

Increase your sales pipeline without the guesswork

In RevOps, your goal is to provide a strategy and operational structure that makes revenue growth a predictable, repeatable process. Using the four-step method for pipeline growth shared in this guide, you can take the guesswork out of increasing your sales pipeline with high-fit target accounts.

Ready to ditch the deadweight of low-quality leads and start closing more deals? Let Rev’s AI show you the companies you should target next!

Your ICP is broken, and here’s why

Ideal customer profiles are a staple of B2B sales strategy. And they make sense: if you can identify the traits that make your best customers your best customers, you can target the same traits in your best prospects.

The problem with ICPs is that they are generally a shallow way to characterize companies. A sales team can put an entire ICP in bullet points on a single slide. That ICP is often a static document, too, not accounting for changes in your best customers or your best prospects.

In essence, a traditional ICP is a stereotype. Sales teams target prospects on five or so traits. The B2C world has moved away from targeting prospects based on how they look, so why do so many B2B companies still target their best-fit customers that way?

The simple answer is that deeper information about companies is harder to take into account. Really, revenue teams need to identify prospects based on the decisions and behaviors of companies—but that data is hard to understand, let alone formulate. So, ICPs remain assumption-based, superficial and limited.

That’s why we at Rev set out to create a new approach to identifying best-fit prospects. Using our AI-based modeling techniques, we developed the aiCP: a dynamic, customizable and in-depth way to profile prospects across market segments.

Let’s look at the power of aiCPs and how they help revenue leaders target the right prospects.

 

aiCPs target look- and act-alikes.

 Traditional ICPs are so brief (and so shallow) because they essentially identify lookalike firmographics: industry, headcount, revenue, recent funding, specific job titles and so on. However, these are not insightful ways to understand how a company actually operates, and therefore how they compare to your best customers.

aiCPs, on the other hand, rely not on firmographics but on exegraphics. 

Exegraphics are pieces of information or characteristics that convey how a company executes its mission—and they are the crux of aiCPs. Just like the B2C world realized psychographics are far more powerful than demographics, Rev’s exegraphics offer the same caliber of insight beyond old-school firmographics for the B2B world.

Our modeling technique looks at everything from company messaging to hiring boards and employee resumes to understand how a company functions, how it changes over time and how it compares to its peers—and it examines millions of data points to build a clear picture of what actually makes your best customers your best. 

(For a more in-depth exploration of exegraphics, read What are exegraphics?)

Then, we build an aiCP from that picture. You get to really know how your best existing customers function, and what they share in common, regardless of topical characteristics. You know how your target market behaves on the inside—not just how it looks, but also how it acts—now that you’ve put more rigor into defining your ideal customers. Therefore, you can get much more precise in how you target new accounts, cutting through the fluff of firmographic lookalikes alone.

 

aiCPs evolve.

Too often, traditional ICPs remain static within a target market. A sales team identifies traits to look for, and then it sticks with them. However, industries and individual companies are constantly changing, and it makes little sense why a sales strategy shouldn’t evolve too.

That’s why we build aiCPs as living sales strategies: they are meant to iterate continuously, and respond both to the market and to your own human input.

 

Dynamic aiCPs

Once you enhance your customer profiles with aiCPs, incorporating change over time is inevitable. After all, your products change, your customers change, the economy changes. Nothing in a sales environment stays the same forever. The dynamic nature of aiCPs takes those changes into account.

  • aiCPs change with each successful sale. The customers you’re selling to today might look different than the ones six months or a year ago. You can push every sale you close back into the aiCP model so that it incorporates the new data points associated with that customer. Refining the aiCP each time a new customer comes on board keeps your seed list relevant and your targeting in sync with your market.
  • aiCPs grow alongside your best customers. Say your organization started off selling strictly to early-stage tech startup companies. You’re still closing those sales today, but your existing customers have stuck with you through their Series B funding and are increasingly becoming successful enterprise companies. By continuously reassessing your aiCP over time, your target profile grows to include other established companies that behave like your best oldest customers in addition to your best new customers.
  • Companies take actions that readjust themselves. Think of those important moments that dictate the course of a company. A new executive hire. A new product launch. Those fundamentally alter the way a company operates, which means they will either become a better or a worse target for your sales team. The dynamic nature of aiCPs capture those changes to reprioritize them for your revenue team.
  • New exegraphics improve the modeling. Exegraphics are not a static tool either. We at Rev are continuously developing new ways of understanding companies. That means each new analysis of your seed list will adjust the Rev Score of each target account and reprioritize them based on the best understanding available—in conjunction with the most recent assessment of thousands of active peer companies.

 

Customizable aiCPs

For all the characteristics of companies that exegraphics capture, they don’t catch your own human understanding of your revenue team, your company and your customers. That’s why aiCPs are customizable, allowing you to weight certain traits and prioritize accordingly.

Rev’s AI model is not a black box: it’s a powerful tool to give you, as a revenue leader, the target list you need. Pairing that utility with your institutional knowledge enables you to create massively effective customer profiles, prioritized according to your understanding of what matters.

Our customers are able to drive their aiCPs. We’ll help you define custom exegraphic lenses. We’ll help you prioritize what’s meaningful or feasible for your revenue team. That can look like just about anything you can imagine—because while we’re passionate about getting you connected with top-quality prospects, you also need to feel passionate about the results.

 

aiCPs open up unexpected market segments, save resources and help you move faster.

Cutting-edge aiCPs offer plenty of advantages over traditional ICPs for revenue teams looking to reach new customers. Yet one of the great strengths of the aiCP model is its ability to identify entirely new market segments for growth-minded organizations.

You can dig deeper into how aiCPs open up new market segments in New ways to identify new market segments. Here, though, are some key insights into how an aiCP drives growth for companies who need to break into new markets.

  • aiCPs do away with assumptions. The exegraphics behind aiCPs are less concerned with what industry a company is in, and more concerned with the interior functions of that company. So when the AI model identifies act-alike companies for your best customers, those often reside in entirely different and unexpected market segments from your typical clients.

 

Without this knowledge, revenue teams looking to breach new segments tend to presume that adjacent markets make for strong prospects. It makes some sense to reason that similar markets will have similar needs, and that this transition will be an easy one. Yet adjacent markets, despite appearing similar, are not always the best prospects. Let’s say your current best customers are auto insurance companies. You might decide to start targeting health insurance companies, while your hypothetical aiCP shows that the financial sector is your strongest addressable market—a pivot you would never make without deep insights into those prospects.

  • aiCPs allow you to breach new markets more affordably. It’s expensive to craft a marketing plan for a new market segment. (One of the appeals of adjacent markets is that the marketing team isn’t building from the ground up.) But with the high-fidelity prioritization offered by aiCPs, you aren’t targeting the TAM from the start. You are taking a strike-team approach: sending in a small handful of sales reps, with basic early-messaging collateral, to make first contact with prospects most likely to bite.
  • aiCPs get you to market faster. That surgical approach to the first prospects gets your team talking to prospects instead of building strategies without on-the-ground knowledge. What kind of engagement is happening? Can your reps close a deal? What needs to shift?

 

The customers you land (and the ones you don’t) can inform both the ever-evolving aiCP and your team’s sales strategy. You’re not stuck waiting for the marketing machine to start turning out materials before you can get started. The precision and high resolution of your aiCP accelerates the info-gathering period and helps you assess, quickly and definitively, whether a new market segment is viable. With this approach, you can manage that in 3-6 months, rather than the more usual 12-18 months to develop a go-to-market program.

The aiCP, in short, keeps your revenue team at the top of their game. Your decisions are driven by data more than generalization. Your targeting is more focused, your likelihood of landing new customers increases. You can accomplish more sales in less time, using less of your resources. And your strategy evolves as you do, keeping your team continuously sharp.

To see how your ICP compares to your aiCP—and get a view of the behavioral characteristics of your best customers—contact us to schedule your free aiCP audit.

New ways to identify new market segments

Every company that looks to enter a new market segment faces the same struggles: understanding the true total addressable market (TAM) and identifying the target accounts most likely to engage. There’s never been a handbook for this, no way to ensure that a company with strong market/product fit in one segment will meet any success in another.

So revenue leaders rely on certain methods that, on the surface, make intuitive sense. But what we propose at Rev is to move beyond “intuition” and put data science behind these decisions. We want B2B companies to enter new market segments with the highest probability of landing new customers.

Our whole thesis is that if you can understand the underlying dynamics of how companies operate, you can identify your true ideal customers, even if they belong to entirely unexpected industries—thereby overcoming the common challenges revenue leaders face when entering new market segments.

 

The old ways are based on assumptions

The traditional methods for moving into a new market might work sometimes—the same way a broken clock does. The strategies themselves, however, are follies.

These are some of the more common less-than-successful practices we see, all based on assumptions made with the best information typically available.

 

Folly #1: Adjacent markets make for strong prospects.

We have a lot of sympathy for this assumption: if your current market segment is successful, an adjacent one will be too. Why not? The two markets look similar and have similar needs. You won’t have to tweak your messaging or your marketing much. The new customers might even be familiar with your product already.

Just because your product fits the apple vendor market, though, doesn’t mean it will necessarily fit the orange vendor market. The way those two business types operate under the surface differ in a lot of ways. Assuming they are both ideal target markets is based on the assumption that all fruit vendors are alike, when in reality they are… well… apples and oranges. 

It’s not as easy as we think it is to identify a new market and build a go-to-market program around it. Targeting adjacent markets is grounded in the assumption that lookalikes are also act-alikes. Companies fail when they pivot to adjacent markets without understanding their underlying behaviors and practices.

 

Folly #2: Rely on firmographics to build ICPs.

Oftentimes, when entering a new market, a company will pull a list of all the potential customers with certain firmographics: they fit a particular vertical, within a particular range of headcount or revenue, and so on. Then the company makes the leap that they’ve identified their total addressable market based on these firmographic parameters.

Within that strategy, we also see companies build their TAL based on names they recognize. Familiarity as a substitute for fit.

However, a target account list based on firmographic parameters is shallow. Just because a company matches certain (relatively superficial) qualities does not mean they are likely to become actual customers: firmographics tell you next to nothing about how a company behaves, or how they actually compare to your existing best customers.

If your ICP is shallow, so is your strategy. And firmographics by nature do not dig deep into a target company. Building a target list this way is like thinking you can find your soulmate by looking for five particular traits, when really so much more than that has to add up.

 

Folly #3: Fail faster in targeting first accounts.

All of us who have worked with startup companies know the notion of failing faster. The flaw with that mentality in breaching new markets is that the failing only matters if it’s in the right direction—and all too often, because of the previous assumptions, the first target accounts are the wrong ones.

This is the first-mile problem: if your first ten accounts fail because you targeted them for the wrong reasons, you just walked a mile in the wrong direction. The market might still be a fine fit! But these prospects were not.

Walking in the right direction, where you can still learn from failing fast, starts with high confidence in the target account list. Which can only happen when you are not polluting yourself with bad data from the start.

 

New ways are faster and better informed

So how do we start with good data? How do we start with an informed sales strategy instead of best-guess assumptions?

At Rev, we use modeling techniques based on company behavior to enhance the probability of understanding target markets and getting things right, right away.

 

Data that digs deeper than firmographics

The B2C world has figured out that demographics don’t do enough to understand customers, so it has developed psychographics. The B2B world lacks that same sort of insight, so we developed exegraphics.

Exegraphics, in short, are pieces of information or characteristics that convey how a company executes its mission. Our AI-driven modeling technique looks at everything from company messaging to hiring boards and employee resumes to understand how a company functions, how it changes over time, and how it compares to its peers—and it examines millions of data points to build a clear picture of what makes your best customers your best.

(For a more in-depth exploration of exegraphics, read What are exegraphics?)

When you understand the exegraphics of your best customers, you’re better able to create a true, working ICP—one that goes beyond firmographics. We call it an aiCP, and its dynamic nature empowers you to always know the changing attitudes and behaviors of the companies that are “fit and ready” to hear from you. (Read more about how we build aiCPs and how they work here.)

These concepts are a lot to take in, but they are like Moneyball for B2B sales teams entering new markets: once you’re free from targeting only lookalikes, you can discover entirely new market segments that behave very similarly to your ICP, regardless of industry.

 

Meaningful prioritization of target accounts

The old way to decide who to call first usually comes down to familiarity or even gut feel. The stacking of exegraphics results in what we call a “Rev Score”—the higher the score, the stronger the likelihood of a successful fit.

Ranking the entire TAM by Rev Score results, essentially, in a tailor-made prioritization list, so you know you’re walking that first mile in the right direction.

Now, you can still customize that list for your first forays into the market segment. If you’re taking a SWAT-team approach, sending in a small number of sales reps without extensive marketing, you might want to identify, for example, a specific function in these organizations that will resonate with your value proposition. Prioritization gives us that starting point, so we have the ability to pinpoint companies that improve our probability of success—and enable us to fail forward, when we fail.

 

Deep roster of target accounts

The AI-driven modeling technique doesn’t just give you the best prospects: it gives you a lot of them—and if it doesn’t, you know that a particular market segment isn’t actually very promising.

A team of humans can easily enough build a target account list of a few dozen companies. It will take a bit of time to comb through their press releases, research their team and evaluate their market. And that list would likely have some really good fits.

But you need more than a handful of companies in a new market segment—you need hundreds or thousands. There’s no way humans can go through that evaluation process manually in any effective way. And the list will change with time, too—exegraphics evolve, your existing customer base shifts, and companies undergo internal changes, all of which will affect Rev Scores and the prioritization of your list.

The best targets this month might not be your best targets next month, and you need to stay on top of who your best prospects really are, right now, out of all the potentials in the segment.

 

Go to market quicker than ever

All these new ways of entering a new market segment boil down to having much more rigor about your process. No longer do you have to throw spaghetti at the wall to see what sticks: you know you’re sending reps after the prospects most likely to bite.

That means you can have confidence in a more surgical strategy. You can develop early messaging and simple collateral right from the start. A few good pieces is all you need to start testing the market. Is engagement happening? Can your reps actually close a deal? If not, what needs to shift? You’re not stuck bringing in the marketing team and waiting for that engine to turn out materials before you can get started.

This whole approach speeds up the information-gathering period and helps you assess, quickly and definitively, whether a new market segment is actually viable. You should be able to manage this in 3-6 months, not the more typical 12-18 months that companies need to determine market fit.

Not only are you making sales that much sooner—you’re getting your product into that new market faster, which can be particularly powerful with new adopters, and you are more likely beating your competitors to the new market too.

Momentum matters in B2B sales. Momentum early on makes even more of a difference. By breaking out of the old ways of testing new markets, and getting precise with the new ways, you’ll experience success in segments you never imagined entering.

If you’re considering expanding into a new market, make exegraphics part of your strategy. Let us show you the exegraphics behind your best customers.

 

B2B sales funnel: Understand and optimize what matters most

A recent Gartner study noted that the B2B purchasing process is complex. While that might not totally take you back, you might be surprised to learn that 77% of B2B buyers reported that their last purchase was complicated. So, let’s take a look at your B2B sales funnel to simplify the buying journey for customers and your sales team. In this article, we’ll cover:

  • What is a B2B sales funnel?
  • Three B2B sales funnel processes you need to understand
  • The basic stages of a sales funnel
  • How to start above the funnel and solve the first-mile problem
  • Ways to optimize your B2B sales funnel

 

What is a B2B sales funnel?

At its core, a B2B sales funnel is the process businesses use to go from awareness to purchasing a product or service. Sales funnels give you insight into where potential customers are, so you can connect them with the right resources that turn them from prospects to loyal customers.

 

Three B2B sales funnel processes you must understand

The world of B2B sales has nuanced challenges and opportunities, and you need to be aware of them. Your job is to make buying smoother for your prospects. To make it easier, you need to focus on three core areas: B2B buying, selling and marketing.

Buying

According to Gartner, the buying journey can be arduous and full of surprises. When it comes to B2B purchasing decisions, you will likely run into roadblocks because buying is a multi-step process with several layers of approval.

Gartner identifies four main steps to the B2B buying process:

  • Problem identification
  • Solution exploration
  • Requirements building
  • Supplier selection

 

Ultimately, B2B products typically cost thousands of dollars per year. As a result, businesses do not enter into these decisions lightly. You may experience long sales cycles, contract negotiations and other hang-ups while getting a company to sign a contract.

Businesses come in all shapes and sizes. If your company targets small businesses, the buying process will be simpler. There will likely be only one or two people to impress. On the other hand, enterprise customers require a more complex approach with new processes like RFPs (requests for proposals) or vendor surveys.

 

Selling

How your organization approaches the selling process is critical. You have to address fit, but it needs to be easy for prospects. Most B2B sales processes revolve around the demo. How you pitch your product will vary depending on who you are talking with.

For example, you may give a demo to a lower-level employee, demo to a manager/director and then demo to another executive at the company. Each demo needs to touch on different aspects of the product that appeal to that person. Lower-level employees (often the user) want to know about the bells and whistles that will make their lives easier. Executives (often the buyer) want to know how your product will save time or money.

By understanding the various layers of the selling process, your team will be able to sign more contracts.

 

Marketing

Last, companies must understand the marketing process. What makes a person stop what they are doing to read your article, sign up for your free eBook or subscribe to your mailing list? Marketing is a numbers game requiring you to get in front of as many of the right people—your target audience—as possible.

Marketing has two main functions: paid and organic. Paid advertising can be a great way to prove market value quickly, but it can be challenging to sustain. Organic marketing helps your organization cut marketing costs while getting in front of more people. Organic marketing is best because it’s more sustainable for companies who want to cut expenses, but it does take time to establish. Unless you have name recognition offline, you’ll have to build your online presence from scratch.

 

The basic stages of a sales funnel

There’s no such thing as a “right” B2B sales funnel. Every company can—and should—build theirs in a way that best supports their customers and, ultimately, their business. Some sales funnels are simple and others are complex. But, it’s safe to say that many B2B sales funnels have these basic stages:

 

Awareness

Before a company can find value in your product, they need to know that you exist. Awareness is essential to the funnel because prospects can’t turn into customers without this step.

Awareness is mostly a marketing function, but outbound sales reps might also take on part of this process. Marketing raises awareness by creating relevant content, hosting events and generating press. Outbound sales professionals develop awareness at a much smaller scale through one-on-one conversations with prospects they think will be a good fit.

 

Consideration

After a person becomes aware of your brand, they start to consider what your organization can do for them. Prospects don’t always enter the consideration stage right away. They have to need your product offering first. Consideration happens as prospects are continually introduced to your company. Prospects in the consideration stage may reach out for more detailed information like whitepapers or demos of your product.

 

Intent

Next, buyers start to show intent, which means they do their final research to ensure you are the right company. Prospects might ask for more in-depth demos, pricing information and references for other successful customers. At the end of the intent phase, companies will let you know they are ready to sign a contract.

 

Purchase

Now that a prospect has signed a contract, they have become customers. Many organizations offer a trial period or a money-back guarantee. Customers are testing your service, working with your success team and implementing your solution. Customers in the purchase phase are learning a lot and deciding their next steps.

 

Retention

In an ideal world, you can retain your customers. Creating a loyal customer base is helpful because it allows you to build your revenue sustainably. Customer retention also leads to more business because happy customers tell their friends and colleagues about your company.

 

Solve the first-mile problem in sales—above the funnel

At Rev, we realized there was a fundamental problem in the current B2B sales funnel, and it started at the top. When the wrong leads entered the funnel, every step after was wasted, draining companies of time and resources on leads that wouldn’t budge. Even worse, they were missing five-star opportunities altogether.

By knowing what makes your best customers fit and ready, you can focus your time on the prospects that are most likely to close. Wondering how to identify a customer that’s ready to hear your pitch?

Here’s how some of the best sales and marketing teams use our AI-powered Sales Development Platform to find their next best customer:

 

1. Start with a seed list

First, our stellar customer success team partners with you to compile and enter your seed list in our Sales Development Platform. The seed list is a necessary part of the process because it’s what our AI analyzes and pattern matches against. If you put in poor-fit companies, you’ll receive a target list that looks the same way. To avoid this, we sit down with you to go over your list and make sure it’s filled with the best companies.

Our customers often give us a list of their favorite or best-fit customers. Some of our customers are new or diving into a new market. For those customers, we work to determine who the best-fit customers are in their industry.

 

2. Build an aiCP

Once you’ve entered your seed list, our Sales Development Platform goes to work. It looks at the deep, behavioral characteristics of your customers, what we call exegraphics, and builds you an aiCP (AI-powered ideal customer profile). Unlike a traditional ICP snapshot often rooted in firmographics, the aiCP is dynamic and gives you deep insight into how a company operates.

Our Sales Development platform has data for more than 6 million companies and 500+ exegraphic lenses. This  helps you understand your customers and prospects beyond headcount and headquarters location. When you use Rev’s exegraphics, you get robust information about what makes your seed list unique and valuable.

The exegraphic data you get from Rev would be stellar on its own, but we take it a step further.

 

3. Create a target list your sales team will love

Next, our Sales Development Platform uses the aiCP as a blueprint and looks for other companies that look and act like your best customers. It then builds a prioritized target account list based on the exegraphics you uncover from your seed list. Our platform looks for bullseye companies, or companies that exhibit the patterns and behaviors that show a high propensity to engage..

When you see your target account list, you’ll find more than just bullseye companies. Rev wants you to uncover the gamut of companies that could be a great fit, so we share companies with different layers of fit and readiness. Many of our customers use Rev data across sales and marketing. Sales take the best fit leads, while marketing warms up the colder opportunities.

 

4. Plug your list where you need it most

Sales are already complicated. We don’t want to make your life harder. We have a stellar list of integrations with companies you love, like Salesforce, Hubspot and Marketo. Once you have your list, you’ll easily be able to export the information to software your sales and marketing team members already use.

There’s no need to have your sales and marketing team undergo another training. 

 

5. Rinse and repeat

Before Rev, understanding the ideal customer profile was a huge undertaking. There was so much data that needed to be collected and digested. Humans can only take in so much information. ICPs were often reaffirmed once a year or less, which made them outdated as products and companies developed. There is no reason companies can’t be flexible and agile when it comes to their ideal customer.

One of the best parts about Rev’s aiCP is that it constantly evolves. You can make changes to your company’s aiCP monthly or quarterly. As a result, your sales team can make better decisions, tap into companies that make sense at the moment and close more deals in the process.

 

Five ways to optimize the B2B sales funnel

While the B2B buying process can feel complex, there are specific things you can do to optimize it. Ultimately, your organization must be able to anticipate the needs of your audience. What information does your audience need to feel comfortable spending money on your product/service? By providing those details upfront, you can reduce buying friction.

 

1. Have a clear understanding of your ideal customer

One of the best ways to optimize the B2B sales funnel is to know your ideal customer inside and out. When employees understand the ideal customer, they can think like them. Getting inside your ideal customer’s head leads to better content, well-designed sales outreach and meaningful conversations.

 

2. Help sales and marketing professionals visualize the funnel

It can be challenging to optimize the sales funnel if your team doesn’t understand the value. Sales and marketing leaders must do the work to help their team visualize the B2B sales funnel. Why is it important? How do they contribute to the funnel? What pieces of the funnel does the company need to strengthen? Make using a funnel practical for all of your revenue operations and go-to-market team members.

 

3. Create straightforward, helpful content and collateral to improve lead flow

Content is the backbone of your B2B sales funnel. The content you create can push people through the funnel and make people more likely to purchase your product. Marketing and sales should collaborate to understand what potential prospects need so sales teams can sign deals.

You should use a mix of gated and ungated content to bring new prospects into the funnel. The gated vs. ungated debate has been raging amongst marketers for a while, but gated content does help your company collect more email addresses and MQLs.

 

4. Focus on credibility through reviews and case studies

B2B buyers talk within the niche, and everyone wants to keep up with the Joneses. If you’re going to optimize your sales funnel, start by leveraging your current customers.

It’s vital to leverage review sites like G2 and Capterra. These sites get millions of visitors every year. Your ideal buyers visit sites like this to get a sense of the players in your niche. You want to have a presence on these sites, so team up with your customer success department to drive reviews.

Another way you can boost credibility is by focusing on your case studies. Case studies are an in-depth look at one of your best customers. You can dive deep into their problem and how your product or service solved it. While potential customers realize that these are advertisements for your brand, a well-written case study can make the sales process much easier.

 

5. Look outside of your niche for brand inspiration

Is your brand a leader or a follower? Often companies get stuck in a cycle of being too late to trends because they spend more time following what others do. If you want to optimize your funnel, try something another company outside your niche is doing. For example, you could try some B2C sales strategies or find strategies that work for another B2B niche to see if they might work for your company. 

 

Buying is fairly similar across the board, so it’s okay to do something that’s never been done in your niche before.

 

How is a B2B funnel different from B2C?

Last, let’s wrap up by sharing how B2B funnels differ from B2C funnels. While B2C buyers go through many of the same phases as B2B buyers, the funnel is typically sped up.

Consumers don’t have to spend nearly as much time going through each stage, and the middle stages of the funnel are often condensed. In a B2C purchase, there are typically far fewer hoops to jump through. For most consumer purchases, there is only one buyer, with the exception of larger purchases like a car or a house.

Overall, businesses do much more diligence when purchasing a product or service.

 

It’s time to build a better B2B sales funnel with Rev

At Rev, we’ve spent countless hours building a deeper understanding of the sales funnel. While traditional sales funnels can make revenue, something is missing. Rev helps companies like Oracle go above the funnel by addressing the fit and readiness of potential prospects.

If you’re ready to improve your company’s B2B sales funnel, contact us. We’d be more than happy to show you how our Sales Development Platform works and give you a sample list of targets for the exegraphics you care about most.

What are exegraphics?

Straight up, the B2B world does not get measured and tracked the same as the B2C world. Years ago, consumer sales vendors used to track just demographics. Today, they know a ridiculous amount beyond your age, your gender or your location: the large data attractors (think Amazon or Google) can predict what you’ll want to buy, before you know it yourself.

There is no such thing in the B2B world. No giant data attractor for companies that want to know what other companies need. No way to predict who the most likely, or most ideal, customers for a product or service will be.

So at Rev we decided to construct that information ourselves. A deep picture about companies—what they produce, how they behave, how they work—helps our customers to identify other potential clients much like the way the e-commerce giants can target you as an individual consumer.

Anything you could want to know about a company, we call an exegraphic: a piece of information or a characteristic that conveys how a company executes its mission.

Let’s take a look at what exactly exegraphics are, and how they help companies like yours find more and better prospects, faster.

 

Exegraphics capture how a company projects itself to the world.

Exegraphics require us to look at companies in two major ways. The first is, what does a company say about itself? All companies make promises (both explicit and implicit) to their market about what their goods and services can accomplish, how they conduct themselves, and what stands them apart from their competition.

This external facet captures both functional language and messaging: both what a company says and how it says it. Essentially, our models take in however a business communicates its value to the public. We generally capture this information on company websites and social media platforms, as well as other similar sources.

The difference between collecting firmographics and collecting exegraphics is their depth. Just as B2C companies have moved from demographics to psychographics, B2B needs to shift from firmographics to exegraphics. 

No large or successful B2C company would be satisfied with making decisions based merely on demographics anymore. Psychographics simply tell a better story about where a consumer is positioned. Exegraphics do the same thing for B2B companies: they extend beyond firmographics not only to tell you the industry a company is in, but also to show you how it positions itself—and how they operate—within that industry.

 

Exegraphics puzzle out how a company functions on the inside.

The second major way exegraphics require us to look at a company is, how does it function on the inside? This one is less immediately apparent. Most companies don’t publish how large their legal team is, or how fast their software department is scaling. And these things are not always discernible from external projections.

Think of it like this: two companies can be in the same field, offering competing services. One does it with an army of people, and the other does it with five AI engineers and a bunch of robots. One of these companies might be your ideal candidate, and the other a worthless lead.

Exegraphics get to the difference by looking inside. Our model turns to professional networking sites and similar platforms to build a sense of who works at a company—what are their functions? their responsibilities? their skills? their professional backgrounds? It also looks at job postings to determine what the company is asking for in potential employees.

Whereas the first way exegraphics look at companies focuses on a company’s position in its industry and the value it offers to its market, this one focuses on the functions of people within the company, and how those functions are built, sized and prioritized.

 

Exegraphics figure out these things millions of times to place companies among their peers.

A human being with time and the internet could do that work for a single company. In a day, a team might be able to assemble information for a hundred. But to be of any significant use, you need to do it for the thousands upon thousands of companies in existence. Rev uses a mix of powerful AI technologies to undertake the sense-making by doing what a human would do, millions of times over: read websites, resumes, and job postings to create a clear picture of any characteristic of what a company does and how they do it—then compiling how individual prospects compare to their aggregated peers.

What industry a company is in is a firmographic. So is the fraction of people at that company who are in the legal function. Now, the model looks at the peers—same industry, same basic size—and evaluates if the legal team is about what you’d expect, way bigger or way smaller. And bam! You have an exegraphic that helps you understand that potential customer’s position.

Context matters for any exegraphic. You have to know what peer group you’re comparing to in order for exegraphics to matter. For example, you’d expect a large software team at a software company. But at a dog-walking service, one developer means that company is probably a software giant compared to its peers. Same for other considerations—slow growth in one industry might be massive growth in another. Or, one company scaling when others in its industry are contracting might offer you valuable insights into their behavior.

 

Exegraphics account for change over time.

Comparing peers tells you the relative bench strength of a company in distinct functional areas. Exegraphics can also account for how those strengths have changed and are changing.

Let’s say that you’re selling cloud-based accounting solutions. You’ve identified a bunch of growing prospects. Great—growth is one such exegraphic. Now you can identify the ones whose accounting departments are actually shrinking. These accountants might be overwhelmed; maybe they need new solutions, or maybe it’s hard to hire good accountants in their area and they need something to change.

Now you’ve identified clients who not only fit your audience, but who also have a reasonably demonstrable need for your services.

In this way, you can think of any exegraphic having a characteristic called speed or velocity. How quickly does it change, and in what direction? On an individual level, change is constantly happening. Companies hire and fire people all the time, and workers move between jobs. But looking at groups over time, exegraphics can identify trends within a single company and relate them to shifts across an industry.

Exegraphics can also identify sudden changes. We’ve developed new data sources around funding, for example. Companies that close a round of venture capital have loads more money in the bank overnight. But those kinds of changes don’t happen that often; sudden hiring changes do, however, especially in scaling companies. 

For instance, an emerging Acme Inc. is probably growing their marketing team right now. They’ll have a lot of new hires, and the average tenure will be pretty low. That would be good to know if you wanted to sell them your marketing solution—Acme finally has people who can use this stuff, and marketing is clearly a growing priority for them. And if it’s a priority, they might spend some money to do it right.

That’s the premise and the value of examining change through exegraphics.

 

Exegraphics stack multiple factors to identify top target accounts.

Each single exegraphic can feel pretty powerful to hold. You’ve just identified how many software engineers a whole bunch of companies have. You’ve even identified which ones are growing most rapidly. It’s like magic.

It’s also not a full solution. Individual exegraphics are really handy for getting your first grasp of the concept. But relying on isolated exegraphics will always have limitations. Instead, you want to stack several of them together to get a more multi-dimensional identification of top target accounts.

For starters: not only do you want a team with a need for your product—you want one with the funding to buy what you’re offering.

It turns out humans are really bad at considering multiple factors at once, combining them in a way that makes sense. Humans want to make rules. In or out. Yes or no. What our exegraphic models do instead is weigh the evidence and determine what is worth more points to your query, and what’s worth less, to deliver a more nuanced, inclusive understanding of how companies operate.

 

Exegraphics deliver you companies that look (and act) like your very best customers.

You’ve already got your best customers. The ones you wish every new customer could be like. But you may not know all the reasons why these are your best customers. What are their defining characteristics?

After you feed our Sales Development Platform the Seed List of your very best existing customers, it creates an aiCP (essentially, a lookalike model) to tap into, say, fifty or sixty exegraphic characteristics of those companies and figures out what traits they share. You don’t need to know what the data patterns are—the AI will identify them.

Then the model finds other companies whose combinations of distinctive exegraphics are comparable to your best customers. Essentially, it solves your give-me-more-like-these problem, a million times closer to instantaneously than a human team could manage, and in complex ways that humans simply can’t.

 

Exegraphics let you drive.

Rev’s AI doesn’t think like a human being. It creates and evaluates exegraphics with a points-based system. It also doesn’t make all the final decisions for you: rather, the model translates its points-based system into terms we humans can understand—industries, functions, growth rates, things like that. Once the model finds your lookalikes, you can define and apply lenses to whittle down the prospect list with your own considerations in mind.

To aid in that process, Rev’s exegraphic data and lookalike technology also lets you know which exegraphics are the most defining characteristics of your best-fit accounts. Once you have your list of more-like-these, you can use both exegraphics and traditional firmographics to sort or filter target lists to fit your sales and marketing goals and processes.

Just as an example—perhaps you want to focus on potential customers within a certain region. You can filter the results by geography. Or, you want to see which lookalikes are at a particular size. Easy.

The possibilities really are limitless. If you can dream up something you’d like to know about companies, our tool can take a credible shot at it for you. It’s a unique and valuable offering in the world of B2B commerce, where for too long we’ve been driving in the dark.

Want to see how exegraphics work? Schedule a demo, and we’ll show you our 500+ exegraphic lenses and show you how you can create your own.

Getting started: A roadmap for RevOps

Most companies are new to revenue operations, or RevOps. It’s a relatively new practice that’s only started to get traction in the last decade. And the reason RevOps has gained so much momentum is because it can dramatically—and positively—impact an organization. The downside? Growth via RevOps can be slow to start. 

If you’re moving into a RevOps role, you might be feeling both scared and invigorated. There’s a lot of unknown territory—and a lot to explore. So, to help you get started and navigate the field, we put together this guide.

 

A brief history of RevOps

According to predictions by Gartner, “75% of the highest growth companies in the world will deploy a RevOps model by 2025.”

While searches for revenue operations have picked up speed in the last few years, it seems like a job function that’s here to stay.

How B2B sees the customer has changed over the years. For a while, most demand funnels focused heavily on customer attraction but left current customers wanting more. RevOps understands that companies must combine marketing, sales, customer success and finance to build a revenue-driven company.

Since more companies have found value in getting and retaining customers, revenue-driven job titles like Chief Revenue Officers and Revenue Operations Managers have become more common.

RevOps has a place in several areas of a company’s strategy. Revenue leaders find ways to maximize money coming into the company, so they often have a place in go-to-market strategy, customer acquisition and customer retention. It’s important to realize that revenue leaders are strategic people. Revenue leaders need room for big-picture thinking, auditing and roadblock removal. They are vital forces in helping all departments thrive—and stay aligned.

 

Getting started with RevOps: Auditing strategies to grow revenue

When companies begin investing in revenue operations, the first step is an in-depth audit of current processes and procedures. RevOps is typically charged with accelerating what’s already there. Companies tend to invest in Chief Revenue Officers or Revenue Operations Managers after having a solid marketing and sales foundation.

As you enter your role as a CRO or RevOps Manager, one of your first tasks will likely be an audit to see what you have to work with. RevOps depends on people, processes and technology to work effectively. Give yourself some slack here. Your work can be eye-opening, especially if you are a new employee with an outsider’s perspective.

 

People

First, get to know the people you have on your team. You should meet one-on-one with everyone handling GTM, marketing and sales. And because customer retention directly impacts revenue, RevOps leaders should also meet with customer success team members.

From this audit, determine:

  • Where there may be unnecessary siloes or breakdowns between different teams
  • What dynamics look like within teams and how things can be mended
  • Employee strengths and weaknesses and how to maximize individual performance

After you understand these different dynamics, you’ll be able to recommend specific tweaks an organization can make to improve team dynamics and company performance.

 

Processes

Companies need strict processes to increase revenue. If your organization is stuck reinventing the wheel every time you need to submit an RFP or onboard a new client, you’ll create more work for everyone. So, audit current strategies to determine where:

  • Great processes exist
  • Processes need to be updated
  • Processes are nonexistent

After this audit, you’ll have a clear plan for how your team can save time and money by implementing templates or step-by-step instructions.

 

Technology

Spending on information and business technology in the United States is expected to reach $2 billion in 2022. As businesses grow, there can be many redundancies and gaps in how money is spent on technology. These challenges can make companies fall behind their competitors or waste hours of employee productivity. As a RevOps leader, you’re there to:

  • Audit where technology spending is going
  • Look into what different technologies offer to identify overlap across teams
  • Identify technology gaps based on what competitors are using by examining sites like BuiltWith and G2
  • Find new and existing technologies to create the perfect tech stack
  • Help negotiate contracts with these technology companies to maximize revenue

RevOps doesn’t have to be the most tech-savvy person in the room to do this work. You can (and should) partner with your organization’s IT department and respective teams to determine what the organization needs to move forward.

 

Building the perfect plan: Activating and operationalizing RevOps

Once you’ve completed the audit, it’s time to move to the next phase of the RevOps process. Your company must do the work to make the most of revenue operations. Activities like setting goals, reporting, holding employees accountable and building pipelines can all be great ways to activate and operationalize RevOps. The title of Chief Revenue Officer is more than a fun title. RevOps is tasked with producing more revenue for a business.

 

Goals

One of the first things you’ll want to do as a RevOps leader is set goals for your position.

Some goals will be harder to define, like ones related to breaking down departmental silos. For these goals, it’s essential to recognize the qualitative nature of these objectives. You might need to rely on pulse surveys, one-on-one conversations or team feedback to understand if silos are breaking down.

Other goals are directly tied to numbers. For example, you might be charged with growing the company’s pipeline by $X or accounts. You should be able to easily use your company’s CRM to track when you’ve hit a revenue goal.

No matter what goals RevOps is given, you must ensure they are relevant and achievable. Revenue operations isn’t a fixer coming in to create short-term change. Growing revenue can take months or years. Companies have to be willing to invest in future growth and be patient.

 

Reporting

If you’re dealing with departmental silos, you’re likely having to navigate different reporting mechanisms. While teams need to have their own language, companies need to be able to bring data together to succeed. If there are multiple reporting mechanisms, a company has numerous sources of “truth.” Organizations that want to grow revenue need a streamlined reporting process.

First, it’s important to designate one place as the go-to place for company truths. Most companies use their CRM is typically where things get updated and tracked for reporting purposes. Next, think about how you integrate tools that departments use. Integrations can ensure people still use their loved tools while making reporting and cross-departmental knowledge easy.

 

Accountability

Next, it’s vital to clarify accountability. As a RevOps leader, you are responsible for a lot of the work driving revenue, but you aren’t the only accountable partner. Departments across the organization have a role to play in increasing revenue. If RevOps is the only one championing these changes, nothing will happen.

RevOps leaders need to create a pact with other departments. In this accountability pact, it’s crucial to outline:

  • What RevOps will do or experiment with to increase revenue.
  • How RevOps leaders will share duties or responsibilities with other departments.
  • The level of action RevOps leaders expect from department managers and individual contributors.

Clearly defining duties and responsibilities will keep everyone on the same page. As a RevOps leader, clarity will make your job easier.

 

Pipeline growth

Above all else, RevOps leaders need to increase revenue. One effective way to do this is pipeline growth. You need to help bring new, high-quality leads into the funnel. Unfortunately, companies can grow without creating consistent processes for pipeline growth. Some teams might be relying too heavily on inbound or outbound leads. Some teams may be going through transitions and a lack of knowledge transfer. RevOps comes into these situations to operationalize pipeline growth and make it more consistent.

At Rev, we help RevOps leaders optimize their company’s pipeline with consistent, high-quality leads. Our AI-powered Sales Development Platform builds prioritized target account lists for every outbound function. Our platform analyzes a seed list of your best customers and, from there, creates an aICP (an AI-generated customer profile) that gives you and your team rich insight into what makes your best customers your best. We call these insights exegraphics, and they surface the deep signals like whether a company invests heavily in customer care, is on a hiring spree for more sales professionals or uses a specific technology. Our platform then finds other organizations with those same characteristics. 

 

Territory and pipeline management

Last, you must focus on territory and pipeline management. As a RevOps leader, you are responsible for thinking outside the box to create larger opportunities for your organization. This work can be challenging, but you don’t have to do it alone. With Rev’s Sales Development Platform, you know you’ll be able to manage pipelines and territories effectively. 

One of the biggest challenges for RevOps leaders is identifying new market opportunities. It’s easy to be swayed by a new industry’s TAM when you’re researching a new market. When you use our Sales Development Platform, you can dig deeper to see which accounts in that market make sense for your organization. This strategy allows you to spend time, energy and resources on markets that will produce results. (No more hoping it all just works out.)

Once you are ready to move forward with a new segment, we also make it easy for you to route targets to the right internal teams. First, we determine bullseye targets that are perfect matches and ready to hear your sales pitch. You can route these targets directly to sales and make their jobs simple. We can also find matches that might need a bit more convincing. You can route those to marketing for more nurturing until they are ready to move to sales.

 

Build a promising RevOps foundation

Revenue operations is a strategic function poised to help companies create more consistency. Getting started in RevOps often starts with auditing the business as it stands. After laying the foundation, you can start creating and addressing business goals and growing the company. Building revenue takes time, but it will be easier now that you have the roadmap to success.

 

Looking for ways to predictively grow your pipeline? Schedule a demo to see how AI can help.