A new survey suggests the majority of RevOps teams are not confident about alignment, data onboarding and lead scoring.
RevOps has yet to solve the long-established problem of aligning sales and marketing teams. By integrating the operations supporting sales, marketing and customer success into a single revenue engine, RevOps held out the promise of driving towards a set of agreed revenue outcomes. A survey of 270 U.S.-based B2B professionals by RevOps automation vendor Openprise suggests RevOps is falling short.
66% lack strong confidence in their data onboarding processes. 58% lacked confidence in their ability to deliver inbound leads to the right sales reps. 56% lacked confidence in their ability to accurately segment their databases, for example by industry and job function. 65% lacked strong confidence in their lead scoring capabilities.
We why care. Let’s be clear, Openprise is a vendor offering to help fix some of these problems. But the data isn’t simply self-serving. For all the promise of RevOps, it strongly suggests that stitching together broken systems won’t produce a system that works. It can’t be right to have sales, marketing and customer success working in silos and using discrete sets of data.
Whether those teams are aligned through a formal RevOps function or made to operate together in a less formal way, some kind of coordination is clearly needed. But organizational transformation addresses only one part of the challenge; it can’t fix bad data or failing analytics.
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MarTechAbout The Author
Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.
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