With all the rise of revenue enablement, how are companies actually putting it into play to make sure customer journeys are smooth and really drive revenue growth?
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CEO in Services (non-Government)2 months ago
This is the million-dollar question! Many revenue enablement initiatives are measured based on the impact on the revenue professionals. Some focus on revenue results, I believe one of the missing components is the true understanding of the impact on the customer. Did the experience contribute to or contaminate the journey and experience?CRO in Services (non-Government)a month ago
This is a very broad question. I think we always have to start from asking very specific questions. Revenue enablement looks different across different organisations. This question to me sounds more like, "how do I execute an effective go to market strategy that delivers on the intended outcomes aka. revenue growth?"Again very broad as it covers every aspect of the business. Here are a few alternative questions that may draw out meaningful responses:
- What are people doing to identify gaps and opportunities across their GTM strategy?
- How are companies connecting revenue enablement processes to the overall GTM strategy today?
- What specific tactics are companies using today that are helping to drive incremental revenue growth?
- In what ways is revenue enablement improving your customer journey?
- What does revenue enablement look like in your business?
Hope this helps as starting point.
CSO in Constructiona month ago
This is a great conversation and one that companies should be thinking about. They should be considering enablement not just for new sales and new customers, but for anything that touches any piece of revenue. The way I’ve seen companies address this today is by having different pieces of the enablement function centered on specific areas.For example, just as a revenue team might be separated by new logo acquisition, customer success, or account management, the enablement team should mimic that structure. There should be individuals or multiple people focused on enabling what needs to happen to acquire new customers, while others focus on enabling customer success, account management, and customer satisfaction. This ensures not only renewal but also growth in those accounts. Additionally, there are other forms of enablement, such as working with partners or product-led upsells, which involve self-serve enablement.
Larger organizations with bigger teams are starting to specify roles such as customer success enablement or new business enablement, and even separating these by segments. If your sales team is divided by enterprise, SMB, and mid-market, the enablement folks are becoming aligned to those segments because the sales process is different for each.
Founder in IT Services22 days ago
A few years ago, we were in a growth-at-all-costs mode, and companies could afford to operate in silos. Sales teams focused solely on selling, often without considering who they were selling to or what they were selling. This created a poor experience for customer success teams and was highly inefficient. In today's economy, companies are being asked to be more profitable and efficient. This means thinking about margins, selling to your ideal customer profile (ICP), and setting the right expectations so that customers will be successful.If a customer churns within a year, the revenue growth wasn't profitable or efficient. You might get a short-term boost, but you'll lose them down the road, or it will cost you twice as much to support them. The new approach to revenue leadership involves bringing customer success and other functions under the Chief Revenue Officer (CRO). It's not just about growth; it's about profitable, efficient growth where every group plays a role.
When you look at attrition problems or customers who aren't growing, you can often trace it back to something that happened earlier in the sales cycle. This could be related to marketing promises, customer expectations, or onboarding processes. All these elements need to come together to determine what good revenue looks like. Not every dollar of revenue is the same. Companies need to optimize all departments around driving and retaining the most efficient kind of revenue.
Some customers might buy a cheap product, but the revenue you get from them doesn't cover the hours spent serving them. Beyond the hard costs, there's also the stress and pain of managing such relationships.