A seismic shift is occurring in Digital Revenue Organizations. Gathering data and realigning talent is the first step. However, successful Digital Revenue Organizations also embed new processes to execute their vision successfully.
Digital manifests in fundamental changes to how companies engage with customers.
Data and technology open new channels and cause traditional jobs to execute differently.
Digital Revenue Organizations recognize buyers’ journeys are changing. And successful Digital Revenue Organizations understand the need for an agile organization that immediately responds to customers’ needs.
Buyers demand a closer relationship with their providers, including differentiated pre-sales education to post-sales support. As a result, Digital Revenue Organizations must respond and anticipate buyer requirements, implementing a new infrastructure supported by advanced data analytics, tools and talent.
Buyer journeys will continue to evolve. To stay competitive, Digital Revenue Organizations must define their blueprint and design a roadmap to guide them – all supported by data, systems, talent and customer-centric processes.
Successful Digital Revenue Organizations are consistently capturing data insights to reveal customer behaviors and opportunities. The Digital Revenue Organization Model Blueprint helps companies validate, predict and respond to customer behaviors.
Emerging Digital Revenue Organizations understand the importance of surveying their environment for available data. However, capturing data requires sophisticated systems and tools, requiring them to architect collection and distribution methods. Next, cross-functional teams collaborate to ideate, finding unique insights to define a future state and execute their vision.
The Digital Revenue Organization Model Blueprint requires a significant shift in individual roles and how people work together, applying a customer-first focus.
Data is no longer siloed within a single organization. Successful Digital Revenue Organizations leverage data insights by connecting cross-functional teams who offer their unique perspective on what their data reveals about the customer.
Cross-functional teams operate in perpetuity. Ideally, mid-level people from multiple departments continuously work together on behalf of the customers. The combination of a Sales, Marketing, Service, IT and Operations ongoing cadence ensures best applications of generated insights.
Marketing, Sales and Service are wired together. Serving buyers requires a connected stream of workflows coming together to serve the customer. Marketing shares digital marketing campaign results across stakeholders, including Sales. The Digital Revenue Organization also trains Service teams to sell and capture leads for the Sales organization to target.
Buyer-centric, technology-enabled roles. Shifting from a department-centric to a buyer-centric organization requires more sophisticated job responsibilities. In a Digital Revenue Organization, the Sales organization is driven by intuition and data insights, expanding their role and responsibilities. Technology has greater importance, providing leads, insights and customer information across departments.
These roles are new to the Digital Revenue Organization and come together quickly, applying insights for quick wins and long-term goals. Enhanced job descriptions, advanced training and change management are necessary steps for the Digital Revenue Organization to execute its roadmap.
Processes outline how the Digital Revenue Organization operates, connecting data insights and the systems and tools used to capture them. For daily roadmap execution, workflows guide how to execute customer insights, helping companies achieve their vision.
Connected workflows. Marketing and lead generation teams have connected workflows where they review inbound leads through a data-driven qualification process. After passing established filters, leads pass through the CRM with the lead generation rep assigning the qualified lead to Sales and completing the handoff.
Systemized work triggers. Sales follow workflows that include quotes, proposals, demos and post-sales resources, all supported by system prompts. Once the deal is closed, customer success, renewal and repurchase processes are engaged with system triggers for quarterly business reviews and reminders.
Enhanced data management. Master data management of CRM and ERP systems ensure account-level hygiene is a high priority. This data management is essential for sellers needing buyer information, investigating social media connections, or helping Service understand which customers are using a solution that may require ongoing advice and support.
As automated workflows replace formerly manual processes, each department within the Digital Revenue Organization has the current information they need to be successful. In addition, agile processes replace old bottlenecks helping the entire organization be customer-centric while optimizing their data, system and talent resources.
Companies are undergoing a significant shift in how they perform essential functions. Some organizations are employing low-cost office-based teams for small and transactional customer segments to avoid internal disruption. This tactic can be a high-impact, low-risk testing ground for future ways of working.
Marketing and Sales can start by leveraging current data insights to determine daily activities. Existing data will prioritize who they engage with, what offers they lead with, and how they execute tasks. Social media licenses, shared customer and buyer insights, and enhanced content can help the Digital Revenue Organization learn to perform using data-driven insights.
Companies need to implement new Digital Revenue Organization processes now without waiting for a formal infrastructure to be in place. Those who start small and start quickly will gain long-term momentum.
Alexander Group is a revenue operations leader, assisting leading companies as they navigate a fundamental shift in how they grow revenue—rethinking how your organization makes revenue-based decisions is essential for future growth and market success.
For more details, download the whitepaper, The Digital Revenue Organization: Defining the Modern Marketing, Sales, and Service Model or contact us.