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Revenue productivity is a strategy to maximize the performance of teams using seller data, revenue analysis, sales training techniques, and front-line coaching. An emerging discipline, revenue productivity combines the sales enablement and revenue operations functions under one umbrella. It can also be used as a framework for business transformation projects, helping revenue leaders understand, predict, and adapt the in-field behavior of their teams to support their growth goals with greater reliability.
Revenue productivity touches virtually every aspect of the revenue organization. Chief revenue officers (CROs), chief sales officers (CSOs), heads of revenue operations, heads of training or enablement, and marketing are all involved in its inception and ongoing optimization. When implemented properly, it can increase the number of sellers that attain their quota, enhance the efficacy of sales management, and provide more predictable revenue forecasts and results.
While revenue productivity can be a massive, ambitious transformation project, it’s also possible to start small with targeted, achievable use cases to demonstrate value. Revenue productivity benefits include:
A revenue productivity platform helps companies analyze, train, enable, and coach their teams to better business outcomes. Built on one, integrated tech stack, it includes a variety of revenue applications that surround today’s CRM environments, including, but not limited to, sales readiness, sales forecasting, sales content management, conversation intelligence, sales coaching, and digital sales rooms. By utilizing a revenue productivity platform, companies can more reliably predict future outcomes, and eliminate several redundant applications across their organization in one investment.
A revenue productivity platform should allow a revenue organization to:
Revenue readiness applications provide a deep set of engagement mechanics to enhance seller knowledge, skill sets, messaging delivery, and product comprehension. These tools should include, but not be limited to:
These applications provide a central portal to manage, post, and access content to be used in external customer-facing interactions and internal sales training. These tools should include, but not be limited to:
Sales coaching applications provide a method for front-line sales management to give prescriptive feedback to every rep on their teams. These tools include:
Conversation intelligence applications record calls between sellers and buyers, and provide deep analytics to understand the efficacy of those interactions. These tools include:
Sales forecasting applications provide analytics and insights based on a combination of deal data and seller data to help you more accurately predict revenue outcomes by rep, P&L, business unit, or however you organize your revenue function. These tools should include:
Digital Sales Rooms (DSRs) applications provide an easy way for sellers to orchestrate a specific buyer experience for every individual buyer. These tools should include:
Revenue productivity strategies and initiatives hit virtually every part of the sales, ops, marketing, and sales enablement functions. As a result, there are several ways to measure the efficacy of the programs. Here, we break them down into four categories by specific department.
Sales rep performance
Operational efficiency
Org readiness
Management efficacy
Marketing & content ROI
Regardless of the size of your business, revenue productivity is a business transformation project that should be driven by the office of revenue leadership. It then requires tight alignment across sales, marketing, sales, and revenue operations, sales enablement & training. Below is an overview of their roles.
The head of revenue or sales should set the direction for the overall business outcomes to drive from a revenue productivity project. They should use their overall influence to force some critical business decisions over a revenue productivity project, such as:
While all roads lead to the CRM, the average sales team leverages 10 additional tools to get their job done. Part of revenue productivity is determining where there can be meaningful consolidations of functionality to create greater org simplicity. Ops will help with organizing this audit, and the appropriate vendor management.
In addition to CRM account, customer, and opportunity deal data, RevOps should own the approach for what systems a revenue productivity project will pull data from for seller insight, such as sales readiness apps, sales content management, sales engagement, and call recording tools.
Organizational maturity for revenue analytics and revenue intelligence can vary from basic spreadsheeting to sophisticated sales forecasting software. As part of a revenue productivity strategy, Ops will develop dashboards and insights to predict organizational performance by rep, team, and product line, and make that persistently available to revenue management. They should also own forecasting strategy at a weekly, monthly, quarterly, and annual level.
Whether manual or automated, ops should establish recommendations for content, training, and coaching to influence upstream performance. This is a major change related to a revenue productivity strategy, given that most forecasts today are simply based on deal data.
Sales enablement should be prepared to design programs for key behaviors, attributes, and skillsets identified during analysis. They need to be prepared to use a full set of engagement mechanics to give sellers many different looks at engagement, such as missions, quizzes, leaderboards, and learning series. Ready-to-deploy templates can also help you quickly scale new programs as they’re required.
Within the flow of revenue analysis tools, enablement should be able to automatically assign the right content for each seller. For example, if someone exudes strength in the discovery phase of the sales process in their meeting recordings and analysis, there is less need to run that seller through more discovery training. But if they show weakness in negotiations, the system should emphasize a training plan that focuses on that critical gap.
Tapping into conversation intelligence tools, the sales enablement and training pro will identify key themes and messages working in-market, and adjust their programs accordingly. They will also partner with ops to understand what sales rep behaviors show a higher propensity to close business.
By listening to calls from their reps, and leveraging analytics to understand key moments and themes, they will leverage a toolset to provide instant feedback to correct the course of an opportunity.
As patterns are detected across multiple deals, they will choose relevant training and content for their sellers based on the key gaps identified.
By listening to calls from their reps, and leveraging analytics to understand key moments and themes, they will leverage a toolset to provide instant feedback to correct the course of an opportunity.
As patterns are detected across multiple deals, they will choose relevant training and content for their sellers based on the key gaps identified.
Key owner: RevOps
Once you have your data unified around individual sellers and teams, it’s critical to provide a centralized analysis of that data. This can be visualized through revenue intelligence, sales forecasting, and customized business intelligence tools. Ideally, you want to instrument the following components for your analysis:
Develop ideal rep profiles. RevOps should plot the critical attributes, behaviors, and engagement by top performing reps, and codify them into an ideal rep profile. Depending on the size of your revenue organization, this may vary based on the business unit, product line, or region. Before even applying technology to this challenge, you should align with stakeholders on the critical points you believe to be anecdotally important, and then begin pulling in data to validate.
Predictive cohort analysis. You want to be able to analyze an entire cohort of sales reps by a specific team, such as product line sales or regional sales. By isolating pockets of optimal and sub-optimal performance, you can better predict their likelihood of hitting quota.
Forecasting based on deals, and the personnel working them. It’s important to understand what deals are most likely to close based on the attributes of every opportunity, as well as based on the attributes of the sellers working the deal. You want to develop an early alert system of key changes as they happen and their impact on your forecast. This starts with understanding the full spectrum of systems you need to pull that data from for analysis, including CRM, conversation intelligence, and sales enablement systems. You want to be able to sort this for both short-term (weekly, monthly), and long-term (quarterly, annual) views.
Cadence for activity reporting. In sales, the quantity and quality of activity still matter. Analyze key metrics for buyer engagement – such as emails, calls, and content usage – to better understand what actions are moving deals forward or stalling them out.
Content analysis by sales stage. For all the content leveraged in seller communications and buyer interactions, it’s critical your team maps how that content accelerates or hinders deals. Content that people “feel” works may not jive with the reality of what works.To work as part of a revenue productivity workflow, it’s critical that, once gaps are identified in your org, you can automatically trigger those experiences as part of your performance optimization tools (reference that section).
By listening to calls from their reps, and leveraging analytics to understand key moments and themes, they will leverage a toolset to provide instant feedback to correct the course of an opportunity.
As patterns are detected across multiple deals, they will choose relevant training and content for their sellers based on the key gaps identified.
You need to build a centralized system, process, and approach for sellers accessing, sharing, and distributing content. It’s also critical that the providers of this content – namely, marketing and sales enablement – have the proper governance and administration of this content. Ideally, content should be recommended to the seller based on identified issues with their deal or sales process.
Gone are the days of sending content purely over email or linking to company websites. For revenue productivity to be maximized, sellers will require the ability to build customized experiences for their buyer and be able to analyze their engagement with those. This should be inclusive of sales decks, PDFs, RPFs, and guides. It should also include all of the recordings with that customer for both parties to conveniently access.
Mindtickle is a leading sales enablement and readiness platform that helps organizations all over the globe transform their sales enablement processes for maximum revenue impact.
Training, content, & insights revenue teams need to win over buyers and close more deals.
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