HubSpot’s CRM is an attractive choice for businesses looking to improve their customer’s experience and drive consistent revenue. But with options like workflows, deal automation, custom objects, and sales accelerator tools, it can seem really overwhelming when you're trying to figure out how to implement the HubSpot CRM at your company.
Most CEOs have a vision or value proposition that is the backbone of their company and corporate strategies. Quite frequently, however, that value proposition isn’t communicated to or followed by the sales team (and other important departments).
Value proposition misalignment and confusion can wreak havoc on your growth plan as departments market to the wrong customers, work towards different goals, and use the wrong tools and messaging to sell products and services that they don’t fully understand.
When it comes to data and CRM upkeep, businesses often struggle to identify errors, create processes, and get their team on track. In fact, according to Bdaily News, “the average professional looking at data does not understand how that data got there, when it is useful, and what state it is in.”
Startup SaaS companies face abundant opportunities and tremendous risks when it comes to scaling revenue. Without high fixed overhead and fulfillment costs, SaaS leaders can direct more capital toward marketing and sales. However, if their sales and marketing processes aren’t streamlined and optimized, all that money will quickly go to waste and their investors will walk.
Revenue Operations (a.k.a. RevOps) is a term that is being thrown around a lot lately on Google searches, LinkedIn posts, and everywhere in between. The problem with this trending topic is, similar to other business buzzwords and jargon, there is no universally agreed-upon definition for revenue operations.
Revenue Ops means different things to different people, which makes it hard for executives like yourself to get behind the strategy of RevOps and its role in your company.
I still remember the day that I realized that I was not running a marketing agency.
My team was very good at creating content and generating leads, but we did not have the interest or structure to do it in an agency model.
Our most successful clients leveraged my team to develop complex sales and marketing automation and implement business-specific lead management frameworks. To optimize the post-sales stages of the customer journey, we automated processes, accountability, and reporting in the delivery of products and services once somebody became a customer.