Executive Summary

1 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E A CXO BLUEPRINT FOR ALIGNING SALES, MARKETING AND CUSTOMER SUCCESS TEAMS AND TO DRIVE SC ALABLE AND SUSTAINABLE GROWTH REVENUE OPERATIONS IN THE 21 ST CENTURY COMMERCIAL MODEL 2021 EXECUTIVE SUMMARY

2 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E WHAT IS REVENUE OPERATIONS AND HOW DOES IT CREATE VALUE? A Management System for Aligning Sales, Marketing, And Customer Success and Realizing More Revenues, Opportunities and Firm Value The formula for revenue growth has changed dramatically in the last 25 years as buying has become more digital, data - driven, and complex. The commer cial model has evolved to the point where traditional structures for managing the people, processes, technologies, and assets that support revenue growth are inadequate. The emergence of complex technology enabled selling systems – amplified by the wholesale business model transformation and changing customer buying behavior in B2B businesses – have changed the basis for generating revenue growth in the 21 st Century. The forces behind this change are fundamental. • The customer experience has emerged as the primary basis of competition as digitally enabled customers armed with better information and access are putting a premium on speed, agility, personalized content, and channel integration. This has created pressure on organizations to e stablish a single cross functional commercial process across the enterprise and coordinate across management systems and platforms to ensure a unified customer experience as the performance goal. • Cloud business models have increased the importance of growi ng customer equity and lifetime value as a driver of firm value and forced sales, marketing, customer experience and support services teams to find ways to work together collectively as one revenue team. • The assets that support modern selling – customer d ata, technology, content, and digital channel infrastructure – have grown to represent the lion’s share of growth investment and firm value. These critical commercial assets significantly underperform in most organizations because they are not properly mea sured, funded, or managed and they fail to adequately support the entire revenue team and enable scalable technologies such as 1:1 personalization, real - time coaching, response management, and account based marketing at scale. • Information velocity and visi bility increasingly determine selling effectiveness . The speed of engagement and the velocity at which information needs to be commercialized and shared across the organization has accelerated to the point where

3 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E revenue teams and the executives that direct them need real time. Visibility into customer engagement, seller effectiveness, account and pipeline health are the four top drivers of the performance of distributed, diverse, digital, and dynamic revenue teams. • Teamwork across functions has become funda mental to growth . There are 18 strategic levers that grow revenues, profits, and firm value ranging from information agility to customer equity, digital channel experience, to sales and marketing effectiveness according to an analysis by the Marketing Acco untability Standards Board. 7 But no single organization or leader controls all 18 growth levers. Developing operating models, incentives, and platforms that help get marketing, sales, and service silos working as one revenue team with a single common purp ose has become a primary growth imperative. SIX MEGA TRENDS DRIVING THE EMERGENCE OF REVENUE OPERATIONS THE EMERGENCE OF ECOSYSTEMS THAT CONNECT TECHNOLOGY ASSETS TO VALUE A new generation of leaders - CXOs - will accelerate growth and create financial value by knitting together functional and technology ecosystems to unify sales, marketing and service and reimagine the technology stack to enable high - performing revenue teams . THE PIVOT TO VIRTUAL SELLING CHANNELS ACCELERATES CHANGE A massive shift to remote work, hybrid work, and work from anywhere will act as a tipping point for sales transformation and transform the sales and marketing mix – shifting budgets to digital, data - driven, and measurable channels and accelerate digital tran sformation of sales . BUSINESS MODEL TRANSFORMATION DRIVES GREATER FOCUS ON THE CUSTOMER As businesses transform some or all of their sales to a subscription, SaaS and cloud based business model it dramatically increases the importance of recurring revenues, the customer experience and customer lifetime value as a focus of the revenue team. BUYING BEHAVIOR PUTS PRESSURE ON SELLERS TO DELIVER IN THE MOMENTS THAT MATTER Changing customer behavior will reach a tipping point as “new school” buying behavior forces organizations to transform “old school” selling models to meet higher customer expe ctations for faster cadence, complete answers, digital channel engagement, and relevant content . GREATER ACCOUNTABILITY FOR FINANCIAL RETURNS ON COMMERCIAL ASSETS Increased pressure to prove the contribution of growth assets to firm financial performance will fundamentally change how growth resources/assets are allocated, organized, funded, and measured and focus technology strategies on improving returns on the growth technology stack . A REVOLUTION IN ADVANCED SALES ANALYTICS A revolution in analytics and AI - led innovation - fueled by rich new sales engagement data sources, increased investment, leadership focus, and the broader adoption of data - driven selling approaches will become the primary driver of value creation in sales a nd the key to increasing the return on selling assets in the next decade. Collectively, these forces have made the functional management of marketing, sales, support and fulfilment resources and the notion of a linear customer journey partitioned by function obsolete. Businesses that use functionally based organizational systems developed in the 20 th century to manage a far more advanced and digital commercial model in the 21 st Century will get sub optimal growth from their growth investments and commercial infrastructure. The financial consequences of this lack of alignment are significant and growing:

4 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E ● The fragmented management of growth assets results in lower than acceptable returns on the technology, data and digital infrastructure assets that underpin firm value and future revenue streams. ● The fractured management of the e nterprise commercial process causes revenue and margin to leak through “air gaps” and handoffs in the customer journey. ● The uncoordinated leadership of customer facing revenue teams leads to coverage gaps, suboptimal resource allocation, higher selling c osts, customer churn, and missed opportunity. On a practical level, a poorly managed commercial model is like an expensive racing car that does not drive very fast or far because it is only firing on two cylinders, gets terrible gas mileage, and needs a wh eel alignment and a tune up. There is a material move on the part of B2B organizations to better align sales, marketing, and customer support teams to sustain and accelerate growth in light of the forces and dynamics outlined above. The vocabulary most co mmonly used to describe this shift in commercial model focus is Revenue Operations (or RevOps for short). The underlying problem is simple. Managers are trying to use organizational systems developed in the 20 th century to manage a far more advanced and di gital commercial model in the 21 st Century. Management models evolve. The corporation, conglomerate, and business unit structures pioneered by Rockefeller (standard oil), Reginald Jones (GE), and Alfred Sloan (GM) respectively were all structural innovatio ns that served their purpose in their time. But modern selling requires levels of speed, accountability, visibility, and teamwork that are unmanageable in a traditional functional stovepipe organization model. A new management system is needed. One that d oes a better job of generating greater returns from commercial selling teams, processes, systems, and operations. This management system is most commonly described as a Revenue Operations model. There is general agreement that Revenue Operations is importa nt, but little clarity on how to define and describe it because it is a nascent discipline. The executives and managers trying to squeeze more growth from their revenue teams in the face of these secular trends are in pain and looking for a cure. In a sens e they are like patients who describe their symptoms and pain to doctors and are looking for a diagnosis. In the absence of established management theory and precedent, there are plenty of analysts, experts, and point solutions ready to present a quick cur e. This creates mostly noise and confusion and little sound executive guidance. To better define the Revenue Operations model in a 21 st Century Commercial Model, the expert faculty of the Revenue Enablement Institute engaged hundreds of business leaders, a s well as the leading academics and experts in the science of revenue growth. Based on the research in this analysis, Revenue Operations is best described as a management model or system. One that does a better job of generating greater returns from commercial selling teams, processes, systems, and operations. The goal of a Revenue Operations model is to better align the commercial teams, assets, systems, and processes around a coherent set of customer and company goals to accelerate revenue, profit, and value growth. This report rigorously breaks that definition down into specific operational components that span the people, process, and technology of revenue growth. There are six specific elements to a revenue operations model that growth leaders nee d to deploy to align their revenue teams, commercial assets, systems, and processes to continue growing revenues and customer lifetime value. 1. Commercial Leadership: This involves top down leadership to empower and endorse the transformation of the commerc ial model to unify sales, marketing, and service into one revenue team and become more accountable, data - driven, and customer focused. 2. Commercial Operations: This involves reconfiguring the operations that support growth to provide end - to - end coherent ma nagement of all human sellers, customer facing assets, enablement investments, and the customer journey. 3. Commercial Architecture: This includes redesigning and optimizing elements of the commercial architecture to maximize return on selling assets in term s of speed, visibility, productivity, and engagement at a lower cost to sell. 4. Commercial Insights : This involves turning customer engagement and seller activity data into commercial insights that create value and inform decisions, actions, and conversatio ns at the "moments that matter" in the human selling process.

5 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E 5. Commercial Effectiveness: This includes building capabilities that enable human selling and maximize the contribution of selling assets and investments to revenue and profit growth outcomes. 6. Co mmercial Asset Management: The strategic management of the data, technology, content, and IP assets to maximize utilization, impact, and return on investment. SIX ELEMENTS OF A REVENUE OPERATIONS MODEL The business practices underlying these six elements of the Revenue Operations model are detailed in greater depth in the 72 - point Revenue Operations Maturity Model in the Building and Enabling a 21 st Century Revenue Enablement Model report. But regardles s of vocabulary or definition, the need to better manage growth assets and get sales, marketing and customer support organizations working as one revenue team is an existential issue for every B2B organization. One that requires board level attention and t op down CEO leadership, and a willingness to change entrenched beliefs and management models supporting growth. Revenue operations is a board level issue for a simple reason - it directly impacts their primary fiduciary responsibility to protect and grow f irm value. This is because organic growth, and the commercial assets that create it, have become essential to value creation in every business. ● CEOs leading enterprises can generate significantly more revenue and profits from their revenue generating comme rcial assets – customer data, digital technology, digital channel infrastructure, customer relationship equity - because these assets are poorly managed, measured, and monetized in a 20 th century commercial model. ● Private Equity investors have put in place operating models and infrastructure to support accelerated growth at scale across their portfolio as a means to justify such high prices and deliver their LPs the returns they expect as average purchase price multiples reach historic hig hs (in excess of 13 times EBITDA). ● Boards are pushing their CEOs to pursue business model transformation to a cloud, subscription, or recurring revenue model. In response, they are aligning their sales, marketing and CX Teams around the customer to generat e the growth and net recurring revenues needed to make the successful transition without significant disruptions to cash flow and profit growth. ● Cloud businesses will need hyper growth in excess of 50% year on year with low levels of revenue leakage and cu stomer churn if they expect to meet the valuation expectations of the investors who provided their growth capital in a frothy market.

6 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E The goal of the Building and Enabling a 21 st Century Revenue Operations Model report is to provide boards, CEOs, and gro wth leaders (CXOs) a blueprint for maximizing the return on their growth assets and managing sales, marketing, and customer support resources as a single high performing revenue team. The blueprint will provide specific guidance to growth leaders on how to stairstep their organization to a more unified approach to managing commercial revenue teams, assets, and processes. It will also isolate the clear financial benefits of making those incremental changes from a revenue, margin and cost and val ue perspectiv e. Specifically, this 117 page analysis will teach readers: ● What Revenue Operations Is ● How Adopting a Revenue Operations Model Creates Value ● Why Revenue Operations Matters to the CEO ● How Revenue Operations Can Grow Revenues, Profits, And Value in Your Busi ness ● The Mega Trends Driving the Emergence of Revenue Operations as An Existential Business Issue ● The Six Elements of a Revenue Operations Model ● Steps Your Organization Can Take to Better Align Your Commercial Teams, Assets, Systems, And Processes. ● A 90 Day Plan to Stairstep Your Organization Towards Commercial Transformation The Building and Enabling a 21 st Century Revenue Operations Model analysis details a comprehensive 18 point Revenue Operations Maturity Model and a simple and intuiti ve benchmark assessment help your leadership quickly assess the state of your commercial transformation and identify the most financially viable way to “stairstep” your organization towards greater alignment of sales, marketing and CX teams, systems, and p rocesses. Transformation minded CEOs, CXOs, and Commercial Operations managers can learn more and get the full report at www.revenueenablement.com

7 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E THE REVENUE OPERATIONS MATURITY MODEL A CXO BLUEPRINT FOR ALIGNING SALES, MARKETING AND CUSTOMER SUCCESS TEAMS AND OPTIMIZING THE PERFORMANCE OF COMMERCIAL PROCESSES, OPERATIONS AND ASSETS DIMENSION DEFINITION CORE COMPETENCIES Top down leadership to empower and endorse the transformation of the commercial model to unify sales, marketing, and service into one revenue team and become more accountable, data - driven, and customer focused. 1.0 Accountability. Demand full accountability for return on enterprise selling resources, a ssets, and investments 2.0 Ownership. Establish a single point of decision - making for the enterprise revenue process, assets, and investments 3.0 Change Management. Provide top down leadership to empower the organization to transform the commercial model Reconfigure the operations that support growth and enable human sellers to provide coherent, end - to - end management of all customer facing employees, assets, infrastructure, investments, and the customer journey. 4.0 Common Purpose . Establish a common purpose across sales, marketing, and customer success teams 5.0 Organization. Establish cross functional organizational structures to support human selling across the enterprise 6.0 Commercial Process. Establish and manage a cross functional commercial process across the enterprise Redesign the commercial architecture to maximize return on selling assets by improving the speed, visibility, productivity, and engagement of front line selling teams and reducing cost to sell. 7.0 Go to Market Strategy. Redesign the go - to - market architecture to improve performance and engagement 8.0 Sales Force Design. Adjust the sales force design to improve performance, engagements, and costs 9.0 Sales Performance Management . Modify assignments, territories, and incentives to align resources and opportunity Turning customer engagement and seller activity data into commercial insights that create value and inform decisions, actions, and conversations at the "moments that matter" in the human selling process. 10.0 Data Driven Selling. Convert revenue data into prescriptive revenue intelligence that informs d ay - to - day decisions in real time 11.0 Key Performance Indicators. Establish fact - based reporting analytics, KPIs and dashboards of commercial performance 12.0 Predictive Selling Insights . Use analytics to create better predictions, parameters, and scenarios to inform investment, allocation, and emphasis Building a common core of commercial capabilities that enable human selling and maximize the contribution of selling assets and investments to revenue and profit growth outcomes. 13.0 Enablement and Engagement. Reconfigure the commercial technology infrastructure to better support revenue team enablement 14.0 Readiness and Development. Reconfigure the commercial technology infrastructure to better support readiness, training, and development 15.0 Revenue Enhancement . Deploy technologies to enhance the lead - to - cash cycle and capture more revenue, margin, and price realization The strategic management of the commercial data, technology, content, and IP assets to maximize utilization, impact, and return on investment. 16.0 Content Assets. Establish operational ownership, organization, and deployment of selling content and IP across functions 17.0 Data Assets. Establish a common architecture and owner to monetize customer data assets 18.0 Technology Assets. Establish centralized stewardship and reconfiguration of the commercial technology portfolio across functions

8 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E TABLE OF CONTENTS I. ABSTRACT: A MANAGEMENT SYSTEM FOR ALIGNING SALES, MARKETING AND CUSTOMER SUCCESS ...... .................... ...... 2 II. ABOUT THIS RESEARCH .................................................................................................................................................... ...... ........ 6 III. THE BUSINESS CASE FOR REVENUE OPERATION S 1. What is Revenue Operations? .............................................. ..... ................................................................................. . ............. 7 2. Six Keys to Aligning High Performing Revenue Teams and Maximizing the Return on Commercial Assets ...... .. ....... 10 3. The Revenue Operations Maturity Model ................................................................................................................. ....... ...... 14 4. How Revenue Operations Creates Value ...... .......................................................... .................................................... .. ...... 15 5. Why Revenue Operations Matters to the CEO ............................................................................................................ ........... 19 6. The Emerg ence of the CXO - a Leader with a Mandate to Unify Sales, Marketing and Customer Success ....... ... ...... 21 IV. HOW REVENUE OPERATIONS CAN GROW REVENUES, PROFITS AND VALUE IN YOUR BUSINESS 1. What This Means to Your Business ................................................................................. ...... ................................................... 2 5 2. What Your Organization Should Be Prioritizing ................................................... .... .............................................................. 2 7 3. Smart and Impactful Ways to Stairstep Your Organization to Commercial Transformation ... .. .................................. 3 1 V. SIX MEGA TRENDS DRIVING THE EMERGENCE OF REVENUE OPERATIONS 1. The Emergence of Ecosystems That Connect Technology Assets to Value .......................... ............ .... ........................... 3 2 2. The Pivot to Virtual Selling Channels Accelerates Change ..................................................................... ...... ...................... 3 5 3. Business Model Transformation Drives Greater Focus on the Customer .................................................................. 37 4. “New School” Buying Behavior Has Eclipsed “Old School” Selling ................................................................................. 39 5. Greater Accountability for Financial Returns on Growth Assets .................................................................................... 4 1 6. A Revolution in Advanced Sales Analytics Creates a New Basis for Growth and Value Creation .............................. 4 3 VI. HOW TO GET STARTED ON YOUR TRANSFORMATION 1. Making Revenue Operations a Reality by Stairstepping Your Way to Transformation ............................ ............... . .... 45 2. A 90 Day Action Plan ............................................................................................................................................................... 47 I. How to Conduct a Revenue Operations Maturity Assessment ................................................................................. 48 II. How to Create a Commercial Architecture Financial Impact Analysis ...................................................................... 49 III. How to Conduct a Commercial Technology Portfolio Review ................................................................................... 5 0 IV. How to Pilot Real Time Guidance and Coaching in 60 Days ....................................................................................... 5 1 APPENDIX: THE REVENUE OPERATIONS MATURITY MODEL VII. A BLUEPRINT FOR ENABLING HIGH PERFORMING REVENUE TEAMS ........................................................................... . .......... 5 3 1. Commercial Leadership: Leading Transformation and Change from The Top ..................................................................... 5 4 2. Commercial Operations: Aligning Sales, Marketing and Customer Success Operations and Teams ...... ............. ............ 6 1 3. Commercial Architecture: Redeploying to Improve Coverage, Control and Customer Experience at Lower Cost ....... 69 4. Commercial Insights: Turning Big Data into Actionable Insights That Create Value and Visibility in Real Time ............ 79 5. Commercial Enablement: Turni ng Technology into a Force Multiplier that Simplifies and Speeds Selling ................... 89 6. Commercial Asset Management: Greater Accountability and Financial Returns on Growth Assets ............................... 10 2 VIII. CITATIONS .......................................................................................................................................................................................... 11 3 IX. ABOUT THE REVENUE ENABLEMENT INSTITUTE ............................................................................................................................ 1 17

9 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E ABOUT THE RESEARCH This research initiative was led by the expert faculty of the Revenue Enablement Institute in collaboration with over 45 industry practitioners and experts. To define and execute this best - practice analysis, our faculty of leading academics, experts, and practitioners in the field of Revenue Enablement and sales mana gement has conducted interviews with 106 CEOs, growth leaders and sales effectiveness professionals and experts between January 2021 and June 2021. In parallel, our research team surveyed 622 sales professionals and evaluated the top 100 technologies that are converging to define and enable the 21 st Century Commercial Model. These experts lent their research and decades of practical experience and external validation to the recommendations about how organizations are transforming the operations that support revenue growth to get sales, marketing, and service organizations to work as one revenue team and make the selling process faster, more digital, data - driven, and measurable in the face of changing buying behavior and underperforming growth assets. The fac ulty contributing directly to this analysis include: Stephen Diorio , Executive Director of the Revenue Enablement Institute. Mr. Diorio is a leading authority on commercial transformation, sales and marketing performance measurement, virtual selling channels, and revenue enablement. He is the author of Beyond e: How Technology is Transforming Sales and Marketing Strategy. Howard Brown , Founder and CEO of ringDNA. Howard is an established authority in revenue science, enablement, and operati ons. For the last ten years he has been leading innovation in how AI can modify selling behavior and improve seller consistency, performance, and readiness. A trained clinical psychologist, Howard is at the vanguard of the technical and psychological advan ces in the science of revenue. Howard’s team at ringDNA is pioneering ways advanced analytics and AI can provide sales and service teams the coaching, guidance, skills, and customer empathy they need to excel. Greg Munster , Managing Director of Sales Transformation, the Revenue Enablement Institute. Greg is a leading authority in sales enablement and customer - centric go - to - market transformation. Greg has led numerous business transformation initiatives to drive revenue optimization and customer s uccess at industry leading global technology firms including Canonical, IBM, Lenovo, and Red Hat. Greg has over a decade of practical experience in the design, implementation and adoption of the sales technology portfolio including CRM, CPQ, Digital Asset Management and Learning Management within enterprises. Jeff McKittrick , Managing Director Digital Selling Platforms, the Revenue Enablement Institute. Jeff is a leading authority in revenue enablement with over 15 years of sales operations leadership experience building and implementing digital selling and sales enablement platforms at Cisco, Hitachi Vantara, and WalkMe. Jeff and his team at Hitachi Vantara won Sirius Decisions’ Program of the Year for Sales Operations for their work on crea ting the Digital Selling Platform. Leonard Ferrington , Managing Director, Summit Partners. Len has a 16 - year track record of successfully funding, guiding, and growing enterprise solutions that leverage advanced analytics, AI, intelligent business automation, e - learning and unified communications to grow revenues and build highly effective teams. He and his team at Summit Partners have focused expertise in solutions and innovations that can enable virtual selling as part of the 21 st Century Commercial Model and the new buying reality. Corey Torrence , Senior Managing Director, Blue Ridge Partners. Mr. Torrence is an authority on sales transformation and revenue operations. He has helped over 300 organizations unlock new growth by designing new organizational approaches, incentives, and systems to optimally reallocate sales time and resources to the best customers, markets, and territories. This steering committee was supported by contributions from academics and subject matter experts from the Revenue Enablement Faculty including David Edelman, Chris Hummel, Michael Smith, and Bruce Rogers and Professors David Reibstein, Leonard Lodish, and Raghu Iyengar of Wharton, and Bob Kelly the CEO of the Sales Management Society.

10 | ENABLING REVENUE OPERATIONS IN A 21 ST CENTURY COMMERCIAL MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E ABOUT THE REVENUE ENABLEMENT INSTITUTE The mission of the Revenue Enablement Institute is to educate and arm a new generation of growth leaders with the state - of - the - art management tools, skills, capabilities, and practices they will need to accelerate rev enue growth and adapt to the new buying reality. Our faculty of academics and experts are actively working with owners, CEOs, and their growth leadership teams to develop research, education, and management tools to help them transform sales, marketing, an d service systems into high performing growth teams. Our efforts focus on the five key enablers of profitable and sustainable growth. 1 . LEADERSHIP – Successful sales and marketing transformation will require new skills and leadership approaches. The ne xt generation of growth leaders must be coaches that find ways to get revenue teams to work together, and find better ways to use data, information, and technology as force multipliers. 2. TEAMWORK – Growth leaders will need new managerial architectures that break down organizational silos and foster teamwork across sales, marketing, and service at scale across the enterprise. Old hierarchical command and control approaches will be too slow, culturally toxic, and introduce too many points of leakage and failures as revenue opportunities move across functions. 3. COMMON INCENTIVES – Revenue teams can only succeed if they have a common purpose. Growth leaders must define a single scorecard for success that will give disparate sales, marketing, and custo mer success teams the incentives to work together to grow revenue and customer lifetime value. Hierarchical, functional, and waterfall metrics based on linear sales funnels and independent functional roles will fail to either foster teamwork or address cur rent customer behavior. 4. INSIGHTS – All customer - facing employees need a fully transparent, 360 - degree, real - time view of the entire buying journey if they are going to play like a team. Revenue teams must act on buying signals, location - based opportun ities, or churn triggers in service within minutes instead of hours or days. Sharing information horizontally across the enterprise to inform and supp ort teams from across geographies, business units, and market segments is now the key to growing revenues, profits, competitiveness and share price. 5. RETURN ON SELLING ASSETS – Revenue leaders must find ways to use technology as a force multiplier and team enabler if they expect to succeed by dramatically increasing historically low levels of salesperson p roductivity, technology adoption and return on selling assets – content, technology, data, and automation. To do so, they must find ways to use AI - driven sales tools and workflow automation to automatically enforce new sales methodologies into daily practi ces, input data into CRM profiles, and deploy all the expensive content, thought leadership, and playbooks created by marketing. We invite transformation minded CXOs, CMOs, CSOs and CEOs to participate in our research and education program so they can appl y what we learn to build higher performing revenue teams. You can learn more at www.revenueenablement.com BUILDING AND ENABLING A 21ST CENTURY REVENUE OPERATIONS MODEL