The Revenue Operations Maturity Model

THE REVENUE OPERATIONS MATURITY MODEL COPYRIGHT © REVENUE ENABLEMENT INSTITUT E THE REVENUE OPERATIONS MATURITY MODEL A C XO 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 l eadership 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 retu rn on enterprise selling resources, assets, and investments 2.0 Ownership. Establish a single point of decision - making for the enterprise revenue process, assets, investments 3.0 Change Management. Provide top down leadership to empower the organizat ion 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, engagement of front line selling teams and reducing lower cost to sell. 7.0 Go to Market Strategy. Redesign the go - to - market architecture to improve perform ance and engagement 8.0 Sales Force Design. Adjust the sales force design to improve performance, engagements, and costs 9.0 Sales Performance Managem ent . Modify assignments, territories, and incentives to align resources and opportunity Turning customer engagement and seller activity data into commercial insights that creates value and inform decisions, actions, and conversations at the "moments tha t matter" in the human selling process. 10.0 Data Driven Selling. Convert revenue data into prescriptive revenue intelligence that informs day - to - day decisions in real time 11.0 Key Performance Indicators. Establish fact - based reporting analytics, KPI a nd 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 ena ble 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, an d 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 se lling content and IP ac ross 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