If there’s a lynchpin that holds sales, finance and legal departments together, it’s got to be sales operations. Although being the lynchpin sometimes means being in a pressure cooker, because the flow of information through sales ops and across the enterprise can have such a big impact on a whole range of issues, including the length of sales cycles, retention rates, revenue recognition and compliance.
Every sales ops team aims to develop workflows and processes to connect and enable interactions between and across departments. The ones that stand out engineer ways to smooth and speed those interactions. They provide a bridge between data, insight and action. And they get and share timely and meaningful information with the people that need it, when they need it.
They know the value of this information. And they know it’s hiding in plain sight. The struggle is how to get it.
It should be simple but it’s not. What did the customer contract to buy? What have they paid for? Have minimum purchase requirements been met? What do we need to know about terms, exceptions, pricing or expirations to keep and grow this customer?
The answers to these questions are often found in documents scattered around the enterprise. It’s in various content management systems, in billing and payment systems, in contracts and amendments. Sometimes it’s in paper files, Excel spreadsheets and even somebody’s laptop.
Getting it all in one place is often in and of itself a huge win. The value and impact build from there by making it easy to get to and easy to navigate. And by building it around a self-service model, freeing up sales ops to focus on exceptions rather than standard and predictable requests.
Armed with the right information and means to get it, sales operations teams can grease the wheels and reduce a lot of the friction that otherwise slow enterprise sales.