• Technology profusion. 20 years ago, if we counted all of the marketing, sales, and customer success technologies, there would be 300 or less at best. Today, there is no marketing, sales, or customer success process that does not rely on technology. Effective management of that technology can give a company a competitive edge; ineffective management and leadership of technology initiatives is a weakness.
  • Lack of focus. Because operations teams roll up to department heads that need to split their attention between operations and their core departmental responsibilities, operational technology and strategy often do not get the focus and prioritization they deserve. Compounding this issue is the fact that department heads frequently lack the expertise they need to effectively drive that strategy. For example, most VPs of marketing don’t hold subject matter understanding of data normalization, or the difference between an API and web services.

How we engage with prospects and customers has changed too.

  • Subscription and SaaS. The shift to subscription and SaaS business models means what happens after a sale is equally as important as the initial sale. This has spurred a focus on increasing renewal rates and reducing churn, as well as the realization that touchpoints from marketing, sales, and customer success need to be choreographed.
  • Account-based marketing (ABM). ABM requires a unified operational back end to scale and deliver its full value. When organizations move forward with ABM without aligning their marketing, sales, and customer applications and processes, friction emerges between the GTM teams and operations.