I care about the customer. Whether they’re your customers, my clients, or my customers, I want everyone of them to have a good experience every time they pick up the phone to call the business, open a marketing email or visit a website.
That’s what keeps me going every morning. That’s why I’m excited in 2019 when I get the chance to launch HubSpot’s first ‘voice-of-the-customer’ group.
I gathered a group of enthusiasts, each more dedicated than the last one to improve the customer experience. We meet weekly, talk about our clients, pre-feedback analysis and weed digs to see where we can get rid of friction.
And then one day it hit us. The answers to most of our questions are not in more functional meetings, increased staff numbers, or more hours for support staff. The answers to our questions lie in our activities.
It is the responsibility of the operating teams to ensure that, everything do. If marketers have trouble segmenting contact lists, they’ll contact activities. If the salesperson’s automated emails are sent for the wrong purpose, activities will be tagged. If a service professional is unable to access a customer communication history, then those are rescuing operations again.
They are the ones who set up every customer-facing group to be successful. Therefore, they are the customer experience coordinator. However, most companies see activity as a reactive function with the sole purpose of frantically finding fixes as they arise.
It’s time for us as an industry to reimagine operations and transform these teams from reactive firefighters into active friction fighters. How can we do this? For Revenue Operations (RevOps).
I firmly believe that operational teams can fulfill their full potential only when they work together on a unified RevOps strategy and are equipped with the right tools to execute that strategy.
Today, HubSpot is leading the growing RevOps revolution with the launch of the Operations Center – a new product specifically designed to empower operating teams to play an influential role in helping their company delight customers on a large scale.
Because when a company scales, friction inevitably arises, and customer experience is often the first thing to suffer.
Three reasons why the customer experience often suffers as companies scale
There are very few companies out there that make a strong impression on me, I feel compelled to tweet about my experience, tell my friends or write a positive review. These days, customers like me wait Their interactions with every company are fast, convenient, and contextual.
As a company scales and begins to achieve exponential growth, the challenge of keeping up with customer expectations increases exponentially. There are three main reasons why:
1. More customers for support.
When a company is in startup mode, it will often keep pace with the growth of its customer base by increasing investment in its staff. As customer growth begins to outweigh the company’s ability to maintain a high standard of customer experience, the company will likely raise capital and hire new employees to support its growing demand. This works … for a while.
When the company is ready to scale – that is, to grow its business faster than its investments – it needs to support its growing customer base. Not available simply hire more staff and Not available to reduce the quality of the customer experience. To do this, it must innovate its approach to delight customers or risk losing trust in its user base – and its market share.
2. More tools to manage.
As a company grows, it will inevitably encounter new challenges. And in a world of more than 8,000 martech solutionsThere’s no shortage of tools that can be included to help solve the problem quickly. So often different groups apply different tools to help them solve different problems.
Over time, this approach results in a heap of cumbersome technology, takes a lot of time and energy to manage, leaving little to devote to the customer. What’s more, as the technology stacks are unnecessarily complex, customer-facing teams increasingly find it increasingly difficult to access reliable data, making it possible to deliver the kind of contextual experience customers expect. waiting is almost impossible.
3. More touch points to maintain.
As a company grows, it tends to focus on a handful of high-impact channels. For example, their initial social media marketing strategy might focus solely on Facebook and Twitter, and it might only accept customer queries over the phone.
However, as the company seeks to scale, it will add new channels to its marketing mix and provide customers with more ways to communicate. Soon, it will interact with its audience not only on Facebook, Twitter and over the phone but also on Instagram, LinkedIn, YouTube and via web chat 24/7.
To manage these myriad touchpoints, the company will need a new strategy to ensure that the quality of experience it offers customers when there are only a few channels in operation.
These three issues are a byproduct of scale. They are challenges for a company want to have… and settle. However, most businesses fell into a shortage. They naturally go back to methods that have helped them reach this critical point in their journey – many people continue to frantically hire employees long after it becomes sustainable, some in a hurry. add more tools to their tech arsenal without the infrastructure to make it all work together and others simply don’t monitor certain touch points, leaving customers not impressive.
Operators are uniquely positioned to help a company deal with challenges like these. But historically, companies in our industry have not realized the potential of their activity groups, trapping them in vaults and asking them to solve problems without tools. or the right team structure to do it effectively.
Switching from output functionality to customer participation
Operators are rarely among the first to be hired by the company. They tend to only get in when the system starts to go wrong and the friction between teams becomes intolerable. A company’s marketing leader can hire an operations expert on their team to help improve their lead scoring system, while their sales head hires operations. to do their own reports.
Not long after, there are many operations groups working in different part silos, often with different operating systems. In this setup, even each operator team does a particularly good job in counteracting conflicts in Parts of them, friction can still be rife Between their departments.
For example, sales teams may have difficulty accessing and understanding marketing team’s data, affecting their ability to personalize outreach based on potential customer recent engagement. power.
There is no team responsible for monitoring these critical contact points between these departments, leads will continue to receive impersonation emails, and the marketing team will continue to receive annoying messages from peers. Their sales business and the sales team will continue to fight for leads.
I call this a “out of function” perspective, in which each team facing the customer focuses only on the part of the customer experience for which they are directly responsible and each operator has a duty to support. their designated functions.
Instead, what companies need is a “customer engagement” perspective, where all teams work in sync, informed by the overall customer perspective, to deliver a unified experience. Operators have an important role to play in driving this change of opinion. But to be successful, they also need to be united.
How RevOps helps companies expand the customer experience
One of the most powerful things a company can do to expand its customer experience is to consolidate its functional professionals into a centralized revenue operations (RevOps) strategy.
When operational teams are agreed upon, they are not serving separate group goals, they are serving customers. They work with the same data, providing them with a single source of facts about what’s really going on with the customer at the overall level.
They collaborate on cross-functional processes that allow them to bridge gaps between groups where friction occurs. And perhaps most importantly, they work together to proactively identify the problems before They have the opportunity to influence the customer experience.
Companies that do not yet have a large number of operators in their ranks need not wait until they start adopting the “customer is in” attitude. If they haven’t hired an operator yet, they should consider making one a priority and giving them a meaningful voice on how to all Teams face to face customers working together, not just one.
They should also examine how their internal teams are set up in their current operating model, assess if the system they are using is contributing to the silos, and begin to imbue. bonding around customers.
After all, RevOps is not just the name of a team, it’s a philosophy to run a company – a philosophy that thrives when operating teams are equipped with the right tools.
Introduction to Operations Center
Today, with the launch of our Operations Center, we will provide operating teams with a set of tools that will enable them to take their rightful position at the forefront of customer experience and deliver the right for them to guide their company through the customer experience challenges that come with size.
With Activity Center, teams can synchronize data across their business applications in two directions and in real time, allowing them to manage a heap of technologies with ease, no matter how complex it is. how complicated.
They can implement automated workflows that keep their databases clean and up to date, helping them maintain a reliable view of customers, no matter how many contacts they manage. contact. And they can design sophisticated custom automation actions to deliver a deeply personalized and contextual experience for customers, no matter how large their customer base grows. .
Together, these tools free up working groups to conduct bold ambitious experiments, test big innovation ideas and launch groundbreaking new strategies, all to deliver. Special experience for customers. For so long, our industry has limited the potential of operational professionals. That changes today.
Back in 2019, I had a chance to launch HubSpot’s ‘voice of the customer’ group. That experience opened my eyes to the important role operations teams must play in expanding the customer experience.
In early 2021, I had the opportunity to form another team at HubSpot: the revenue operations team. With the Operations Center at hand and our operations professionals united as one, we take on a mission to enhance the role of operations teams not only at our company but across the industry. .
If you work in activities like I do, you have the right to be enjoyable. Where did you react, now you can take the initiative. Where you’ve been defeated, you can now sync with your active teammates. And where you’ve been one of the customer-facing groups you support, you can now be the coordinator of your company’s customer experience strategy.