Changes in the business environment have led many B2B companies to adopt new approaches for managing their revenue generating activities. While the specific approaches vary, they all arise from the recognition that consistent organic revenue growth results from a combination of related activities. Therefore, it's important to treat such activities as components of a larger revenue generation process that must be managed holistically.
The need for a better approach to managing revenue generation and growth has been driven by the convergence of several factors, including:
- The growing power and independence of business buyers enabled by an abundance of easily-accessible information
- The need to provide outstanding experiences at every touchpoint across the entire customer lifecycle
- The growing use of "as-a service" and other types of subscription-based (or subscription-like) business models
- Virtual Alignment - Companies using this model do not have a formal RevOps structure or a dedicated RevOps team. In this model, individuals from each operations team (marketing, sales, customer success) agree to work with each other on a cooperative basis. SiriusDecisions called this model a "coalition of the willing."
- Hybrid - This is a "somewhat centralized" model of RevOps. Companies using this model have at least two operations functions that report to a RevOps leader, while their other operations functions still report to their departmental leader.
- Centralized - This is the most formal structure for a RevOps function. Companies using this model have s designated revenue operations leader in place, and some also have a dedicated RevOps team.