In a recent WorldatWork article, SalesGlobe executives Mark Donnolo and Collette Parker ask a very astute question: Is Sales Operations a Revenue Driver or a Dumping Ground?
Citing the inconsistent function of this group across a wide range of business models, the two come to a conclusion; while sales ops can become a catch-all of activities in some firms –and indeed it has in those that are less focused—in high performing companies, sales ops has actually become a strategic function. And, sales ops has the potential to impact not just the revenue side but HR and marketing growth agendas as well.
A properly prepared sales ops team is well positioned to leverage their insight, their individual business acumen, along with, any and all support tools—like expertly delivered sales contests and recognition programs—to help the Chief Sales Officer (CSO) generate high profitable growth across the spectrum of customer facing personnel.
The article says that one of the best practices for high performing sales ops teams is to start by defining their role in accordance with the company’s broader mission. As stated in Madison’s most recent Performance Perspectives, the best sales ops teams are already using technology to focus sales and support personnel on sales behaviors that not only generate revenue, but reinforce the value of the brand in the process. This is how they help their CSOs (and other business leaders) juggle short-term corporate demands, while also inspiring reps to outperform rivals in every conceivable way.
So back to the question: Is Sales Operations a Revenue Driver or a Dumping Ground? I think a big part of the question depends on who they partner with and the ones who work with Madison already know the answer.