RevAmp

A group of Boston-based go-to-market professionals met with RevAmp on Newbury Street to discuss critical topics shaping effective strategies. The conversations and interactions were quite lively! A big thank you to all our guests! Here are six insights from the gathering. 1. Embrace Constant Change and Evolution One of the primary themes of the discussion was the necessity of adapting to an ever-changing market. Executives acknowledge that remaining static is not an option. Markets evolve, customer needs shift, and new competitors emerge. To stay ahead of revenue goals, go-to-market strategies must be dynamic and flexible. 2. Expanding Your Ideal Customer Profile (ICP) for Growth Traditionally, businesses have had a loose view of their ICP. However, it is essential to expand and refine this view for growth. Understanding who is buying your product and what competitors you are losing to. By broadening the ICP, companies can tap into new markets and customer segments they previously overlooked. 3. Different Definitions of ICP Our discussion highlighted the varying definitions of ICP, ranging from broad to narrow. The ICP might be more expansive to showcase market potential when pitching to investors. Conversely, for sales teams, a narrower ICP might be more practical to effectively target specific ideal buyers. 4. Aligning ICP with Problem Solving A critical takeaway was the importance of aligning the ICP with the specific problems your product or solution solves. The ICP should be dynamic and reflect the use cases and outcomes desired by different customer segments. This alignment ensures the messaging resonates with potential buyers and addresses their unique pain points. 5. The Language of Value Crafting a compelling story and appropriate use cases is essential to capturing the interest of potential customers. Your narrative should be tailored to demonstrate how your product solves their problems. This involves communicating your product's benefits and value proposition to existing customers and prospects. Recognizing why customers are leaving and addressing those issues proactively is equally essential. 6. Addressing the Readiness of Prospects A significant point of discussion was the importance of disqualifying leads early in the sales process. Half of a business's effort often goes towards prospects who are not ready to buy. By refining the lead qualification process and focusing on educating and nurturing prospects, companies can ensure that they are engaging with leads who are more likely to convert. Thank you for sharing your expertise and experiences. Your insights underscore the importance of adaptability, a well-defined and flexible ICP, compelling storytelling, and early lead qualification in crafting effective go-to-market strategies. By focusing on these areas, go-to-market leaders can drive growth, enhance customer retention, and improve overall market effectiveness. It's that easy! 🤣

This 👏 lineup 👏 though 👏 And that's a wrap on RevGenius Demo Day 2! We wanted to take a moment to thank the other brands who presented alongside us today, cause seriously, you all absolutely crushed it. 💪 OpenGTM Seam AI Replicate Labs Fathom - AI Meeting Assistant Walnut Docket Inc A huge thanks to the entire RevGenius team for facilitating an awesome 2-day event. ✌️

Hey there #Boston area B2B #RevOps Leaders! We're hosting a small gathering. Here are the deets... 🤝 Boston B2B RevOps Meet-Up 📅 Tuesday, 5/21. 4-7pm EDT 🚀 “RevOps Strategies for Scaling Tech Businesses” 🌐 h t t p s : / / l u . m a / z v z c g t u g << Link to more info in 1st comment >> An evening of conversation & collaboration. - Optimizing B2B revenue growth and ops efficiency - Breaking down the Silos across Data, KPIs, and Teams - Monitoring and analysis across the GTM bowtie Hors d’oeuvres & refreshments. 🍺🍷🍸 Newbury Street - location shared with verified attendees. 🏦 #marketingoperations #salesoperations #revenueoperations

⚡️ Introducing The RevOps Playbook: Top B2B SaaS Metrics A series uncovering key metrics & why they matter. Today we're focusing on KPI 1 - MRR & ARR Companies with a subscription model are valued at 8x that of a comparable business with little recurring revenue, principally speaking. For those in GTM Leadership or Revenue Operations, it's essential to understand the metrics that stand at the center of this model: - Monthly Recurring Revenue (MRR) + - Annual Recurring Revenue (ARR) 📣 They offer a clear view of income that can be expected regularly, essential for managing cash flow, budgeting, and planning. They're also used to assess a company's financial health and growth trajectory. 📌 To calculate MRR and ARR, you should capture the following data in your CRM: - Total Contract Value (TCV): Establish the total recurring value the contract is worth over the entire term. TCV should include any variable or usage-based fees if they are predictable and recur monthly. Mark Roberge recently shared helpful insights on the Topline podcast on thinking about usage-based pricing in a recurring model. - Contract Lengths: Identify the duration of the contract in months. For example, a contract might last 18 months. - Active Customers: The total count of active customers for each subscription type or tier. - Subscription Type: You should have these numbers by different pricing tiers or plans. ✏️ Customer MRR = TCV ÷ Contract Term Length (months) ✏️ Customer ARR = MRR x 12 Next, you'll take the Customer MRR and ARR amounts for each active customer. Summarize the total for each active customer to get the company's recurring revenue number. MRR = ∑ (Active Customer MRR) ARR = ∑ (Active Customer ARR) You can then cut these totals by Subscription type. Strong revenue operations mean that Finance and GTM leadership have the same ARR and MRR metrics. GTM leadership should understand what drives these metrics. 🧐 Next week we'll uncover KPI 2 - Customer Lifetime Value

1 week count down 🙌 Check out our product & Lindsey Meyl 💚 live at the RevGenius Demo Day. May 16th | 11am EST See you there 😎

Real talk - reaching your actual Ideal Buyer means your entire GTM org is spending their time on the right revenue-generating activities. So why is this often not the case? Outdated, static, and siloed strategies. What do we mean by Ideal Buyer? How can you use technology to hone in on your top performing segments? More on the RevOpsolutely Substack 🙌

This question keeps coming up and answers are all over the board. 🫣 Tell us where you stand ⤵️

🤷♀️ What the heck is a “SIGNAL?” 🤷♂️ Seems like everyone is talking about signals!! But in different ways. And meaning different things. We have thoughts on this. But we’d like to hear your ideas. ❔ What does “signal” mean to you? ❔ What’s not a signal? #startups #revops #CRO

“I had two choices. I could continue complaining about the data limitations we face in revenue operations, or I could do something about it.” RevAmp Co-Founder, Lindsey Meyl 💚, sat down with Jon Suarez-Davis (jsd) to share insights on: ⭐️ Her co-founding journey ⭐️ The challenges within revenue operations ⭐️ Intersections between motherhood and entrepreneurship ⭐️ Advice to mothers considering significant career changes Check out the full interview:

Room full of 50 GTM leaders + Thoughtful small group discussions + Gorgeous SF weather/delish cheeseburger sliders = Our recipe for an inspiring evening A huge thank you to all who attended our first event at super{set}'s new office! We look forward to more 💚