NEVER GIVE UP: How to champion the RevOps tools you want and need

Sellers are always looking for a champion in their deals, the person who believes in the product and its impact on their business. Oftentimes, that champion sits in the RevOps org. If this person is you, join our speakers, Laura Fu, Revenue Operations & Productivity at Olo, and Prakash Raina, Co-founder at Subskribe, as they share how to successfully champion the RevOps tools you want and need.

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“The job of the champion is to sell internally.” - Laura Fu

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RevOps professionals frequently serve as champions for new products and solutions. If this is you, then you truly believe that your vendor of choice will improve your processes, save your team time, and increase revenue. Our expert speakers are here to share their advice on how to be a good champion, build a business case, take care of your stakeholders, and more.

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What makes a good champion?

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“As a champion you are going to have to knock down doors and ruffle some feathers. So the product has to be worth it.” - Laura Fu

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A successful champion needs to have some amount of power and influence over the decision making process. This includes having access to the economic buyer, whether that’s procurement or, especially in this economy, the CFO. You also need to be involved in the entire buying process, such as:

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• Understanding the costs and benefits
• Taking care of stakeholders
• Understanding the buying and paper processes
• Knowing the competition
• Collaborating with vendors
• Gathering the internal resources to see a project through to value realization

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Build a business case

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Start with the business impact of your solution to your organization. Is it strategic? Commercial? Operational? Efficiency gains are hard to sell, so if your case includes freeing up time for your RevOps team, connect it to something more concrete, like business growth. Don’t forget to address the opportunity cost of not making a change. Doing nothing is often your biggest competition.

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Take care of your stakeholders

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“You need to show the vision that you have and how it will help each stakeholder.” - Prakash Raina

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In any deal, you’ll have multiple stakeholders so understand what these people care about and bring them along throughout the buying cycle. Each stakeholder will have their own use case and business driver that you need to understand. This will raise your credibility in the deal and in your organization.

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Know your buying process

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“If this is the first time you’re purchasing something within the company, the knowledge about the processes your company uses to buy a new tool is really important.” - Prakash Raina

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The buying process will make or break your deal. Study how it works at your company so you can answer any questions internally and from your vendor. Find out if the decision to buy is made by a specific leader or even a committee. If it’s a committee, who are all the people that need to say yes? 

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The person who signs on the dotted line might not be the budget owner so find out who you need to ask for approvals well before busy times, like end of quarter. Otherwise, you may not reach them in time to get a deal over the line.

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You’re the quarterback of your deal

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Being an internal champion means that you’re the quarterback of your deal. Know your stakeholders, build your influence, and study your buying process. By keeping everyone in the loop, all the way through implementation, you increase your chances of securing your vendor of choice. 

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