For today’s sales ops leaders, selecting and managing sales technology has become a critical aspect of the job. With the right technology in place, each piece in sync with the rest of the stack, sales ops teams are better equipped than ever to pinpoint and remove sales friction, steering their sales peers toward sustainable success.
At a time when sales leaders are expected to improve sales productivity without increasing headcount and, generally, do more with less, investing in the right sales ops technology has become exceedingly important.
But when it comes to sales ops technology, how can we make sure we have the essentials covered without going overboard and giving ourselves too much to manage? And, how can sales ops leaders ensure their technology stack is as advanced as it needs to be, yet simple enough that it gets used regularly, with demonstrable results?
If you’d been around salespeople as recently as the 1990s, you might have heard a top rep brag, “Just give me a phone and a roll of quarters, and I can make money.” Thirty years ago, having a silver tongue and access to the right people was about all it took. Companies invested in field reps with the style and skill to sell ice to Eskimos. Their tech stack consisted of a phone, a Rolodex and a company credit card.
Today, that’s all changed. A skillful and tenacious rep still makes a significant difference. But the competitive edge rests with one’s tech stack and all the insight and control it can provide. If you’re slow to adopt new technology, your goal attainment could drop 12% year-over-year. If your tech stack is up-to-date, however, your ability to achieve goals could rise as much as 11%.
New Ford CEO Jim Farley’s plan for the automaker includes a heavy dose of software and services for its commercial vehicle business as well as new consumer experiences to drive loyalty.
Ford, which is in the middle of a turnaround of its core business, is trying to navigate a shift to electric vehicles, autonomous vehicles as well as an industry that is increasingly more about software. Farley takes over for Jim Hackett, who streamlined the automaker over the last three years.
Farley outlined a series of leadership changes and a plan that includes “expanding its commercial vehicle business with a suite of software services that drive loyalty and recurring revenue streams” and “unleashing technology and software in ways that set Ford apart from competitors.”
In addition, Ford is looking to develop connected vehicles and create new businesses from the Argo AI self-driving system.
Managing Partner of North America operations at Liquidity Capital, providers of unsecured, non-recourse, no dilution growth capital.
Over the past decade, growth has defined success in the technology sector. The World Wide Web was introduced in 1991, the internet as we know it today, which eventually set off winner-take-all marketplaces and massive scale. By the 2000s, growth became the entrepreneurial mantra, and the birth of new tech giants, entirely new industries and sectors, online communities, commerce and speed of content has redefined how we work, live and play.
Many lessons in this new world order of fast-paced disruption have been learned over the past two decades. While no startup is created with an expiration date, few startups give enough attention to developing a business for the long haul. Growth is still a driving force but must be balanced with fundamental sustainability, a balanced ratio of growth to funding