2022
Customer Acquisition

and RevOps Team

Benchmarks© ALL RIGHTS RESERVED

revopsTable of Contents2022 
Customer Acquisition

2

Executive Summary3

Top 10 Takeaways

Findings

How Much Do AEs Contribute 27

to Pipeline and Revenue?

7

How Much Does Marketing  

28

and RevOps Team

Revenue Operations

Benchmarks

The Presence of Revenue Operations

8

Revenue Technology Investments

11

How Teams Align

14

Methodology

Revenue Team Alignment

15

Participant Profile

32

The Marketing & Sales Alignment  20

About Revenue.io, RevOps Squared,

35

Contribute to Pipeline and Revenue?

How Much Do ABX Programs  

Contribute to Pipeline and Revenue?

About the Research

Process

Demandbase, and TenboundPipeline Benchmarks

25

How Much Does Sales Development  

26

Contribute to Pipeline and Revenue?

© ALL RIGHTS RESERVED

29

30

3

Executive

Summary

As the cost to acquire customers continues to increase and conversion
rates continue to decrease, it’s never been more important to understandhow to win, keep and grow customers. This necessity has given rise to an
important movement in the last handful of years called Revenue
Operations. 

Revenue Operations is the convergence of marketing, sales and customer
service into a unified strategy and organization. It’s been picking up speed
among B2B companies, as leaders look to it as a solution to siloed
inefficiencies and as a way to boost productivity and growth.

It’s also become a necessity to meet customer expectations. According

to Salesforce, 78% of customers expect consistent interactions acrossdepartments, while 59% of customers say it generally feels like they’recommunicating with separate departments, not one company. Revenue
Operations is the only function that can address this disconnect.

Hand in hand with Revenue Operations, ABX (account-based experiences)
has gained favor for similar reasons, due to its emphasis on sales andmarketing alignment.

In order to measure how Revenue Operations and ABX have affectedsales organizations and company growth over the past year, Revenue.io,
Demandbase, and Tenbound in partnership with RevOps Squaredpresent the 2nd edition of the Customer Acquisition & RevOps
Benchmark Report.

© ALL RIGHTS RESERVEDEXECUTIVE SUMMARY

4

TOP 10 TAKEAWAYS

Top 10 Takeaways

1. RevOps Adoption is Growing
Nearly half (48%) of companies now have a RevOps function, up 15%
over last year. An additional 11% plan to adopt it in the next year.
Revenue Operations is known to impact revenue growth (13%),revenue productivity (21%) and Sales and Marketing alignment (21%),
making it a huge opportunity for a significant number of companies.

2. RevOps Implementationis Happening Early
The most common period in a company’s growth to start a RevOps
function is between $5M - $20M ARR, with the second most common
being $20M - $50M ARR.

© ALL RIGHTS RESERVED

3. Conversational Intelligence Seeing

Rapid Adoption
Adoption of Conversational Intelligence technology increased the mostof any software category, with 38% of companies reporting using CI
versus 25% the prior year. In addition, Conversational Intelligence isa planned investment for a further 17% of companies in 2022.

4. Regular Shared Analysis Is The Norm
54% of companies report having regularly scheduled “metrics

analysis and planning” sessions to identify top challenges and areasof improvement opportunity. Only 15% did not have any meetings
whatsoever, indicating that alignment among Sales and Marketing
teams is on the rise.

EXECUTIVE SUMMARY

TOP 10 TAKEAWAYS

5

Top 10 Takeaways

5. $500 Monthly Spend Per Rep

Common at $20M ARR

7. Just 10% of CROs Own Sales,

Marketing, and Success

Just 17% of companies with less than $2.5M in ARR invest more than$500 per month in Sales Tech for each SDR or AE. But once a company
hits $20M ARR, 39% of companies invest at least $500 per month.

46% of companies have a Chief Revenue Officer (CRO), and another 10%
of companies expect to add the role in the coming year. However, the title
doesn’t always correlate to stronger Revenue Operations, due to the wide
number of ways the role is interpreted. For example, just 10% of CROs are
responsible for Sales, Marketing and Customer Success.

6. CEOs Are Ushering in RevOps
23% of CEOs are responsible for Sales and Marketing alignment,
actually making them more likely than the Head of Revenue Operations(14%), Chief Marketing Officer (15%) or CRO (13%) to have alignment
duties. This may speak to the need for a high-powered executive witha mandate to enforce change.

© ALL RIGHTS RESERVED. Joint Revenue Team Meetings

Show Value
8

Many companies struggle with Sales and Marketing alignment,

but research reveals that a simple emphasis on meeting cadences

and joint action items could go a long way to improve alignment.

EXECUTIVE SUMMARY

TOP 10 TAKEAWAYS

Top 10 Takeaways

9. 30% SDR Contribution Yields Highest
Proportional ARR
Sales Development teams that contribute 30% of pipeline also see thegreatest contributions to new ARR, after which point there arediminishing returns – suggesting that 30% is the ideal benchmark
teams should aim for.

10. Marketing contributes less than

30% at half of companies
Marketing, as measured by inbound lead generation, is responsible forless than 30% of pipeline at 52% of companies and less than 30% of
New ARR in 56% of companies.

© ALL RIGHTS RESERVED

6

Findings

Revenue Operations© ALL RIGHTS RESERVED

revopsFINDINGSREVENUE OPERATIONS

8The Presence of Re enue Operations

REVENUE OPERATIONS FUNCTION PRESENCE

By 2025, 75% of the highe t growth companies in theworld will deploy a Reven e Operations (RevOps) model,
according to Gartner, Inc
How Common is Revenue O erations?

48%
11%

48%

41%

of comp nies have a Revenue Operations
function, which is a 15% increase yearover-yea from 2021
11%

of comp nies are planning to introduce
the funct on in the following year
Yes

© ALL RIGHTS RESERVED

No - Planned for 2022

No

FINDINGSREVENUE OPERATIONSWhat are its benefits?

9

REVENUE OPERATIONS BUSINESS IMPACT

This growth is not surprising when you consider the following benefits
that Revenue Operations offers:

Increased Revenue Growth

When a Revenue Operations function is introduced, 21% of companies
see both increased alignment and productivity (which often increases
operating margin as measured by revenue per employee), withanother 13% experiencing increased revenue growth. Sales andMarketing alignment also benefits, with 21% of companies seeing an
improvement in alignment between teams.

Since 41% of companies don't have a RevOps andaren't planning one for the next year, introducing it
early could give organizations a significant edge overtheir competitors.

13%

Increased Performance

15%

Increased Productivity

21%

Increased Alignment

21%

0%

© ALL RIGHTS RESERVED

5%

10%

15%

20%

25%

FINDINGS

10REVENUE OPERATIONSWhen Is Revenue Operations Most Commonly Introduced?
If a company is wondering when to introduce Revenue Operations, agood benchmark would be $5M, since that’s when the benefit of
Revenue Operations becomes most evident. 

The $5M - $20M ARR range represents the companies
that most often introduce a Revenue Operations
function - at 37% of the time. The next phase of growththat experiences the greatest introduction of Revenue
Operations is the $20M - $50M ARR range.

Although it’s never too late to introduce Revenue Operations into a
company, when you consider the previous finding, establishing a
RevOps function early can lead to outsized benefits down the road.

REVENUE OPERATIONS INTRODUCED
40%
37%

35%

30%
25%

25%

20%

15%
12%

12%
9%

10%

5%
2%

3%

0%
< $2.5M© ALL RIGHTS RESERVED

$2.5M

-$5M

$5M-

$20M

$20M-

$50M

$50M-

$100M

$100M-$250M$250M-$1B

FINDINGS

Revenue Technology Investments
What Revenue Technology Are Sales Teams Currently Investing In?

Conversational Intelligence increased the most thisyear, with 38% of companies reporting using
Conversational Intelligence – up from 25% in 2021.
Guided Selling Platforms also increased by 7%. 

Both Conversational Intelligence and Guided Selling tools have astrong focus on communication and can be used easily in a hybrid work
setting, which would suggest that the market is trending towards morehuman-oriented, flexible selling solutions that can adapt to multiple
environments.

According to Gartner, the two main pillars of a RevOps

tech stack are Conversational Intelligence and Activity

and Contact Capture. 

Source: What Makes RevOps Work? report from Gartner© ALL RIGHTS RESERVED

11

REVENUE OPERATIONSREVENUE TECHNOLOGY PRESENCE (CURRENT)

13%

Revenue Operations Platform
Sales Enablement

35%

Quote and Proposal

37%

ABM/ABX Platform

13%

Video Selling

24%

Guided Selling

17%

Conversational Intelligence

38%

Sales Intelligence

45%

Sales Engagement Platform

51%
0%

10%

20%

30%

40%

50%

60%

FINDINGSREVENUE OPERATIONSWhat Revenue Technology Are Sales Teams Looking To Buy Soon?

Companies who plan to invest in a Revenue Operations platform
doubled year-over-year, highlighting the growing recognition

of Revenue Operations as a critical function investment. 14% ofcompanies will be implementing Revenue Operations platforms in
2022, in additional to the 13% that already have a RevOps platform.

With 38% of companies already having adopted Conversational
Intelligence, 13% plan to adopt it as a new investment, suggestingthat the segment is more mature entering 2022. As Conversational

Intelligence evolves, companies are likely to demand more of theirsolutions, such as AI-driven insights to help their sellers make themost of the technology.

Sales Enablement tech is being evaluated by 16% of companies

in 2022, which is the same as it was last year. In light of the Great

Resignation that so many companies have weathered, this is

somewhat concerning. Almost 50% of companies have no formalized
and automated way to ensure new sales resources are enabled toramp quickly.

12

REVENUE TECHNOLOGY PRESENCE (PL ANNED - 2022)

Revenue Operations Platform

14%

Sales Enablement

16%
11%

Quote and Proposal

13%

ABM/ABX PlatformVideo Selling

14%

Guide Selling

14%

13%

Conversation Intelligence

14%

Sales Intelligence

13%

Sales Engagement Platform
0%

Those companies that are prepared to hire, quickly ramp andcontinuously evolve their sales resource competencies will bepositioned to win in 2022 and beyond.
© ALL RIGHTS RESERVED

2%

4%

6%

8%

10%

12%

14%

16%

18%

FINDINGS

13

REVENUE OPERATIONSWhich Companies Are Investing the Most in Revenue Technology?

Companies overall are investing more in revenue
technology year-over-year, with 30% of companies
investing more than $500 per month in revenue
technology per AE/SDR. This represents 11% morecompanies making this level of monthly investment

than previously.

In addition, 17% report spending more than $1,000 per month,which is more than double of the 7% that reported this level ofinvestment in 2021.

These investments in revenue technology appear to be correlated

to annual contract value (ACV) and company size, with company size
being the number one factor determining sales technology investment.

© ALL RIGHTS RESERVED

Revenue Technology Investment(MONTHLY FOR AE/SDR)
25%

20%

20%
17%
14%

15%

14%
11%

10%

11%

10%

5%
2%

0%
< $100

$100-

199

$200-

$299

$300-

$399

$400-

$499

$500-

$749

$750-

$999

> $1,000

Findings

How Teams Align© ALL RIGHTS RESERVED

FINDINGS

15

HOW TEAMS ALIGN

Revenue Team Alignment

CHIEF REVENUE OFFICER PRESENCE

Responsibility varies widely

Organizations that maintain focus on alignment achieve
up to 19% faster revenue growth, according to research by
SiriusDecisions (acquired by Forrester).
Some might assume that a Chief Revenue Officer role is someone whochampions the RevOps function across the organization, and therefore
holds responsibilities across all revenue-generating teams – from
Sales to Marketing, to Customer Success and Support. While 46% ofcompanies have a “Chief Revenue Officer” role in place and another
10% of companies plan to add the CRO role in 2022, this means lessthan one would expect.

Only 10% of companies have a CRO responsible for the go-to-market
functions of Marketing, Sales, and Customer Success. The CRO
handles both Sales and Customer Success in only 6% of companies,
and Sales and Marketing in 12% of companies.

© ALL RIGHTS RESERVED

44%

Planned for 2022

10%

Responsible for Marketing,

10%

Sales, and Customer SuccessResponsible for Sales

6%

and Customer SuccessResponsible for Sales

and Marketing

12%

Responsible for Sales only

18%
0%

5%

10% 15% 20% 25% 30% 35% 40% 45% 50%

FINDINGSHOW TEAMS ALIGN

For some, this may be a point of concern, especially if their CRO has

a mandate to manage the Revenue Operations function. If the Chief
Revenue Officer has a primary responsibility to align and integrate allrevenue team functions, then giving them only partial leadership of

the revenue-generating teams risks creating a lack of alignment
across the customer experience.

© ALL RIGHTS RESERVED

16

However, it’s also possible that the role of CRO is being
used more flexibly within organizations, while the CEO
or CMO manages alignment across teams – in whichcase the CRO’s lack of oversight across Sales,
Marketing, and Customer Success is less of a concern.
Overall, the term would benefit from a more clear-cut
definition across the industry.

FINDINGS

17

HOW TEAMS ALIGNHow Aligned Are Sales & Marketing Teams?

Alignment between Sales and Marketing teams hasremained fairly stagnant since the last edition of thisreport in 2021, with only a 2% increase in companies
who report that they’re “very aligned” and a 1%
decrease in companies who report that they’re“somewhat aligned.”

Meanwhile, 29% percent of companies report a neutral or negativealignment between Sales and Marketing.

This stagnation suggests that despite all the talk about Sales andMarketing alignment (to the point that it’s practically becomea buzzword), it remains difficult to execute.

SALES AND MARKETING ALIGNMENT
50%
43%

45%
40%
35%
30%

28%

25%
20%
15%

15%

9%

10%

5%

5%
0%
Very

Aligned© ALL RIGHTS RESERVED

Somewhat

AlignedNeutralSomewhat

Misaligned

Very

Misaligned

FINDINGSHOW TEAMS ALIGN

Who Owns Revenue and Pipeline Goals?

Revenue and pipeline goals are shared by Marketingand Sales in only 34% of companies. Another 30% has
Sales being the primary owner of both goals.

A primary driver to increase Sales and Marketing alignment is thepresence of common and shared goals, coupled with the presence of asingle executive responsible for both functions. Yet as we’ve seen, only
12% of companies have a Chief Revenue Officer who is responsible forboth Marketing and Sales. 

18

REVENUE AND PIPELINE GOAL OWNERSHIP
Sales revenue

and pipeline goals

30%

Sales revenue goal /Marketing owns pipeline goal

34%

Revenue and pipeline goals

equally owned by Sales

and Marketing

34%

Until the CEO drives the organizational integration to develop a cultureof an integrated Go-To-Market function, alignment and customer
experiences cannot be optimized.

27%© ALL RIGHTS RESERVED

28%

29%

30%

31%

32%

33%

34%

35%

FINDINGSHOW TEAMS ALIGN

Who is Responsible for Sales and Marketing Alignment?

The role of aligning Sales and Marketing teams mostoften falls to the CEO, who is responsible forcommunication between these revenue-generating
departments at 23% of companies. 

At another 21% of companies, no one in the C-suite is in charge ofSales and Marketing alignment, although it’s possible that anotherleadership role could be taking responsibility. After this group,

the next most likely person to steward this relationship is the CMO –interestingly representing a larger cohort than where the CRO

is responsible, at 13% of companies. 

This fragmented organizational approach to Marketing and Salesalignment speaks volumes to why alignment challenges continue.

19

PRIMARY ROLE - SALES & MARKETING ALIGNMENT
Head, Revenue Operations

14%

CSO

2%

15%

CMO

13%

CRO

COO

4%

President

8%

CEO

23%
0%

© ALL RIGHTS RESERVED

5%

10%

15%

20%

25%

FINDINGSHOW TEAMS ALIGN

The Marketing & Sales Alignment Process“Effective B2B demand generation relies on collaboration between

marketing and sales.

In this current environment with coronavirus-related business disruption
impacting businesses around the globe, this type of alignment is more important
than ever.”
Noah Elkin Vice President and Team Manager

Gartner for Sales© ALL RIGHTS RESERVED

20

FINDINGSHOW TEAMS ALIGNHow Often Do Sales and Marketing Meet?
54% of companies have a regularly scheduled meeting between Sales
and Marketing leaders to review pipeline and revenue performanceagainst plan, to identify and address challenges. Given that the
majority of Sales and Marketing teams operated in highly siloedenvironments just a few years ago, this 54% represents a significant
paradigm shift within the industry.

Another 29% of companies meet on an ad-hoc basis to review
performance and develop shared corrective actions. While this isbetter than not meeting at all, ad-hoc planning sessions can lead tomeeting only in “crisis” or “high stakes” environments – which does not
foster a long term, collaborative culture.

Yet 15% of companies report not having joint Marketing and Sales
meetings, which is highly correlated to the 14% of companies whoreport somewhat or very misaligned teams.

If your Sales and Marketing teams are not meetingon a regular basis, it would behoove you to get yourleadership in a room regularly.

© ALL RIGHTS RESERVED

21

MARKETING AND SALES JOINT METRICS REVIEWS MEETINGS

No

15%

Yes - Not regular and ad-hoc

29%

Yes - Regular and scheduled

54%

0%

10%

20%

30%

40%

50%

60%

FINDINGSHOW TEAMS ALIGNAre Action Items From Alignment Meetings Implemented?

22

MARKETING AND SALES METRICS REVIEW MEETING ACTIONSWhen leaders from both Sales and Marketing set aside time to speakwith each other, ideally they’ll come up with shared action items andfollow through on them. The good news is that, in 44% of companies,
this appears to be the case.

Meetings result in very

few actionable items

But for the rest, it’s no surprise that alignment continues to be achallenge for Marketing and Sales teams if action items are not being
implemented to course-correct identified issues.

Action items are usually not

implemented

Nominating someone to ensure action items are
documented and acted upon is a great best practice toeliminate those 57% percent of companies who reportthat action items are either never or only sometimes
completed.

3%

5%

Action items are sometimes

implemented

48%

Action items are usually

implemented

44%

0%

© ALL RIGHTS RESERVED

10%

20%

30%

40%

50%

60%

FINDINGS

23

HOW TEAMS ALIGN

How are Sales and Marketing Teams Using SLAs to Manage

Lead Quality?
A primary issue that causes friction between Marketing and Sales isthe quality of leads, but service level agreements, or SLAs, can help
both teams guarantee multiple aspects of lead quality. These canrange from lead and account scoring models to agreements on theattributes of a qualified opportunity.

Interestingly, we’re seeing a decrease in two types

of SLAs: The percentage of companies with a lead
response time SLA has decreased by 16% from lastyear, and lead scoring presence has decreased by 21%.

SERVICE LEVEL AGREEMENT PRESENCE
Lead Response Time

30%

Lead Scoring

30%

17%

Account Scoring

50%

Qualified Opportunities

36%

Qualified Accounts

56%

Qualified Leads
0%© ALL RIGHTS RESERVED

10%

20%

30%

40%

50%

60%

FINDINGSHOW TEAMS ALIGN

What Should Companies Do If They’re Struggling With Alignment?
While many tech companies suggest that their products can improve
Sales and Marketing alignment, the data would appear to show adifferent story. Certain tools can help - particularly those that give
Revenue teams the same view of their data, so that they can makedecisions with the same information - but before investing in these,leaders would be best served by making sure that their Sales andMarketing teams:© ALL RIGHTS RESERVED

24

1Have a regular meeting cadence

2

Follow through on action items that result from  

the meetings

3

Use SLAs wherever is practical

The good news is that all these tactics are free, and could help
companies greatly improve their alignment without the need foran up-front investment.

Findings

Pipeline Benchmarks© ALL RIGHTS RESERVED

FINDINGS

26

PIPELINE BENCHMARKS

35%

Sales
Development
Contribution(New ARR & Pipeline)

25%

New ARR

14%

15%

23%

21%

20%

20%

10%
Pipeline

31%

30%

16%

13%

9%

9%

14%

13%
10%

6%

5%
0%

2%
< 10%

11%-20%21%-30%31%-40%41%-50%

> 50%

Not

TrackedP e r c e n tag e P i p e l i n e /A R R C o n t r i b u t e d

How Much Does Sales Development Contributeto Pipeline and Revenue?

Sales Development has greater than 30% of pipeline
contribution in 49% of companies. They also contribute
greater than 30% of New ARR in 35% of companies. 

© ALL RIGHTS RESERVEDInterestingly, when we look at the relationship between pipeline and new
ARR, the sweet spot lies between 21% - 30% of pipeline, which correlates
to a higher percentage of New ARR delivered. Once companies increase
the percentage of pipeline delivered by Sales Development past the 30%
mark, the percentage of New ARR decreases.

Around 30%, it appears that pipeline quality is sacrificed for quantity.
Companies that reward their Sales Development teams for high-quality
leads instead of sheer volume will be setting their entire revenue
organization up for greater success.

FINDINGS

27

PIPELINE BENCHMARKS

25%

Direct Sales (AE)
Self-Directed
Contribution

20%(New ARR & Pipeline)

10%

15%

Pipeline

5%

New ARR

0%

23%
19%
14%

14%

18%

17%
15%

14%

15%

15%

15%
10%

8%
6%

< 10%

11%-20%21%-30%31%-40%41%-50%

> 50%

Not

TrackedP e r c e n tag e P i p e l i n e /A R R C o n t r i b u t e d

How Much Do AEs Contribute to Pipeline
and Revenue?

When direct sales (AEs) are responsible for delivering 21-30% of theirown pipeline (18% of the time), those same resources deliver 21-30%
of New ARR. Similar to the trends we’re seeing in Sales Development,
30% is the marker for diminishing returns.

After that point, as the percentage of pipeline driven by AEs goes up,
their contribution to New ARR goes down.

© ALL RIGHTS RESERVED

FINDINGS

30%

Marketing –Inbound Leads
Contribution(New ARR & Pipeline)

28

PIPELINE BENCHMARKS

27%

25%
20%

19%

20%

15%

13%

13%

13%
11%

10%
Pipeline

5%

New ARR

0%

18%

16%
10%
7%

< 10%

11%-20%21%-30%31%-40%

15%
12%

5%

41%-50%

> 50%

Not

TrackedP e r c e n tag e P i p e l i n e /A R R C o n t r i b u t e d

How Much Does Marketing Contributeto Pipeline and Revenue?
Most commonly, Marketing (as measured by inbound leadgeneration) is responsible for less than 30% of pipeline
and New ARR. Yet in 36% of companies, marketers areoutperforming their peers by bringing in greater than
30% of pipeline, and another 28% of marketing teams

are providing more than 30% of New ARR.

© ALL RIGHTS RESERVED

In general, any marketing team that’s performing above the 30%

mark for pipeline or revenue should be proud of themselves.

For those that find themselves below the 30% mark, they can takecomfort in the fact that they’re in good company. If they want toimprove their performance, measuring CAC Ratio for both Marketingand Sales Development is a best practice to optimize return on each
investment dollar.

FINDINGS

29

PIPELINE BENCHMARKS

40%

Account-Based
ProgramContribution(New ARR & Pipeline)
Pipeline
New ARR

35%

35%
30%
25%
20%

17%

15%

19%
13%

10%

11%

14%

15%
7%

9%

5%

9%
5%

7%

3%

0%
< 10%

11%-20%21%-30%31%-40%41%-50%P e r c e n tag e P i p e l i n e /A R R C o n t r i b u t e d

How Much Do ABX Programs Contribute to
Pipeline and Revenue?
Account-based programs are not being tracked tomeasure output in 35% - 36% of companies.  

© ALL RIGHTS RESERVED

36%

> 50%

Not

TrackedThis may suggest that over a ⅓ of companies don’t have an accountbased experience (ABX) strategy in place, although some portion of them simply may not have measuring and reporting for their existing

ABX programs.

Account-based programs must be co-owned by Sales and Marketingin a highly collaborative environment, so if a robust ABX program is inplace, it’s an indicator that the company has a cohesive revenue
strategy and they’re likely to see a higher win rate and higher ACV

as a result.

About the

Research© ALL RIGHTS RESERVEDAbout the
Research

31

Methodology

Revenue.io, Tenbound, Demandbase and RevOps Squared conducted
research throughout November and December, 2021 to benchmark
Customer Acquisition and Revenue team alignment.

Over 250 companies participated across a wide spectrum of company
size, annual contract value, industry segments and geographic location.
Participant profiles included C-level executives, Senior Vice
Presidents, Vice Presidents and Director-level roles.

One unique aspect of our research methodology and publishingprocess is that we analyze all benchmarks by company segmentation
attributes including company size, average contract value, industry
segment and primary funding source.  

This approach provides more granular and relevant insights into how

your company’s customer acquisition processes, funnel contribution,and organizational structure measures up.

© ALL RIGHTS RESERVEDABOUT THE RESEARCHPARTICIPANT PROFILE

32

30%
25%

PARTICIPANT

PROFILE( BY C O M PA N Y S I Z E )

26%

26%

24%

20%
15%
8%

10%
5%

5%
0%

< $5M

$5M-$20M$20M-$50M$50M-$100M

3%$100M-$250M$250M-$1B

> $1B

30%
25%

23%
20%

20%

PARTICIPANT

PROFILE15%( BY AC V )

10%

14%
10%
7%

5%

5%

5%
1%

0%
< $5M

© ALL RIGHTS RESERVED$1K-$5K$5K-$10K$10K-$25K$25K-$50K$50K-$100K$100K-$250K$250K-$1M> $1M

ABOUT THE RESEARCHPARTICIPANT PROFILE

33

PARTICIPANT PROFILE (BY DISTRIBUTION MODEL)
Channel/Partners

PARTICIPANT PROFILE (BY GTM MOTION)

9%

Online/eCommerce

3%

Product Led

39%

Inside Sales + Field Sales

73%

Sales Led

20%

Field Sales Only

29%

Inside Sales Only0%

© ALL RIGHTS RESERVED

27%

5%

10%

15%

20%

25% 30%35% 40%

45%

0%

10%

20%

30%

40%

50%

60%

70%

80%

ABOUT THE RESEARCHPARTICIPANT PROFILE

34

Participant PROFILE (BY DEPARTMENT)

Participant PROFILE (BY TITLE LEVEL)
G&A

3%
Finance1%

Customer Success

Individual Contributor

16%

5%

22%

Sales

46%

© ALL RIGHTS RESERVED

12%
Sr. Vice President

Marketing Operations

8%

4%
Sales

Development

C-levelMarketing10%

Revenue

Operations

9%

Manager17%

Director

27%

Vice President

20%

ABOUT THE RESEARCHABOUT REVENUE.IO, REVOPS SQUARED, DEMANDBASE, AND TENBOUND

Revenue.io powers high-performing teams with real-time guidance. By surfacing andrecommending what works best, Revenue.io enables hundreds of customers like HPE, Nutanix,
and AWS to deliver predictable results and optimize their entire revenue operation. 

Founded in 2013, Revenue.io is headquartered in Los Angeles and backed by venture funding
from Goldman Sachs, Bryant Stibel, and Palisades Capital. 

35

Tenbound helps B2B SaaS companies build their Sales and Talent Pipelines through research,advisory, and events. Tenbound has become the hub of the Sales Development industry, with athriving online research center, market map, tool directory, training and advisory programs, and
The Tenbound Sales Development Conferences held yearly virtually and around the world. 

Have questions about Tenbound?

→ Visit tenbound.com

Have questions about Revenue.io?

→ Get in touch with us here

→ Or visit revenue.io/role-sales-operations

RevOps Squared enables B2B SaaS executives to understand how their performance metrics
measure up against similar, like company benchmarks. The RevOps Squared benchmarking index
includes industry-standard metrics across key categories including Customer Acquisition,
Customer Retention, Customer Expansion, and Capital Efficiency.

Demandbase One provides data you need for a comprehensive understanding of your accounts,
decisioning capabilities to engage the right accounts with the right message at the right time, anddelivery capabilities to take action across multiple channels. Resulting in increased visibility, fast
ROI, and unlimited flexibility, even for the largest enterprises.

RevOps Squared provides branded benchmarking research programs enabling B2B marketers
to engage executive buyers in a continuously evolving, interactive content marketing asset. Using
the RevOps Squared Benchmarking platform, partners capture, calculate and present interactive
benchmarks establishing thought leadership in their target markets while generating qualified,engaged prospects.

Have questions about Demandbase One?

→ Visit demandbase.com

Have questions about RevOps Squared?

→ Visit revopssquared.com© ALL RIGHTS RESERVED

Thank You

To learn more about Revenue.io performance analytics,

visit Revenue.io to book a demo today.

Check out more free resources at revenue.io/sales-strategy© ALL RIGHTS RESERVED