While catching up on revenue operations (RevOps) news, I came across the phrase “compassionate optimization” which struck me as strange... until I read its definition. It stands for being respectful of your customers while optimizing the customer lifecycle, according to Jenn Deering Davis, cofounder and head of marketing at Gradient Works. Incidentally, we had the privilege of hearing Jenn on March 19 in our Revenue Operations club on Clubhouse.
As we all know, improving conversion rates is important. However, some companies push it too far, cluttering their home pages with too many calls to action (CTAs), for instance, or letting sales teams think in terms of leads rather than accounts.
“Optimization is good, but compassionate optimization is better,” says Jenn in her blog post, “The Link Between Revenue Operations and Customer Experience” Overoptimizing your funnel could confuse customers or even frustrate and irritate them.
To avoid this, RevOps teams need to make sure that customers come first with an accounts-level approach. They need to structure all customer handoffs and sales motions so that they go clearly and smoothly. When reviewing your website, you should think of what customers would want to do and ensure that your CTAs don’t conflict.
Position your RevOps team “to make big impacts on how every prospect and customer perceive your company.” In other words, as Jenn put it, “use your powers for good.
Companies should allow all teams in a company to have a voice in the customer experience – from awareness to acquisition and from retention to advocacy. RevOps, marketing, and product teams as well as multiple other stakeholders would have input into smoothing customer touchpoints. However, an editor-in-chief is also necessary, according to Jenn, someone who can influence teams across the organization and “think horizontally and holistically.”
Job titles for this role range from a founder or chief executive officer (CEO) for a small company to the vice president of customer experience or chief customer officer for an enterprise. This editor-in-chief would ensure a high-quality, consistent, seamless customer experience throughout the customer journey, making sure that “your company is speaking with one voice.”
Having an editor-in-chief is even more critical when scaling. For example, Jenn cited the usefulness of her editor-in-chief role at Union Metrics, where she was also a cofounder. She was able to impact teams such as customer success, marketing, product development, and sales as well as influence organizational culture and policies for human resources.
More consistent messaging, improved team alignment, and fewer disruptions in the customer lifecycle are just a few of the benefits of appointing an editor-in-chief of your firm’s customer experience. Designating one person to be the tie-breaker and decision-maker will enable your company to “speak with one voice.”
As RevOps teams become more visible and their value is recognized, I’ll look for more evidence of how compassionate optimization and the editor-in-chief leadership model improve the customer experience.