The Total Economic Impact™ Of Outreach

Productivity Lift Across The Revenue Organization

Evidence and data. According to Forrester research, revenue orchestration platforms automate routine tasks and enhance decision-making and execution, minimizing friction and manual effort for sellers across the funnel.³

Interviewees reported that Outreach reduced the time sales, customer success, and professional services teams spent on administrative and manual outreach activities to improve productivity across the revenue organization. Prior to Outreach, users relied on manual processes to manage prospect and customer communications, update records, conduct research, and prepare meeting notes, limiting the time available for customer-facing work. By standardizing communications through templates and automated workflows, centralizing activity tracking and reporting, and leveraging capabilities such as conversational intelligence, AI-powered guidance, and sales engagement automation, Outreach streamlined day-to-day activities and reduced manual effort for the interviewees’ organizations. Interviewees reported that users were able to spend more time engaging customers and advancing revenue-generating activities while improving consistency and effectiveness across outreach motions.

Interviewees shared that most measurable value today comes from workflow standardization, automation, execution consistency, and visibility. Interviewees also reported early success with AI and agentic capabilities, which represent a source of future value as adoption matures.

• The chief customer officer at a software organization said, “I would estimate 40% time savings for a rep in a day on admin activities [like] making sure everything is tracked, making sure they touched every customer, and trying to find the relevant content based on the customer.”
  The same interviewee continued, discussing customer success managers (CSMs) and the benefits they experienced from Outreach: “Everything I shared on the sales side absolutely applies on the CSM side and more because CSMs do a lot more communication. Sometimes communication is about adoption, sometimes it’s escalation, sometimes it’s usage. There’s no way we can touch every customer. It’s helped us really set up our digital touch motion for our scaled organization. This has been hugely beneficial. Kaia is also ingrained in everybody’s KPIs and OKRs [objectives and key results]. We listen to recordings and look at the keyword output. Based on that, we’ve built individual enablement plans. The workload was so off balance that we spent 70% or 80% on manual activity, and 20% with our customers. We flipped it the other way.”
  Finally, the chief customer officer concluded with a discussion of the benefits experienced by professional services: “My whole professional services team sits in Outreach. We used to send manual emails to our customers to schedule trainings or ask about objectives and goals. We’ve templated and automated this. I would say about 30% of time savings in their day-to-day.”

• The senior director of sales, processes, and applications at a telecom organization shared that in a small sample conducted over two months, their users were able to save about 3 minutes per email communication when leveraging Kaia-generated meeting summaries, call insights, and follow-up support. They said: “We’ve got a big push to look at AI this year. We’re looking at conversational intelligence through a pilot. It drives seller efficiency when meeting with their customers. It’s taking more robust notes.”
  This same interviewee also mentioned the dialer, stating: “Sellers like the dialer to reference back to their calls. There are also email efficiencies. Our sellers get asked some common questions, and [with Outreach], they can quickly drag and drop snippets we’ve created into an email, so they don’t constantly have to look up information all the time. That’s a big time-saver.”

• The head of global GTM at a software organization explained Outreach user count has grown at their organization from an initial rollout of 1,000 users to 7,000 users. They said: “Outreach has been good at going above and beyond into integrations which are not out of the box. They give a lot of emphasis and effort to any and every tool that we’ve asked them to integrate with. And in some cases, we are working with them right from the development stage.”
  The interviewee also noted the impact on reporting: “There is a high degree of impact on reporting analytics because everything now comes straight out of the system. In the past, it never made it to the CRM. We’re really able to get that going now.”
  The head of global GTM also noted: “I would say SDRs spend about 30% of their time on research. I would argue 5 hours of per SDR reduction in manual data management on a weekly basis. That is phenomenal.”

• The head of revenue operations at an industrial tech organization said: “The agent work [is starting] to surface [revenue] context [and engagement signals] that [helps sellers identify next actions faster]. This is to be further verified in an extended pilot. The first strategy is to support the existing workflows that reps feel comfortable using.”

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• There are 90 SDRs using Outreach who dedicated 30% of their time to admin activities in the prior environment.

• There are 210 sales reps using Outreach who dedicated 30% of their time to admin activities in the prior environment.

• There are 90 customer success professionals using Outreach who dedicated 50% of their time to admin activities in the prior environment.

• There are 90 professional services professionals using Outreach who dedicated 40% of their time to admin activities in the prior environment.

• With Outreach, these users gain a 20% productivity lift in Year 1, 22% in Year 2, and 25% in Year 3.

• The average fully burdened annual salary across the revenue organization is $100,000.

• Fifty percent of the recaptured work is spent on productive activities.

• While individual interviewees reported productivity gains ranging from 30% to 40% in specific functions, Forrester applied a lower blended productivity assumption across all user populations to account for uneven adoption, differences in workflows, and variability in realized value.

Risks. The scale of this benefit may vary from organization to organization based on:

• The number of Outreach users and their associated time dedicated to admin activities.

• The extent to which Outreach users adopt the full platform capabilities.

• Salaries across the revenue organization.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $4.2 million.

Profit Increase From Sales Effectiveness

Evidence and data. Forrester research has found that revenue orchestration platforms enable organizations to consistently execute revenue strategy at scale, moving beyond isolated tools to increase seller productivity and ensure timely, relevant, and coordinated customer engagement.⁴

Interviewees explained that Outreach increased sales effectiveness by improving engagement rates, driving more meetings and opportunities, and accelerating pipeline generation. Prior to Outreach, interviewees’ organizations struggled with inconsistent and untimely outreach that limited prospect engagement and sales conversion. By standardizing best practice sales motions through curated sequences, automating follow-up activities, and enabling more targeted and timely customer interactions, Outreach helped their sales teams execute more effective revenue workflows at scale.

• The chief customer officer at a software organization estimated a 10% increase in response rates with Outreach: “We’ve definitely increased the number of meetings, customer engagements, and response rate from our customers. We’ve now been able to contact intentionally and in a timely manner.”

• The head of revenue operations at an industrial technology organization said: “What we see is that if you apply globally curated sequences, we get more meetings booked [and] more opportunities created. It creates a bigger impact [within the sales funnel].” Based on a proof of concept with Amplify, they shared that their organization experienced an 11% reply rate, two meetings booked from 84 AI-driven emails, an estimated 76% open rate and 28% click rate on targeted sequences, and a 100% positive reply rate in targeted sequences.

• The senior director of sales, processes, and applications at a telecom organization said: “Revenue is higher when Outreach is used. We’re looking at meetings booked and held.” They shared a 28% increase in meetings booked and an increase in opportunities won attributed to sequences up 3.5% with the usage of Outreach.

• The global head of GTM at a software organization said: “The primary KPI we track is pipeline generation. There was a 44% to 45% increase in pipeline generation within the first quarter of implementation of Outreach.”

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• Forrester modeled sales effectiveness and sales efficiency as separate sources of value. Sales effectiveness reflects improvements in conversion rates achieved through more consistent execution, better sequencing, stronger follow-up discipline, and improved coaching outcomes. To avoid double counting, the effectiveness model assumes the same prospect volume before and after Outreach and measures only conversion-rate improvements.
  While both benefits originate from Outreach usage, they reflect different economic mechanisms. Sales effectiveness captures improvements in conversion performance for existing prospecting activity.

• There are 300 salespeople using Outreach, of whom 30% are SDRs.

• Each SDR contacts 3,000 prospects annually.

• In the prior environment, the prospect response rate was 10%, the response rate to meeting booked was 40%, the meeting booked to sales accepted lead was 45%, and the sales accepted lead to opportunity won was 22%.

• With Outreach, the prospect response rate increases to 10.5% in Year 1, 10.6% in Year 2, and 10.7% in Year 3.

• The response rate to meeting booked increases to 44% in Year 1, 44.4% in Year 2, and 44.8% in Year 3.

• The meeting booked to sales accepted lead increases to 54% in Year 1, 54.9% in Year 2, and 56% in Year 3.

• The sales accepted lead to opportunity won increases to 22.2% in Year 1, 22.3% in Year 2, and 22.4% in Year 3.

• The average deal size is $100,000 and the profit margin is 12%.

• Forrester intentionally modelled improvements in individual funnel conversion rates. However, because these gains occur across multiple stages of a high-volume sales funnel, their impact compounds over time. Applied across 270,000 annual prospect interactions, even modest improvements in response rates, meeting conversion, qualification, and win rates can generate a significant increase in opportunities won and associated profit.

Risks. The scale of this benefit may vary from organization to organization based on:

• The number of SDRs using Outreach and the number of prospects each contacts in a year.

• The sales funnel conversion rates prior to Outreach.

• The extent to which Outreach is used for both prospecting and managing deals.

• The average deal size and profit margin.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $12.4 million.

Profit Increase From Sales Efficiency

Evidence and data. Interviewees explained that in addition to improving conversion rates across the sales funnel, Outreach caused the number of prospects contacted in a given year to increase. As administrative activities were automated with Outreach, SDRs gained increased capacity for their daily selling activities.

• The senior director of sales, processes, and applications at a telecom organization shared that their organization saw a 6.2% increase in prospects contacted when assessing the usage of Outreach over a six-month period: “Our BDR [business development representative] team is especially bought into Outreach. It has helped them quickly engage their prospects. The BDR leader used Outreach at a prior company and held his reps accountable. I can’t imagine that they would be as efficient as they are now if they didn’t have Outreach available.”

• The global head of GTM at a software organization said: “We’ve been able to grow our corporate midmarket business over the last three years at a significantly higher growth rate than our enterprise business. A lot of that has to do with the fact that we are relying on two channels for pipeline. One is SDRs and the other is marketing. The results have had a strong impact from the rollout of Outreach.”

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• Forrester modeled sales effectiveness and sales efficiency as separate sources of value. Sales efficiency reflects the additional prospecting capacity created through workflow automation and reduced administrative effort. To avoid double counting, the efficiency model captures the incremental revenue generated from additional prospect volume enabled by reclaimed selling time.
  While both benefits originate from Outreach usage, they reflect different economic mechanisms. Sales efficiency captures incremental pipeline generated from additional prospecting capacity created through automation.

• With Outreach, the number of prospects contacted increases 5% in Year 1, 6% in Year 2, and 7% in Year 3.

• With Outreach, the prospect response rate is 10.5% in Year 1, 10.6% in Year 2, and 10.7% in Year 3.

• The response rate to meeting booked is 44% in Year 1, 44.4% in Year 2, and 44.8% in Year 3.

• The meeting booked to sales accepted lead is 54% in Year 1, 54.9% in Year 2, and 56.3% in Year 3.

• The sales accepted lead to opportunity won is 22.2% in Year 1, 22.3% in Year 2, and 22.4% in Year 3.

• The average deal size is $100,000 and the profit margin is 12%.

Risks. The scale of this benefit may vary from organization to organization based on:

• The extent to which Outreach is used for prospecting activities to increase SDR capacity.

• The sales funnel conversion rates prior to Outreach.

• The average deal size and profit margin.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.4 million.

Prior Tool Retirement

Evidence and data. Interviewees explained that in transitioning to Outreach, their organizations retired both point solutions and internally developed applications that previously supported their revenue organization.

• The chief customer officer at a software organization said: “We eliminated our prior [conversational intelligence solution]. We like Kaia better.”

• The head of GTM at a software organization said, “Outreach helped us replace some internally [developed] applications.”

Modeling and assumptions. For the composite organization, Forrester assumes that it retires a prior point solution worth $100,000 in transitioning to Outreach.

Risks. The scale of this benefit may vary from organization to organization based on:

• Whether any prior solutions are retired and how many are retired if they are.

• Whether additional internally created spreadsheets or applications are retired. This may result in additional overhead savings.

• The associated costs and retirement schedule of these solutions.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $224,000.

Unquantified Benefits

Benefits that provide value for the composite organization but are not quantified for this study include:

• Creates unified system of action across the revenue organization. Interviewees explained that having a centralized platform for roles across the revenue organization created new ways of working and sharing insight. The chief customer officer at a software organization said: “We use Outreach because sales, customer success, and professional services is in it and work closely together. It has enhanced collaboration.”
  The composite organization uses Outreach as a shared system of action to improve handoffs between teams, accelerate issue resolution, and create a more unified customer experience throughout the revenue lifecycle. This benefit could be quantified by measuring reductions in time spent gathering customer information, coordinating across teams, or resolving customer issues.

• Drives forecasting and revenue visibility. Interviewees reported that Outreach improved forecast transparency, consistency, and scalability. By providing real-time visibility into forecast data and involving sellers directly in the forecasting process, Outreach enabled the interviewees’ organizations to create a more structured and reliable forecasting motion while improving alignment and confidence across sales leadership teams. The chief customer officer at a software organization said: “Sales does the forecasting. We used to do it in [a spreadsheet] before. We use forecasting in Outreach now, and it’s made it cleaner and scalable. You can pull up the data anytime.”
  The head of revenue operations at an industrial technology organization said: “Especially on the forecast side, users appreciate the transparency. Sellers and account managers are getting better data quality on their contacts with Outreach. They are handling opportunities [better], which results in smarter and easier forecast submission. Every week, the entire organization is submitting a forecast. Forecast attainment is getting better.”
  The composite organization uses Outreach to centralize revenue data, engagement signals, and pipeline insights to identify risks earlier, improve forecast consistency, and make more informed business decisions. This benefit could be quantified by measuring improvements in forecast accuracy, reductions in forecasting effort, or decreases in forecast variance.

• Improves sales coaching and best practice execution through AI-driven insights. Forrester research states, “Revenue orchestration platforms turn tacit knowledge (what top reps know) into institutional assets by capturing the dynamics of seller and buyer interaction (conversations, objections, and responses). This allows sales teams to codify winning plays and patterns, preserving knowledge and creating a key feedback loop for enablement programs and sales messaging.”⁵ 
  Interviewees reported that Outreach improved sales manager’s effectiveness by increasing visibility into seller activity, performance metrics, and customer interactions. This provided more guidance on how reps were performing, where additional support was needed, and how to promote rep accountability. The chief customer officer at a software organization said: “It has been efficient and effective for managers to track the KPIs and metrics and drive accountability. They’re consuming the data and outcomes to make decisions and drive actions and outcomes. That’s where their value-add is as a leader.”
  The global head of GTM at a software organization said: “There’s been good impact with coaching and enablement. The discussions are less about data management and more around tactics to drive better productivity. The feedback loops get a lot more effective.”
  The composite organization’s managers can identify coaching opportunities more quickly, reinforce successful behaviors, and scale best practices across the revenue organization. At the same time, sellers gain clearer expectations, more objective performance feedback, and greater accountability for pipeline and customer engagement activities. This benefit could be quantified by measuring reductions in manager coaching preparation time, improvements in ramp time for new sellers, or increases in quota attainment and seller productivity.

• Improves customer retention, renewals, and relationship quality. Interviewees reported that Outreach enabled more coordinated, timely, and relevant engagement with customers throughout the customer lifecycle. By providing shared engagement history, workflow automation, customer insights, and coordinated account management capabilities, Outreach helped their revenue teams engage customers with greater consistency and context while reducing redundant or conflicting communications.
  The chief customer officer at a software organization said, “There are many pieces that play into renewals and customer retention, but Outreach is a key part of our renewal rate growth.”
  The same interviewee added, “The quality of customer relationships has increased because naturally there’s more value that customers get when you’re in front of them.”
  The head of GTM at a software organization said: “Outreach helps with our inbound and outbound teams to ensure there is more synchronization. [In the past], we had situations where a customer has an active engagement and they are still receiving outbound communications from us. Additionally, our time to response for marketing has improved and is generally within hours.”
  The composite organization uses Outreach to support retention and renewal motions through automated engagement workflows, customer insights, and coordinated account management activities. This benefit could be quantified by measuring improvements in renewal rates, customer retention rates, customer satisfaction scores, Net Promoter ScoresSM (NPS), customer engagement rates, or expansion revenue.⁶

• Enables communication outreach strategy. Forrester research states that with a platform like Outreach, previously siloed insights become actionable. This allows go-to-market teams to adapt how they engage buyers based on context and evidence.⁷ Interviewees explained how standardized, automated communication enabled with Outreach helped guide content plans across their revenue organizations. The chief customer officer at a software organization said: “Outreach has been hugely helpful in defining our communication and engagement strategy. [We can better understand] how many follow-ups we need and what response rate for customers is based on communication.”
  By analyzing communication performance and capturing insights from customer interactions, Outreach helps the composite identify which messaging, cadences, and engagement approaches generate the strongest outcomes. This benefit could be quantified by measuring improvements in campaign performance, response rates, engagement rates, or time required to design and deploy communication programs.

• Promotes brand consistency. Interviewees shared that centralizing content within Outreach for users to easily reference and use in communications improved brand messaging and consistency.
  For the composite organization, this helps maintain a consistent brand experience across geographies, business units, and customer-facing roles. This benefit could be quantified by measuring reductions in content creation effort, compliance review requirements, or incidents of off-brand customer communications.

Flexibility

The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Outreach and later realize additional uses and business opportunities, including:

• Moving toward autonomous workflow orchestration. Forrester research states, “The next phase [of B2B revenue orchestration] will emphasize goal-driven orchestration, with systems being able to evaluate intent signals, prioritize opportunities, and autonomously adjust multistage playbooks to optimize for outcomes like win rates, deal velocity, and retention.”⁸ Interviewees said their organizations were in the early stages of measuring the impact of AI and agentic capabilities within Outreach. They were exploring new ways to move beyond automating particular tasks toward surfacing new insights to realize additional benefits through greater productivity, increased pipeline creation, improved conversion, enhanced forecasting visibility, and more effective customer retention.
  The composite organization expects to expand its use of Outreach’s AI and agentic capabilities over time. As AI agents gain access to a broader set of the composite’s engagement, pipeline, and customer signals, Outreach will enable the composite to identify opportunities and risks more proactively, recommend next-best actions, automate additional execution tasks, and help coordinate activities across the revenue organization.

Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Total Economic Impact Approach).