B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 years ago

46: 4 Ways to Improve Your Sales Development Team w/ Dan Gottlieb

ABOUT THIS EPISODE

Are your sales development teams and your marketing teams not aligning? Want to be competitive with world-class sales development organizations? Learn the best practices and tactics for sales development success with guest Dan Gottlieb, Sales Development Analyst at TOPO

Dan joined us on this episode to discuss TOPO’s extensive 2019 Sales Development Benchmark Report on sales development, where they’ve conducted research on what the fastest growing companies are practicing with sales and marketing.

Dive in to find out your organization can copy and implement the best practices from other sales teams.

You're listening to be tob revenue acceleration, a podcast dedicated to helping software executives stay on the cutting edge of salesand marketing in their industry. Let's get into the show. Hi, welcometo be to be a reven new acceleration. My name is Ohim with you andI'm here today with done goodly sells development an at least at Topo.How are you today? That I'm doing excellent. How are you? Iam funtastic. Thank you very much for us king. So the topic fortoday's Epiezod, is about strategies and tactics of successful self seals, developments organizations. Is that so? Yeah, is right in the topic for us.So I can't wait to get to get the conversation started. But before westart that conversation and go into a detail that, would you mind introducing yourself, as well as your organization, to Po, to audience? Absolutely so. My name is Dan Gottlieb. I am a sales development annalst at Topo. At topo is a research and advisory firm, and so we conduct researcharound what the fastest growing companies are doing in sales and marketing. We writeabout it and then we help our clients adopt those different patterns in plays insideof their companies as well. Okay, my responsibility as an analyst at Topois to research what world class sales development organizations do. Reason published a salesdevelopment benchmark report work right, which is what we're going to talk about,I believe, today, and then my job is, of course, towrite about these themes. You know, I spent time doing the job myself, have enabled and led teams to do the job of sales development and I, you know, really impassionate about the idea of welcoming sellers into the workforceearlier in their career. That's why I care a lot about sales development.That sounds very much aligned with what rich ray to accomplishate operatic so it's musicto my hears. So you just mentually...

...taking some of the world of mymouth, which is great because it's bridging nicely to my next question. Asyou mentioned, you've recently launched the two thousand and nineteen cells development benchmark reportand basically what I read the report myself and it's a it's a very extensivestudies, or showing the results of a very extensive studies that's your team ofconducted by interviewing and engaging with lots of different cells development leaders. So couldyou tell us a little bit more about that, that two thousand and nineteencells development benchmark report, but also show with us the purpose of the studyand how it was developed? Yeah, yeah, so I really appreciate youasking as a Labor of love for me. Right, the bestmark reporters foundation allof what we do as a research and advisory firm. Sales development isis becoming more and more critical as an investment for developing pipeline, and soour practice and our benchmark research exists to help better understand the impact and thebest practices of what, right, some of the world's leading sales development organizationsare doing. And so how do we do this? The first is thatwe got to find data. We got to collect data around and benchmark dataaround for key categories. Right, strategy, process, tactics and organizational design.Right. So, strategy. What are we how are we anchoring thesales development process to our overall go to market strategy? How do we thinkabout that? How do we think about the way we organize people process?So what are the different definitions we use? To think about the filters around whatenters sales development and what exits sales development, and these filters are reallyimportant to understand and especially to benchmark around different kinds of strategies, tactics.So tactics are some of the most important in sales development because this is whatwe actually do every day, right make the calls, we send the emailsand then there's a whole lot more of...

...that to that. So how doyou go into the details around the different kinds of tactics for different kinds ofstrategies to help inform the way you spend your day as it sales to developmentrep and then, of course, organizational design. How much should I paymy people? When should I start hiring support resources? What kind of supportresources? So it's one of the only reports out there of its of itskind. That's a big motivator for us and we feel the responsibility to salesdevelopment leaders worldwide to make sure that the data that we put out there isnot only useful and relevant, but that the qualitative analysis that goes into thatis is insightful and and realistic. And can you tell us a little bitmore about the sample of individual that you you've got to engage ways, interviewquestioned in the process. I mean, are we looking about the front ofyou try to walk across industries, across company size? Yes, the vodiums. Are we looking about it? Just to give an I to all agentsas to us, to what they can expect from the reporting in the content. So the sample size about a hundred eight. It's a hundred eighty differentcompanies. Okay, hundred thirty nine to be exact. A hundred eighty soundsclean right. And we serve a seventy two different data points and we collectedall this data in q four, two thousand and eighteen, or and weexamine the data. We group the data based on for key different slices.The first one is size of the company, and the way we use that.What the proxy for that is annual revenue. Yeah, so we breakthose into three groups. Zero to fifty million, fifty to five hundred andfive hundred million plus. The second way that we group is by revenue growth. Right, so zero twenty five percent, you're over year growth, twenty sixto thirty nine and over forty percent. This is how we segment out whatare high growth companies and then in another way that will segment out isby, especially when we think about tactics and we think about process design,will segment out by average contract value. And so why is that important?Because if I'm going after tenzero deals versus...

...and going after two hundred and fiftythousand dollar deals, my process and my tactics are going to be different.So we take these slices right and what we do is we try to lookat every single one of these data points through each one of these lenses andtry to make sense of the most important trends that are going to be relevantto people that are out there and then right about it. And then that'ssort of the first step. The second step of what we'll do is willthen will then try to look at the specific kinds of companies that might comeup with different filters and we'll call them and will and we'll talk to themand to have and and get more information around some of the specifics, aroundwhat they're doing and try to capture new on. You know, sales isabsolutely a math game, but it required the art of designing World Class SalesDevelopment teams is in being able to find the nuance, listen to the nuanceand of basically use common sense to get everyone to agree to different processes orto think about the team differently. So I think that that part of myjob is honestly one of the most exciting and stimulating because you really get tosee how we're all more similar than different as sales development leaders. But oneof the biggest differences that I've seen in just through the process of of developingthis report is that world class sales development teams have one thing in common.They have a director that really understands what they need and is able to advocatefor what those reps need across the world and within the business. So along winded answer to your question, yeah, but I like it. It's ait's a good on salt to it, though, and and an income ofthe new NC is. I mean, you mentioned what they've got in common. In some of the NEWANC is. Do you see a large difference betweensome organization as to the way they go from seas development, depending onthe size, depending on the type of products of VI see the that theyare selling? I'll just new NC is quite similar, no matter what sizethe metal. What you are setting in the trilogy is actually to say bothreally right so, so the nuances are...

...in two things. The nuances arein how do we segment as a business and how does our SDR team mirrorto those segments? Right? Yea. So a classic example of them,right, we work with with a company. They are there in that fifty millionzone and then they're rapidly launching towards a hundred million right now. Right. That's one of their imperatives for this year's they hit a hundred million inrevenue. They have an aggressive smb they as a business, primarily built theirbusiness in SMB, right. And but what they've struggled to do, whatthey need to do in order to get to this hundred million target, isthey have to do a better job of building out their their enterprise and commercialsegments. Right. So bigger deals, bigger companies, sounds of really commonchallenge, and a lot of tech companies. And so in order for sales developmentto mirror this imperative, they completely switched and so their strs that supportthe SMB team are only working in bound leads and chat that comes to theirwebsite and their commercial enterprise teams are more hybrid reps and they only focus ona set of named accounts. Right. That's an example of nuance. Thatis, if you look at some of the data, is going to beharder to capture. Ya Know, appreciate that. So one of the elementsin the in the report that also kind of attract my attention because I guesshe's good for my business and and but it's all cool. It's a greatstarts to rate because I don't think I've ever had access to such a Stutof such an out sample of people that have been steadied. But what youmentioned in the reports that asdas actually the must significant pipeline driver and that theyare proximatively a responsible for fifty seven percent of the overall pipeline generating in thecompanies. And then, because as yeah, becoming so important there road is kindof moving slightly for just doing the end use of pipeline generation. Theycan move to customer expansion channel programs and all that. Can you please commenton that a little bit more for US please? Then yeah, this is, I think, one of the most...

...exciting things that's happening in sales developmentbecause what it's, what it's done, is it's evidence that sales development isa trusted partner in the pipeline generating ecosystem. I want to make it clear that, even though this figure fifty seven percent, this also includes, right, Sdrs working leads that come in from marketing programs. But why does itcapture all of this? Because SDRs are involved, right. You can't overlookthe fact that SDRs are totally involved in all of these pipeline generating activities.Yea. With that said, why are they moving into customer expansion and channelprograms? Because they are at the highest level. They predictable outcomes and therepeatability of pipeline creation is attributed to a set of processes and leaders that canbetter manage those filters around what goes in and what goes out effectively. Yeah, and when you think about it that way, right, in an organizationwhere they have a high amount of rigor and they've got a culture that adheresto methodical process, you can apply that, with some slight adjustments, to customerexpansion and channels, so as those prospecting skills can help those additional revenuegenerating areas in ways that they haven't necessarily been supported in the past. Andthey're also they're being treated as what I call project promotions. Right where youhave high performing sales development reps that are looking for their next thing, andso the business will put them on one of these special projects to prove whetheror not this is something that they can adopt into against expansion or channel.Know now that, and you know again, this is music to my ears.I think. I think it does. It does make perfect sense. Youhad to motivate these people who are doing these Dr Role. It's importantto provide them a perspective in time of how they can how they can accelerateor expend their career with within a specific...

...accounts working within a specific company.And and yes, it's absolutely fundamental and it does make sense to make moreuse of the S da function. In fact, one of the one ofthe one of the top that we often discuss with clients, prospects of individuallike yourself and is the fact that the dare, just their function, isis ever changing, is changing all the time. You know, there is. We see with your mutation, and that's kind of leading me to mynext question, which is really around account based program I see something that isreally, really close to our heart. We Love Account Bays, we loveThee Ring, and this is why we believe we are successful in what wedo for our clients and we do actually believe it's one of our USP butaccording to the research, eighty eight percent of marketers mentioned outbound SDRs as oneof the most effective channel for the account based program okay, and this seemsto still face challenges in executing multi touch programs where cells marketing and and sellsdevelopment we actually walk together any ends. So why do you think there isstill so much of a disconnect between the teams and and and what would beyour suggestion? You know, don't to get that alignment rights. Yeah,big question. I appreciate it. I think you know. What's fundamental aboutaccount based programs is that your it all starts at the accounts. Right.So do we know why we're going after these accounts and do we know whywe selected this group of accounts for program? Right? So, wait, whydo they where to the disconnect usually happens. The disconnect usually happens aroundalignment on why we're going after these accounts, what the program is, what I'masking of you, as as a sales development team, to do that'sdifferent, and then how I've enabled you to do it in a way that'sof minimal disruption to your job, right, or that closer aligns to how youalready see the world today. And so what does that actually look like? Right? The key is the key...

...is presenting information to SDRs in away that that really makes sense to them. And so an example of the rightis what we would call an orchestration plan or orchestration brief. Right,it's this initial conversation where we talked through, here's the program right, let's sayI'm selling Topo and I'm selling Topo to St our directors of companies thatare of a certain side, and we're running a high value, ourful programwhere we're going to give you a free benchmark assessment and day to readoubt rights, just an example of a program that we might run. And what's keyhere is that the marketing team sits down the sales development team or present themwith the the why behind the program that they're about to go do. Whyis this so critical? Because the SDRs need to know that what they're goingto be doing is different and they need to know why it's different so thatthey can actually do the thing you're asking them to do. So in thiscase I would be asking the SDR not to sell an appointment with a salestrap, not to sell the opportunity to talk through, right, their challengesand how they relate to our solution. I'm asking the SDRs to sell ameeting, to sell a benchmark process. That's really different than selling a product, right, and so you have to allow a space to explain that,convey that and understand that and then they go okay, I'm interested. Nowwhat are you actually asking me to do? And that's where you have in theorchestration plan to support this orchestration brief. And so in orchestration plan says,look, here's it's almost like it's a blueprint. Right, here's whatwe're going to do. We're going to send them, you know, directmail this day and then we're going to send them write a you know boxof a box of cupcakes, and then it in the mail and in thecupcakes. It's all creating awareness around you and you reaching out. Then onday four and and six, I want you to reach out and introduce yourselfand offers to talk them through the benchmark assessment and what that process is goingto look like. Yeah, that's really,...

...really different. And, by theway, here are the here's a call template you can use. Right. So here's some of the talking point and here's the copy that you canuse as well around this, by the way. Right. And so myexpectations of here to make sure you make those calls on those days are tosend the messages on those days and they follow that this this messaging, butthe benefit to you, which is critical, right, to benefit to you.Mr Mrs SDRs, we're completely supporting you in your effort to generate netnew appointments directly or opportunities aligned directly your complaint. Okay, and that that. That's it's a lot of work, it's a lot of work, it'sa lot of communication and it's a little bit of reprogramming, and that's whyit's so hard and that's why there is a disconnect, because a lot ofteams don't know how to put in that work. Absolutely and and and it'salso kind of bridging to the next point I want you to mention to you, which is around technology. Is All tools that can support as dl tobe more predictive, all basically help them to do more, obtain more resultsor facilitates reportsing at the back end. So then marketing and cells can getall the intelligence, the visibility on what's upening. So we see lots ofclients actually struggling with with implementing that technology, stuck and and I would like toyour opinion on the same poorer question. I mean, do you think thatthat struggle is coming from the fact that organization don't have enough timing,investing enough in as dl to use technology, or is it just a do stechnologies are not really yet use of friendly for reps to use you youknow, or it is at the macro trend is is the the former.So I believe that that organizations are not being methodical and why they're buying rightthere. In a lot of cases not clear on why they buy, orthey are clear on why they buy, but they don't have a good planto implement or enable and they perhaps ignore some of the obvious signs early on. They just know, hey, look, we'll figure this out right. Salesengagement technology is one of the best...

...examples of this. I think it'sreally fast growing organizations and that's what we've seen from from a lot of ourclients when they come to us with these challenges, is that they they boughtthe tools because they know that they needed it at some point, right,and they they bought it because they know that. You know, how couldI put my rep and in a situation of prospect when I'm not giving themthe best tools? That's a common scenario for sales engagement products. But wedon't have a true Admin, we don't have the bandwidth resources to fully ownand the implementation of this, and so that falls to some you know,SDR director or Sdur manager or someone in marketing operations who's primary responsibility is notin enabling SDRC use the technologies right. And so as a result, youeither have technology that isn't methodically implemented and it's just you're relying on the individualreps to figure it out, or it's not configured in a way that isaligned to best practice and as a result you sort of see poor behavior,like in sales engagement technology you see tons of, you know, spam likebehavior and leveraging too much automation. The tools are constantly investing in in userexperience and user friendliness, but it does require some degree of method when you'rerolling it out to say why right. So example of that outbound prospecting usingsales engagement great example, right, what kind of investment do I need tomake? You have to make an not only an investment in the upfront configurationof the rules around configuring and deciding. What kind of automation rules do weneed? What kind of sinking do we need to do with the CRM?Right? But then also, should we create sho we give us tors abilityto create their own touch patterns or cadences or sequences? Should we give themthe templates that are inside of those tools? Who should write them? Right?Should we eat? That's the kind of detail that is oft overlooked.Appreciate that, and we see exactly a SA gap. So I'm glad yousharing this in opinion and you see at across the butt. I think thingswill progress with our time as we should.

He is DA function becoming more andmore for a dominant as part of the pipe and generation process and afunctionality is getting more and more. I guess you know, the ass dlwill almost get more and more for all what to say, in the processas well, we definitely see a change in term of trends and we seepeople probably embracing a little bit more of cells and marketing operations role as wellto get to the stickulogy, singing and dancing, but as for today,thank you very much for your time done. Thank you very much for your insightus or it was great for me to the s and some of theanswer that you you gave to the question we asked You, but also thankyou very much for taking us through some of some of the example that usin real life. Now, if anyone wants to connect tease you, I'llcarry on that conversation of a flying with yourself. What would be the bestway to get in touch? whase you that? Well? Well, thankyou for having me on the show and I do appreciate this. The bestway to get in touch with me would be probably on Linkedin. First namedDan, last name got leave. I'm the only one that works at Tobo, at least for now, and that would be the easiest way to getin touch with me. That's wonder food. Well, other sudden many things foryour time to day then. Thank you very much for about to sipatingindustry. Absolutely thanks for having me. operatics has redefined the meaning of revenuegeneration for technology companies worldwide. While the traditional concepts of building and managing insidesales teams inhouse has existed for many years. Companies are struggling with a lack offocus, agility and scale required in today's fast and complex world of enterprisetechnology sales. See How operatics can help your company accelerate pipeline at operatics dotnet. You've been listening to be to be revenue acceleration. To ensure that younever miss an episode, subscribe to the show in your favorite podcast player.Thank you so much for listening. Until next time,.

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