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 sales and marketing in their industry. Let's get into the show. Hi, welcome to be to be a reven new acceleration. My name is Ohim with you and I'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? I am funtastic. Thank you very much for us king. So the topic for today'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 we start 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 research around what the fastest growing companies are doing in sales and marketing. We write about it and then we help our clients adopt those different patterns in plays inside of their companies as well. Okay, my responsibility as an analyst at Topo is to research what world class sales development organizations do. Reason published a sales development benchmark report work right, which is what we're going to talk about, I believe, today, and then my job is, of course, to write 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 workforce earlier 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 music to my hears. So you just mentually...

...taking some of the world of my mouth, which is great because it's bridging nicely to my next question. As you mentioned, you've recently launched the two thousand and nineteen cells development benchmark report and basically what I read the report myself and it's a it's a very extensive studies, or showing the results of a very extensive studies that's your team of conducted by interviewing and engaging with lots of different cells development leaders. So could you tell us a little bit more about that, that two thousand and nineteen cells development benchmark report, but also show with us the purpose of the study and how it was developed? Yeah, yeah, so I really appreciate you asking as a Labor of love for me. Right, the bestmark reporters foundation all of what we do as a research and advisory firm. Sales development is is becoming more and more critical as an investment for developing pipeline, and so our practice and our benchmark research exists to help better understand the impact and the best practices of what, right, some of the world's leading sales development organizations are doing. And so how do we do this? The first is that we got to find data. We got to collect data around and benchmark data around for key categories. Right, strategy, process, tactics and organizational design. Right. So, strategy. What are we how are we anchoring the sales development process to our overall go to market strategy? How do we think about 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 what enters sales development and what exits sales development, and these filters are really important 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 what we actually do every day, right make the calls, we send the emails and then there's a whole lot more of...

...that to that. So how do you go into the details around the different kinds of tactics for different kinds of strategies to help inform the way you spend your day as it sales to development rep and then, of course, organizational design. How much should I pay my people? When should I start hiring support resources? What kind of support resources? So it's one of the only reports out there of its of its kind. That's a big motivator for us and we feel the responsibility to sales development leaders worldwide to make sure that the data that we put out there is not only useful and relevant, but that the qualitative analysis that goes into that is is insightful and and realistic. And can you tell us a little bit more about the sample of individual that you you've got to engage ways, interview questioned in the process. I mean, are we looking about the front of you try to walk across industries, across company size? Yes, the vodiums. Are we looking about it? Just to give an I to all agents as 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 different companies. Okay, hundred thirty nine to be exact. A hundred eighty sounds clean right. And we serve a seventy two different data points and we collected all this data in q four, two thousand and eighteen, or and we examine 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 break those into three groups. Zero to fifty million, fifty to five hundred and five 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 six to thirty nine and over forty percent. This is how we segment out what are high growth companies and then in another way that will segment out is by, 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 fifty thousand 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 look at every single one of these data points through each one of these lenses and try to make sense of the most important trends that are going to be relevant to people that are out there and then right about it. And then that's sort of the first step. The second step of what we'll do is will then will then try to look at the specific kinds of companies that might come up with different filters and we'll call them and will and we'll talk to them and to have and and get more information around some of the specifics, around what they're doing and try to capture new on. You know, sales is absolutely a math game, but it required the art of designing World Class Sales Development teams is in being able to find the nuance, listen to the nuance and of basically use common sense to get everyone to agree to different processes or to think about the team differently. So I think that that part of my job is honestly one of the most exciting and stimulating because you really get to see how we're all more similar than different as sales development leaders. But one of the biggest differences that I've seen in just through the process of of developing this 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 advocate for what those reps need across the world and within the business. So a long winded answer to your question, yeah, but I like it. It's a it's a good on salt to it, though, and and an income of the 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 between some organization as to the way they go from seas development, depending on the size, depending on the type of products of VI see the that they are selling? I'll just new NC is quite similar, no matter what size the metal. What you are setting in the trilogy is actually to say both really right so, so the nuances are...

...in two things. The nuances are in how do we segment as a business and how does our SDR team mirror to those segments? Right? Yea. So a classic example of them, right, we work with with a company. They are there in that fifty million zone 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 in revenue. They have an aggressive smb they as a business, primarily built their business in SMB, right. And but what they've struggled to do, what they need to do in order to get to this hundred million target, is they have to do a better job of building out their their enterprise and commercial segments. Right. So bigger deals, bigger companies, sounds of really common challenge, and a lot of tech companies. And so in order for sales development to mirror this imperative, they completely switched and so their strs that support the SMB team are only working in bound leads and chat that comes to their website and their commercial enterprise teams are more hybrid reps and they only focus on a set of named accounts. Right. That's an example of nuance. That is, if you look at some of the data, is going to be harder to capture. Ya Know, appreciate that. So one of the elements in the in the report that also kind of attract my attention because I guess he's good for my business and and but it's all cool. It's a great starts to rate because I don't think I've ever had access to such a Stut of such an out sample of people that have been steadied. But what you mentioned in the reports that asdas actually the must significant pipeline driver and that they are proximatively a responsible for fifty seven percent of the overall pipeline generating in the companies. And then, because as yeah, becoming so important there road is kind of moving slightly for just doing the end use of pipeline generation. They can move to customer expansion channel programs and all that. Can you please comment on 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 development because what it's, what it's done, is it's evidence that sales development is a 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 it capture all of this? Because SDRs are involved, right. You can't overlook the 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 channel programs? Because they are at the highest level. They predictable outcomes and the repeatability of pipeline creation is attributed to a set of processes and leaders that can better manage those filters around what goes in and what goes out effectively. Yeah, and when you think about it that way, right, in an organization where they have a high amount of rigor and they've got a culture that adheres to methodical process, you can apply that, with some slight adjustments, to customer expansion and channels, so as those prospecting skills can help those additional revenue generating areas in ways that they haven't necessarily been supported in the past. And they're also they're being treated as what I call project promotions. Right where you have high performing sales development reps that are looking for their next thing, and so the business will put them on one of these special projects to prove whether or 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. You had to motivate these people who are doing these Dr Role. It's important to provide them a perspective in time of how they can how they can accelerate or 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 more use of the S da function. In fact, one of the one of the one of the top that we often discuss with clients, prospects of individual like yourself and is the fact that the dare, just their function, is is ever changing, is changing all the time. You know, there is. We see with your mutation, and that's kind of leading me to my next question, which is really around account based program I see something that is really, really close to our heart. We Love Account Bays, we love Thee Ring, and this is why we believe we are successful in what we do for our clients and we do actually believe it's one of our USP but according to the research, eighty eight percent of marketers mentioned outbound SDRs as one of the most effective channel for the account based program okay, and this seems to still face challenges in executing multi touch programs where cells marketing and and sells development we actually walk together any ends. So why do you think there is still so much of a disconnect between the teams and and and what would be your suggestion? You know, don't to get that alignment rights. Yeah, big question. I appreciate it. I think you know. What's fundamental about account 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 why we selected this group of accounts for program? Right? So, wait, why do they where to the disconnect usually happens. The disconnect usually happens around alignment on why we're going after these accounts, what the program is, what I'm asking of you, as as a sales development team, to do that's different, and then how I've enabled you to do it in a way that's of minimal disruption to your job, right, or that closer aligns to how you already see the world today. And so what does that actually look like? Right? The key is the key...

...is presenting information to SDRs in a way that that really makes sense to them. And so an example of the right is 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 say I'm selling Topo and I'm selling Topo to St our directors of companies that are of a certain side, and we're running a high value, ourful program where 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 key here is that the marketing team sits down the sales development team or present them with the the why behind the program that they're about to go do. Why is this so critical? Because the SDRs need to know that what they're going to be doing is different and they need to know why it's different so that they can actually do the thing you're asking them to do. So in this case I would be asking the SDR not to sell an appointment with a sales trap, not to sell the opportunity to talk through, right, their challenges and how they relate to our solution. I'm asking the SDRs to sell a meeting, 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. Now what are you actually asking me to do? And that's where you have in the orchestration 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 what we're going to do. We're going to send them, you know, direct mail this day and then we're going to send them write a you know box of a box of cupcakes, and then it in the mail and in the cupcakes. It's all creating awareness around you and you reaching out. Then on day four and and six, I want you to reach out and introduce yourself and offers to talk them through the benchmark assessment and what that process is going to look like. Yeah, that's really,...

...really different. And, by the way, 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 can use as well around this, by the way. Right. And so my expectations of here to make sure you make those calls on those days are to send the messages on those days and they follow that this this messaging, but the benefit to you, which is critical, right, to benefit to you. Mr Mrs SDRs, we're completely supporting you in your effort to generate net new 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's a lot of communication and it's a little bit of reprogramming, and that's why it's so hard and that's why there is a disconnect, because a lot of teams don't know how to put in that work. Absolutely and and and it's also 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 to be more predictive, all basically help them to do more, obtain more results or facilitates reportsing at the back end. So then marketing and cells can get all the intelligence, the visibility on what's upening. So we see lots of clients actually struggling with with implementing that technology, stuck and and I would like to your opinion on the same poorer question. I mean, do you think that that 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 s technologies are not really yet use of friendly for reps to use you you know, 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 right there. In a lot of cases not clear on why they buy, or they are clear on why they buy, but they don't have a good plan to 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. Sales engagement technology is one of the best...

...examples of this. I think it's really fast growing organizations and that's what we've seen from from a lot of our clients when they come to us with these challenges, is that they they bought the tools because they know that they needed it at some point, right, and they they bought it because they know that. You know, how could I put my rep and in a situation of prospect when I'm not giving them the best tools? That's a common scenario for sales engagement products. But we don't have a true Admin, we don't have the bandwidth resources to fully own and 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 not in enabling SDRC use the technologies right. And so as a result, you either have technology that isn't methodically implemented and it's just you're relying on the individual reps to figure it out, or it's not configured in a way that is aligned 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 like behavior and leveraging too much automation. The tools are constantly investing in in user experience and user friendliness, but it does require some degree of method when you're rolling it out to say why right. So example of that outbound prospecting using sales engagement great example, right, what kind of investment do I need to make? You have to make an not only an investment in the upfront configuration of the rules around configuring and deciding. What kind of automation rules do we need? What kind of sinking do we need to do with the CRM? Right? But then also, should we create sho we give us tors ability to create their own touch patterns or cadences or sequences? Should we give them the 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 you sharing this in opinion and you see at across the butt. I think things will progress with our time as we should.

He is DA function becoming more and more for a dominant as part of the pipe and generation process and a functionality is getting more and more. I guess you know, the ass dl will almost get more and more for all what to say, in the process as well, we definitely see a change in term of trends and we see people probably embracing a little bit more of cells and marketing operations role as well to 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 insight us or it was great for me to the s and some of the answer that you you gave to the question we asked You, but also thank you very much for taking us through some of some of the example that us in real life. Now, if anyone wants to connect tease you, I'll carry on that conversation of a flying with yourself. What would be the best way to get in touch? whase you that? Well? Well, thank you for having me on the show and I do appreciate this. The best way to get in touch with me would be probably on Linkedin. First named Dan, 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 get in touch with me. That's wonder food. Well, other sudden many things for your time to day then. Thank you very much for about to sipating industry. Absolutely thanks for having me. operatics has redefined the meaning of revenue generation for technology companies worldwide. While the traditional concepts of building and managing inside sales teams inhouse has existed for many years. Companies are struggling with a lack of focus, agility and scale required in today's fast and complex world of enterprise technology 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 you never 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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