INSIDE SALES EXPERTS BLOG

metrics, trends, and analysis

Inside Sales Experts Blog

Inside Sales Experts Blog

by

Matt Bertuzzi

Matt bleeds blogs, business books and inside sales. He is never short an answer to the question, “Read or see anything interesting lately?” Matt works with Bridge Group clients on tools, roadmaps, and advice around inside sales. Internally for The Bridge Group, he works on technology, content, and other (fun!) projects.

Recent Posts

Participate in 2018 SDR Research

Posted by Matt Bertuzzi on Thu, Nov 02, 2017

BDRs, LDRs, SDRs - whatever you call them, the metrics that drive the SDR role are always in demand.

Today, I'm excited to launch our latest research focused on Sales Development organizations. This is our seventh round of research since 2007. The key themes we'll explore include:

  • Rep profiles: experience, tenure, ramp time, career path
  • Structure: in/out/blended, headcount, territories
  • Compensation: base, OTE, regional variations
  • Quotas: average quotas, components, % attainment
  • Technology stack: categories, adoption, impact
     

We worked hard to make this year’s survey easier and it will take roughly 4-5 minutes to complete. If you lead a sales development group, please participate

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Topics: metrics

Bridging the SDR-to-AE Promotion Gap (Two Leaders' Perspectives)

Posted by Matt Bertuzzi on Tue, Sep 19, 2017

A few weeks ago, I shared my research on the failure rate of SDR-to-AE promotions. (Executive Summary: 26% of SDRs who take on an AE role fail. The shorter the SDR tenure, the higher the failure rate. The post-promotion failure rate for SDRs with 11 or fewer months experience was 55%.  The failure rate for SDRs with 16+ months experience was just 6%.)

A few dozen InMails and 1.5K+ social shares later, I’ve concluded that this topic hits a nerve.

The most common feedback I heard was “Yes! I’ve seen this too. What can we do to address it?” I wanted real practitioners to share advice so I reached out to Kevin Dorsey, Head of Sales Development and Enablement at ServiceTitan, and Natasha Miller Sekkat, VP of Demand Generation at ClickSoftware. Rather than post the full transcript, I’ve grouped their thoughts below.

 

Why risk promoting SDRs to AEs at all?

Natasha Miller Sekkat: Successful SDR-to-AE transitions are key to making sales development economics work. Unless you’re selling a high-ticket solution into the enterprise, I’ve found it’s hard to financially justify the existence of an SDR organization. But, when you factor in potential savings on AE recruitment plus productivity gains from successful promotions, the equation flips to positive.

You’re looking for the "the trifecta" from your SDR-to-AE promotions:

  • Lower attrition rates than external hires
  • Higher performance versus goal than outside hires
  • And a lower cost per $ sold than external hires

In the best scenario, an internally promoted SDR-to-AE will cost less, stay longer, and sell more.

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The Failure Rate of SDR-to-AE Promotions

Posted by Matt Bertuzzi on Thu, Aug 17, 2017

The head of Sales Development for a $50M SaaS company recently shared some interesting team data with me. Excluding recent hires and the team currently in place, the group had 55 terminations, promotions, transfers, and quits over the last three years. A little high, but not too far above the median.

Breaking down the individual data, I found the following:

Roughly 60% of his SDRs were promoted or internally transferred. That’s great stuff! But on the flip side, and a concerning note, nearly 40% of the SDRs promoted to an AE role had been terminated. That surprised me.

I wondered if these results were above average, below average, or to be expected. I couldn’t find any public data on the post-promotion failure rate for SDR-to-AE transitions, so I turned to LinkedIn to do my own research.

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PTO vs Making the Number

Posted by Matt Bertuzzi on Thu, Jul 13, 2017

In the US, our approach to vacation is unrecognizable to much of the rest of the world. In Sales & Sales Leadership, our approach to Paid Time Off (PTO)  is incomprehensible to many of our own non-sales colleagues.

A quick trip to Federal Reserve Bank of St. Louis tells me that workers in the US work ~11% more hours annually than our peers. That’s roughly an extra half day. Every week. 52 weeks a year.

I suspect you wouldn't argue against the benefits of time away--improved concentration, replenished performance, refreshed attitude-to name a few. But a quick trip to LinkedIn, Glassdoor, Slack, and LinkedIn tells me that taking PTO and making the number are in conflict in many sales organizations.

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