ISRs, AMs, AEs - whatever you call them, the metrics that drive the closing function are always in demand. 

Every eighteen months we conduct this research project, I'm asking for your help as we begin our 5th round.

The key themes we hope to uncover and share include:

• SaaS versus On-Premise: where are groups similar, where do they differ
• Compensation: base + ote, pay on what/how/when, accelerators and decelerators
• Quotas: $ quotas, other components, % attainment
• Rep Profiles: experience, tenure, ramp, career path

We worked hard to make this year’s survey easier and it should only take 6-8 minutes to complete.

For every 1000 accounts prospected in a given quarter, how many opportunities should an SDR group generate?

That question can mean only one thing, it's time for the latest release of the Outbound Index.

For those unfamiliar, the Index is a collaboration between Pete Gracey, CEO of QuotaFactory, and I into the metrics of outbound prospecting. With each release, we provide an 'outbound snapshot' powered by actual, transactional CRM data.

In other words, we don’t ask ‘Hey, how’s the prospecting going?,’ we dig into the data and find out the truth.

If you could build an SDR or inside sales team anywhere in the US, where would you choose?

Would you go for college graduate rich Massachusetts?
Tech mecca California? Or low tax, low cost of living Georgia?

 As companies struggle to hire talent in their local markets, this is becoming more than a theoretical exercise. Last week, I polled 54 sales leaders and asked them:

Here's how they responded:

ZipRecruiter’s VP of Inside Sales, Kevin Gaither, was tasked with hiring 25 inside sales reps in just three months. This is his story.

Kevin joined ZipRecruiter in the summer of 2013. By January 2014, he’d grown the inside sales organization to a dozen reps, proving out both the concept and model.

With greater than 8K inbound leads per month, it came time to scale.

Four months and 700 candidates later, Kevin hired 23 reps (and lived to tell the tale).

Kevin shared three things he did right.

1) Approach the hiring process like you would a sales process.

Kevin’s ‘hiring funnel’ included:

• 7 ‘stages’
• A 4.5 hour process per hire
• Starring roles for himself, his Managers, and Reps
• 3.5% conversion rate from candidate-to-hire