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maryloutyler.com
maryloutyler.com
Who Am I?Page 2
Process Expert
2 Best-Selling Business Books – Amazon & McGraw-Hill30 years specializing in adding predictability to top-of-funnel sales conversations
maryloutyler.com
4-Part Series – Ambition
How to:Attract & Hire the Right SDRs (ADR | BDR) for
Your TeamEquip SDRs with Process & TechnologyMake SDRs More Effective at Time ManagementRetain & Enhance Current SDR Talent
Page 3
maryloutyler.com
SDR Management – Focused… Aligned…Page 4
Technology
Process
People 3 Hiring Managing Leading
Selecting AppropriateProspecting Enablement Tools
Measuring KPIs Metrics Best Practices
maryloutyler.com
Part – I PURPOSE: Help you Identify &…
Attract a Strong Pool of Candidates
Hire & Train Smart, Conscientious, Articulate, Early-Career Individuals
Page 5
maryloutyler.com
Attracting Top-Of-Funnel Candidates
PURPOSE:
Identify best sourcing channel for candidates
List the elements for compelling job descriptions
Demonstrate an example job description
Page 6
maryloutyler.com
Identify Best Sourcing Channel For Candidates
Page 7
maryloutyler.com
How is Best Defined (Sourcing Channel)?
Recruiting CostEmployee TenureJob Performance
3 Fa
ctor
s of
Mea
sure
men
t
Page 8
maryloutyler.com
Recruiting Costs
Study – Advertising vs. Referral* National Newspaper Advertising: $81,000 (1.8 % yield) Local Newspaper Advertising: $1,149 (7.3 % yield) Employee Referral: $0 (13.3 % yield)
Missing: Agencies / Recruiters + Direct Applicants
1stFa
ctor
-Co
sts
Page 9
*SOURCE: Technion Institute of Technology
Even though data is incomplete, Employee Referral costs are significantly lower than from other sourcesRe
sult
maryloutyler.com
Employee Tenure2nd
Fact
or -
Tenu
re
Page 10
Combined Results of
11 Studies*
*SOURCE: International Association Assessment Management Council
20%
11%
8%
1%0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
EmployeeReferral
MediaAdvertisement
Recruiter /Agency
Direct Applicant
Recruitment Sources and Tenure
Tenure
Employee Referral Hires Stay 20% Longer Than Average
Result
maryloutyler.com
Employee Performance3rd
Fact
or -
Perf
orm
ance
Page 11
Performance on the job is independent of recruiting
source*
Belief that referred employees are better performers has not be conclusively confirmed by Academic Research…
*SOURCE: International Association Assessment Management Council
Result
maryloutyler.com
Bottom Line On Sourcing?
Whenever You Can, Hire Via ReferralStudies Confirm Hiring Via Referral is BestReferred Employees are Cheaper to HireReferred Employees Stay LongerPerformance is Unrelated to Hiring Source
Hire
Via
Ref
erra
l
Page 12
*SOURCE: Technion Institute of Technology
maryloutyler.com
Elements Of Compelling Job Descriptions
Page 13
maryloutyler.com
4 Job Description Elements That Attract Strong Candidates
Com
pelli
ng E
lem
ents
Page 14
Learning & Advancement
Day-To-Day Duties
Top-Performer Attributes
Language that gives candidates the sense that your organization is a great place to learn and advance their careers.(NOTE: Candidates for SDR positions ask us most frequently about learning & advancement)
A simple explanation of day-to-day duties
Jargon-free attributes of top performers separated by strict requirements and nice-to-haves
Organization | Core Values
Overview of your organization and its core values
maryloutyler.com
Other Job Description AttributesJo
b D
escr
iptio
n A
ttrib
utes
Page 15
Learning & Advancement
Salary | Recognition
First on list because SDR candidates ask most about this topic Learning should include functional sales skills as well as general
professional skills Advancement means clarity on the promotion path – micro-
promotions Associate SDR (appointment setter) Senior SDR (generates qualified opportunities) ADR (works top 20 accounts for Aes) Promotions based on merit & achievement
Salary range usually not in job description Ask for expected salary range when candidates apply
Weed out candidates whose expectations are too high Permits hiring based on money budgeted
Quickly release SDRs who don’t perform Extravagantly reward those who do perform with recognition &
compensation
maryloutyler.com
Sample SDR Job Description
Page 16
maryloutyler.com
Sample SDR Job Description – 1 SD
R Jo
b D
escr
iptio
n
Page 17
Learning & Advancement
Day-To-Day Duties
We are seeking candidates looking to advance their careers by joining our sales development team in TownUSA. We are committed to investing in your future by training you in sales and professional skills that will serve you here at [ABC] or beyond. Depending on performance, our sales development professionals are promoted to account executive after 18 months.
You will be responsible for supporting the sales efforts of your team, including sourcing, establishing and building relationships with corporate executives over the phone and by e-mail. You will be responsible for researching and identifying new client opportunities, presenting our services to prospects and clients to increase awareness of our brand, using our CRM system to track and map client accounts, and working to drive adoption and usage of our services.
maryloutyler.com
Sample SDR Job Description – 2 SD
R Jo
b D
escr
iptio
n
Page 18
Top-Performer Attributes
An ideal candidate must have the following: A bachelor’s degree with GPA exceeding 3.3 out of 4.0 Superior verbal and written communication skills Comfort with high-activity phone & e-mail prospecting Keen attention to detail and motivation to deliver high-quality work
product Ability to build strong & lasting relationships with key decision makers
in client firms Ability to work well independently and be self-motivated as well as
work on a team and across functional areas of an organization
An ideal candidate should have the following: 1-4 years of relevant work experience in sales development and/or the
manufacturing industry
maryloutyler.com
Sample SDR Job Description – 3 SD
R Jo
b D
escr
iptio
n
Page 19
Organization | Core Values
[ABC Company] is the world’s leading platform for [service]. Business leaders, investors, consultants, social entrepreneurs, and other top professionals rely on [ABC Company] to [primary benefit].
Clients partner with [ABC Company] to take advantage of [primary features].
We believe strongly in our mission – and values-driven culture. Our core values drive our success.
They are:[list values here].
maryloutyler.com
Hiring Top-Of-Funnel People
PURPOSE:
Focus strategically on role desired
Align mix of required skills against team’s objectives
Test all skills required for the role
Validate the ‘habit’ aptitude
Page 20
maryloutyler.com
Management Styles Are DifferentM
anag
emen
t Sty
les
Page 21
BDM (Business Development Manager) Category
TSM (Traditional Sales Manager)
Daily Activity Metrics Monthly | Quarterly
Hunting SalesFocus Farming
Less TeamExperience More
Operational ExcellencePeople Development
How Measured
Strategic, Operational & People Leadership
maryloutyler.com
Focus on Desired RoleSp
ecia
lized
Sal
es R
oles
Page 22
INSIDE OUTSIDE
Qualified Opportunities
Targeted Direct Campaigns
Marketing Campaigns
IB
OB
F
Legend
IB Inbound
OB Outbound
F Field
Outreach
SDRSales Development Rep
ADRAccount Development Rep
BDRBusiness Development Rep
Self-Serve
MRRMarketing Response Rep
FOCUS: What role are you hiring for, really? Link your hiring practices to the role at hand. There are many variations…
maryloutyler.com
Align Skills With Team’s Objectives
1. IDENTIFIED
QUALIFYING
WORKING
COLD | NEW
Marketing Qualified Leads (MQLs)
Automation Referral Engine
(Marketo)ADR Personal E-mails
(Templates)ADR Found-Person Calls
(FTRP)
INBOUND (30%) OUTBOUND (70%)
E-MAIL PHONE
ADR Generated Leads (AGLs)
ADR Accepted Leads (AALs)
ADR Qualified Leads (AQLs)
Sales Accepted Leads(SAL)
INBOUND (5%) OUTBOUND (95%)EMEAUSA
2. QUALIFIED
MQL (Marketing)ADR (Account Development Rep)AE (Account Executive)
LEGEND
Sales Qualified Leads(SQL)
Page 23
maryloutyler.com
Experience Needed by Deal SizePage 24
1.5
1.7
2
2.3
0 0.5 1 1.5 2 2.5
< $25K
$25K - $49K
$50K - $99K
$100K+
Business Developer Experience by Average Deal Size
Years Experience
Source: The Bridge Group - 2014
maryloutyler.com
Interviewing
Worst Face-to-Face Interview (14%)
Best* GMA (General Mental Ability) (26%) GMA + Face-to-Face Interview (30%)Work Samples & Hands-On Simulations [Role-Play] (+13) Conscientiousness (+10) Sales Aptitude (+10)Te
sts
For
the
SDR
Page 25
*SOURCE: University of Iowa | Michigan State University
22.4% - Overall Sales Representative Turnover Average (source: CSO Insights)Fa
ct
maryloutyler.com
Test Types*
GMA – cognitive aptitude Work Samples –
e-mails, role-playing phone conversations, crafting voice-mail scripts
Conscientiousness – degree of adaptiveness & ability to deal with role ambiguity Reps are more likely to set goals More likely to be committed to goals Produce greater sales volume Achieve higher supervisory ratings of job performance
Sales Aptitude – Selling-related knowledge of both products and customers that is required to present and co-create solutions for customersTe
sts
For
the
SDR
Page 26
*SOURCE: University of Iowa | Michigan State University
maryloutyler.com
Work Sample Tests – 1 (SDR Role Playing Phone Sample)
Schedule
Topics
Recorded Calls
• 20 minutes/day until conversion goals are met • Working to Qualifying (40% conversion)• Qualifying to Qualified (45% conversion)
• 20 minutes/1-2 days per week when goals are consistent
• Record live calls from each category defined in the Role Play Topic Calendar
Listen & Practice
• First 5-10 minutes of each session reviews previously recorded live calls with prospects based on the theme for this role play session (selected from the Topic Calendar)
• Critique 3 call types from the selected theme:• Not-so-good call• Good to better call• Better to best call
• Role play selected theme until everyone can perform a better-to-best variety of the call
Role Play Process• FTRP call – receptionist live• FTRP call – gatekeeper live• FTRP call – decision maker live• FTRP call – gatekeeper voice-mail• FTRP call – decision maker voice-mail
• AWAF call – receptionist (top level qualifiers)• AWAF call – gatekeeper• AWAF call – decision maker• CBANT-F call – decision maker• CBANT-F call – key stakeholder• Objection call – 1 objection per session
Page 27
maryloutyler.com
Work Sample Tests – 2 (ADR Sample Intra-Day Calling Cadence)
Page 28
Week 4Week 2 Week 3Pr
ospe
ctor
Wor
kflo
wWeek 1
EM #1 EM #2 EM #3 EM #4 EM #5 EM #6 EM #7
Bullseye Direct / Indirect Calling
Score >=9 Engagement
(Target)
E-M
ail
Bulls
eye
Workflow Order:
1. QUALIFY Queue– Top to Bottom
2. Working queue – Top to Bottom
3. Cold queue responses
Workflow Order:
1. QUALIFY Queue– Top to Bottom
2. Working queue – Top to Bottom
3. Cold queue responses4. Engagement (Targets)5. Bullseye (Influencers)
EM #1 EM #2 EM #3 EM #4
Bullseye Direct / Indirect Calling
Score >=9 Engagement
(Target)
START NEW E-MAIL GROUP
Workflow Order:
1. QUALIFY Queue– Top to Bottom
2. Working queue – Top to Bottom
3. Cold queue responses4. Engagement (Targets)5. Bullseye (Influencers)
Workflow Order:
1. QUALIFY Queue– Top to Bottom
2. Working queue – Top to Bottom
3. Cold queue responses
EM #8
maryloutyler.com
Work Sample Tests – 3 (Email Writing) Call-to-Action = Start-the-Conversation
Subject line: 4 ways to increase app engagement & retention
When companies hit us up for app engagement ideas, we send them this tool over first.
It’s a 4-part guide detailing solid strategies we’ve used with clients to significantly increase their app engagement and retention.
Hit reply and I’ll send over a link to you.
If you’re struggling with engagement, I’ve been told this guide can definitely make a huge difference.
Just hit the reply and I’ll be glad send it over.
Regards,
Trigger = Curiosity
Obstacle
Outcome
CTA
CTA
Opportunity
Page 29
maryloutyler.com
Conscientiousness - The “Habit” Aptitude*
FIRST 15 MINUTES
AM• Write down 3 goals for the day• Review plan for the day
1 HOUR• Handle e-mail responses & tasks• Follow-up on new MQLs• Follow-up on hot Pipeline leads
30 MINUTES• Personal time (15 minutes)• Plan 1st call session (AM block time)
– plan the plan, then work the plan –allow no interruptions
2 HOURS• Block time – 2-hour phone time• GOAL: 2-4 connects / hour• GOAL: 5 meaningful conversations
1.5 HOURS• Personal time (15 minutes)• MQL 2nd thru 5th touch follow-up
30 MINUTES • Qualification CallPM
30 MINUTES• AE Tier1 Account Review• Create tasks for next steps• Schedule calls for AM block time
1 HOUR• Second Qualification Call or• Task Follow-up• Scheduled call Follow-up
1 HOUR• Personal time (15-30 minutes)• Review queues, progress or 3rd
Qualification call• Target contacts for automation
BEFORE YOU GO HOME
• 25-50 contacts for e-mail | phone• GOAL: maintain 250 1st e-mail
targets
*Adapted best practice workflow as described in the book “Predictable Revenue”
GOAL: Daily Call Time (Noted in blue text & boxes) ~ 5 Hours
Page 30
maryloutyler.com
Where to Learn More
Predictable Prospecting, The Book.
2nd Generation of Predictable Revenue Good resource Filled with examples and how-to’s
For the more advanced business developer