The Sales Development Bible

Mike Grossman on LinkedIn)
The Sales
Development
Bible GENERAL PRINCIPLES OF SALES
DEVELOPMENT LEADERSHIP
AND MANAGEMENT
BY MIKE GROSSMAN
Mike Grossman on LinkedIn

THE SALES DEVELOPMENT BIBLE 2

About Mike Grossman
Mike has spent over 20 years in sales, primarily in the high tech sector. He most recently served as VP of Enterprise
Sales at Consversica, an AI startup based on Foster City, CA. Before joining Conversica in 2014, he was Senior
Director of Global Inside Sales at Marin Software, and their 25th employee. He successfully grew the inside sales
team from 1 to 49 members, and helped drive revenues from $3 million to $100 million, and a Goldman Sachs IPO in
March of 2013. Previous sales roles include inside sales and management positions at Solidcore Systems (acquired
by Intel) and Macrovision, as well as five years on Wall Street selling equities to European investors. Mike earned
his bachelor’s degree from The John Hopkins University and his MBA from University of Iowa. He currently works
as a consultant based in Austin, Texas, and serves on Performiture's advisory board.

Contents
Executive Summary..................................................................................................... 4
Tactical..........................................................................................................................6
Five Stages of the Lifecycle of a Lead-Generation Program............................6
In the Beginning: Recruiting and Rules of Engagement...................................9
Week One Goals and Priorities for new Inside Sales Reps..............................12
Rules of Engagement.........................................................................................15
General Management....................................................................................... 18
Lead Gen and the Lean Startup.......................................................................24
Top Ten Mistakes Made by SDR Leaders........................................................ 25
How to Use an SDR Team to Juice up Revenues Before an IPO
or Fundraising Cycle......................................................................................26
Marketing, You’re Letting Sales off the Hook too Easy!................................. 27
The DISC Profile and SDR Managers/SDRs................................................... 29
How to Sell Into an Obfuscated Marketplace..................................................31
Prospecting Into Strategic Target Accounts...................................................32
Scripting for SDR Teams..................................................................................35
Forecasting for SDR Teams..............................................................................39
Closed-Lost Opportunities................................................................................41
Strategic.....................................................................................................................42
Building Productive Working Relationships....................................................42
Training..............................................................................................................56
Managing Change.............................................................................................66
Communicating for Results.............................................................................70
Managing Teams Effectively.............................................................................80
Supporting AEs and Field Reps...................................................................... 117
Getting the Most from Cross-functional Teams............................................127
Leading Like a General....................................................................................131
Productivity Tools........................................................................................... 152
Anticipating—and Benefitting from—Crises.................................................157
Getting in the Trenches with Sun Tzu.............................................................166

Executive Summary
The Sales Development Bible is about managing lead-generation teams and monetizing the leads they produce.
It was created for inside sales and SDR leaders who are responsible for growing their companies’ pipelines by
managing sales development and lead-generation teams.
This guide is designed for outbound teams in particular, but the principles described can also be applied to inbound
teams. The goal for The Sales Development Bible is to provide guidance for both the day-to-day challenges facing
SDR leaders and longer-term strategic direction for more complex issues.
Executive Summary

Countless pitfalls can impact the
efforts of lead generation teams,
including, but not limited to:
Executive Summary
Although every product, company, corporate culture,
and sales team is different, there are common elements
across all industries and verticals:
1. We live in a statistical universe.
2. Certain approaches will generate a certain number
of leads.
3. A certain number of leads will generate a certain
number of sales.
These truths hold regardless of vertical or business
type. The goal of this document is to address the chal-
lenges that are inevitable for a lead-gen team under
most circumstances.  
This document is divided into “tactical” and “strategic”
sections. The tactical section contains prescriptive
guidance for the day-to-day building, scaling, and opti-
mizing a lead-generation team at a technology vendor.
The strategic part is primarily geared to management
issues that often impact those in sales development
and inside-sales leadership.
For the “strategic” section, we chose the format, i.e.,
the use of famous quotes or aphorisms, for clarity.
These aphorisms were written by some of the most
clear-thinking writers the world has known. If there’s
a message in this format, it’s to demonstrate that the
challenges facing today’s sales leaders—along with the
solutions—have always been with us.
Sun Tzu, perhaps the most quoted philosopher and
author in all of business writing, is accorded a whole
section: “Getting in the Trenches with Sun Tzu.”
BLURRED LINES OF
RESPONSIBILITY BETWEEN THE
LEAD-GENERATION TEAM AND THE
OUTSIDE-SALES TEAM  
WEAK INSIDE SALES MANAGERS
WHO CANNOT MANAGE DIFFICULT
OR INCOMPETENT REPS  
FAILURE OF THE OUTSIDE TEAM TO
MONETIZE THE LEADS GENERATED
BY THE INSIDE TEAM

Tactical
Five Stages of the Lifecycle of a Lead-Generation Program
The typical lead-generation program goes through five phases, beginning with the initial “honeymoon” phase, and
ending with the “finish” phase, which is obviously going to vary considerably from one company to the next. There
are, however, some common themes throughout the first four phases.
Phase 1: The Honeymoon
The “honeymoon” phase usually occurs immediately after lead-generation activities begin. Typically, during this
phase the inside team can apparently do no wrong. They produce quality leads for the outside team and enjoy
great trust and popularity. During the honeymoon phase, it’s important to take advantage of all the good will that’s
being generated.
Tactical

Tactical
We’ll talk more about the various aspects of lead generation later, but it’s important to understand that, while the
inside sales manager appears to be in a strong position, they should be generating reports on all of their activities
and opportunities created. Reports include a wide variety of quantitative and qualitative benchmarks that should
be sent to the executive staff once a week. This will be covered in greater depth later.
Equally important, the sales manager should enforce the Rules of Engagement during this time. These rules,
governing interactions between inside and outside teams, and between the sales force and the prospects, will be
subject to incidents that challenge their enforcement. It is critical for the inside sales manager to make sure that
everyone abides by the Rules of Engagement. Otherwise, they exist only on paper and are subject to ad hoc amend-
ment whenever anyone wants to create an exception, which inevitably leads to big trouble, as we will discuss next.
Phase 2: The Disappointment
Leads received by outside sales forces generally come in two varieties:
1. The first stream of leads, which generally includes contacts from either senior management, or connections
cultivated by sales reps from their personal and / or professional experiences in other positions. This is
usually a small, fast-moving stream of prospects, with shorter sales cycles and greater initial interest than
leads generated from cold calling. Prospects are engaged more easily because they are already predisposed
to believe they have a problem that needs to be solved, and / or they have a previous relationship with the
individual or company.
2. The second, larger stream of leads, which are generated by the inside sales team. These leads are generated
largely through cold-calls and emails to webinar and trade-show attendees, and found in other databases and
resources. Prospects’ degree of interest will vary, but for the most part, the earliest stages of the sales cycle
with these prospects will be marked by a discovery call and “tire-kicking.” Many prospects will not progress
beyond this stage, which can come as an unpleasant surprise to the outside team. Up until this point, their
experience with leads will have been with the first stream, and they may expect second-stream prospects to
behave in a similar manner. Once they learn that they need to spend more time and effort exploring the second
stream to uncover the gems, they are likely to experience some degree of disappointment. Consequently,
their initial bout of euphoria is replaced by a more sober view.
Phase 3: The Steady State
Once the initial waves of euphoria and disappointment pass, the third, and hopefully longest phase is the steady
state. This phase is marked by an understanding of the Rules of Engagement by both inside and outside teams; the
successful monetization of at least some of the prospects generated by the inside team; and a generally smooth,
steady rate of production of new prospects and qualified leads by the inside team.
During the steady-state phase, it is important for the inside sales manager to minimize time spent managing and
training the team and maximize the time spent acquiring new sources of prospects. This is paramount because, as
we’ll discuss next, in most situations, initial sources of leads will dry up and new ones will be needed to replace them.
Phase 4: The Revival
Lead sources are a lot like oil wells. Some will produce steadily for long periods and others will dry up quickly. For
example, webinars, white papers, and professional networking sites such as LinkedIn may produce prospects that
the inside team can convert into qualified opportunities for years.
At some point, however, these sources will begin producing excessive duplicate prospects, which will, at some level,
already be qualified as either good or not good sales candidates.

Tactical
Once you hit this wall, there is often a lull during which the inside team needs to update the strategies it uses to
generate new opportunities. The length and depth of the lull depends entirely on how well you’ve prepared for it. If
the inside sales manager, along with marketing, had the foresight to see it coming and took adequate preparatory
steps, this phase can be brief and relatively painless.
On the other hand, if you assumed that the systems that worked initially would continue yielding leads forever and
made no effort during the “steady state” phase to search for new sources and strategies; if reps cannot hit their
number and senior management does not regard the endeavor as being a source of positive ROI; then this point
can be the end of the road for the inside sales team. Patience for unproductive inside sales teams is very limited,
and previous accomplishments are quickly forgotten if it looks like they are not likely to be repeated.
If new sources of leads are located quickly, this can be an opportunity to completely revamp the team. You can
redesign compensation scoring systems; reconfigure the team, mapping it to different territories, reps, or verticals;
and so on. In this way,“the revival” can help continue the “steady state.”
Phase 5: The Finish
All things come to an end eventually, including the lifecycle of a lead-gen team. This can happen in a number of
ways. The company may be acquired, the team may become a hybrid lead gen / business closing team, or senior
management may simply decide that they want to focus funds and resources elsewhere. Whatever the case, it
is critically important that the team’s accomplishments are documented clearly, so that the team and the inside
sales manager get credit as their careers progress.

Tactical
In the Beginning: Recruiting and Rules of Engagement
Successful inside sales teams have two basic requirements at the outset: 1. talented reps, and 2. a set of Rules of
Engagement that the entire sales force can agree to live by.
Recruiting: Minimum Requirements
Today’s inside rep needs to be able to communicate over the phone, via email, and even in person, in an effective
and compelling manner. In the past, only phone skills were important, but email has changed everything. Now,
written communication skills are equally important. Even though today’s CRM systems are capable of sending
canned emails, having inside reps who can communicate effectively in writing will give the prospect the impression
that the company is staffed by intelligent, capable people. And even though in-person communications between
inside reps and prospects will be minimal, reps still need to engage their colleagues in a professional manner.
Moreover, they may need to attend the occasional trade show or other event with high lead-generation potential,
which requires strong in-person communication skills.
Ideally, an inside rep will have three things. The first is a four-year college degree. Too many organizations make
the mistake of underestimating the importance of intellectual ability in lead generation and simply hire anyone
who is willing and able make large numbers of phone calls. High-volume activity is important, but it cannot replace
accomplished, intelligent employees. College graduates are more articulate and more likely to have the skills that
allow them to learn about a product to the degree that they can move beyond the role of lead-gen rep. Only the
lowest quality lead-gen reps do not aspire to anything more.
Second, the rep should have experience making between 50 and 100 cold-calls per day. A former recruiter, mort-
gage broker, or stockbroker with two-to-three years of experience is ideal. Small software companies don’t have
the time or resources to invest in training for rudimentary skills such as cold-calling and CRM management. It is
much better to hire reps who already have these skills.
Third, contrary to popular belief, the best inside reps are motivated by more than just money. Whether it’s a sense of
competition, pride, long-term career goals, stock options, family, or some other reason, they need to be inspired by
more than a paycheck. Otherwise, you’ll get a one-dimensional mercenary that adds little overall value, rather than
the sort of person that helps create the esprit de corps and sense of mission that highly successful startups need.
Recruiting: Where to Find Them
There are many places where an inside sales manager can find lead-gen reps, but no matter where you search,
cost and control are always the most important elements.
College graduates are more articulate and more likely to have
the skills that allow them to learn about aproduct to the degree
that they can move beyond the role of lead-gen rep.

Tactical
Lead generation is a high-turnover endeavor. Reps often burn out, turn out to be weak performers, or just can’t fit in
with the corporate culture. For whatever reason, their replacement rate is high. Therefore, it is important to keep the
sunk cost to a minimum. Paying 10-20 percent of an inside rep’s base salary to a recruiter is not financially feasible; it
increases the company’s costs, and it’s sure to attract the most unwanted sort of attention from senior management.
Plus, it’s much easier to terminate a failing rep after four months when you didn’t just pay a $10,000 recruiting fee.
Help-wanted postings are cost-effective at $75 to $150 per post, and they’ll help you reach plenty of high-quality candi-
dates if you choose the right websites. Public posting is not only an inexpensive means of generating large numbers of
resumes, it also has the advantage of providing an easy way to test the prospective inside rep’s ability to communicate
via email, on the phone, and, finally, in person.
The first step after receiving a resume from a lead-gen rep candidate should be to reply via email, challenging the
candidate with some simple questions (why did they leave their last employer, do they have experience using a CRM,
etc.). The questions should be slightly difficult, and the reply to the questions should come in a timely, articulate,
and convincing manner. If the candidate can’t sell the inside sales manager via email, they won’t be able to sell
prospects, either.
If the answers are satisfactory, a phone interview is the second step. The phone interview should be brief. The inside
sales manager is looking for something very simple here: talent. This candidate is going to spend a huge amount of
time speaking with prospects on the phone, so they should speak in a clear, coherent, and meaningful manner. Reps
who sound canned, monotonous, or overly nervous should be avoided. Many reps that look good on paper and in their
emails fail here. The first 90 seconds should tell you everything you need to know. If there isn’t a spark of life and pas-
sion in the rep’s voice, the interview can be concluded without further need for follow-up.
If the candidate sounds convincing and sincere, an in-person interview is the next step. By the time the lead-gen
rep candidate reports for the interview, the inside sales manager should have a good idea of what they are dealing
with. However, it’s still a good idea to have at least one or two other people meet the candidate. Often times, the
other interviewers will catch things that the inside sales manager missed, including behaviors and comments that
provide insight into the character of the candidate. Keep in mind that this person is going to have unrestricted
access to the company’s CRM data; hence, you need to be able to trust them without hesitation.
Unfortunately, in most states, there are laws against singling out one person for background screening without
doing so for everyone. A useful question to ask the candidate, then, is,“If we were to do a background check on you,
what would we find?” In most cases, the rep, not wanting something in their past discovered without their being
able to explain it, will explain any circumstances that might give a manager pause before hiring them. It could be a
criminal record, discrepancies on their resume, or other personal circumstances that provide additional perspective.
If the answers are satisfactory, a phone interview is the second
step.The phone interview should be brief.The inside sales
manager is looking for something very simple here: talent.

Tactical
It is also important to come away from the interview with at least two references from the candidate’s former
employers. References should be called shortly after the interview if the candidate still appears to be strong. They
should be asked about the candidate’s greatest weaknesses and whether they would hire them again if they had
the opportunity to do so.
Recruiting: The First Five Days
It might seem strange to include the first five days of a lead-gen rep’s experience under “recruiting,” but there are
at least two good reasons for doing so.
First, inside reps, like many employees, still need to be “sold” on the experience they will have and reassured that
they made the right decision. If they are strong candidates, they probably had multiple options, and they won’t put
those other options to bed fully until they know they’ve made the right choice. They usually won’t be completely
convinced until they’ve spent a few days in their new role.
Second, candidates sometimes reveal shortcomings that would otherwise never come up in the interview process.
These shortcomings can include problems with drugs and alcohol, much weaker phone skills than the inside sales
manager was led to believe they had, less experience with a CRM than the candidate claimed, and so on. For these
reasons, structure and schedule are of paramount importance during the first week. This will help the inside rep
feel that there are processes and rules in place, and the inside sales manager will get a quick, clear view of what
kind of candidate they’ve hired.
Lead-gen reps should be on the phone producing leads within no more than one week. We’ll discuss this in greater
detail later, but in a nutshell, the goal is to have them master the high-level value proposition quickly, learn the
CRM and how the organization functions, and then get on the phone and start calling prospects.
A simple outline of a new rep’s first five days might look something like the schedule on the next page.

Tactical
Week One Goals and Priorities for New Inside Sales
Hours Event Owner
9:00 to Noon New hire orientation
Noon to 1:00 Introductory lunch
1:00 to 1:30 Hardware Setup: Headset, Desk, Monitors, etc..
1:30 to 2:30 Software setup: CRM, phones, email
2:30 to 3:30 Review call scripts and email templates NA
3:30 to 4:30 Product review
4:30 to 5:00 End of day debrief
DAY ONE
Hours Event Owner
9:00 to 9:30 Day 2 Intro & review hours tracking and rules of engagement
9:30 to 10:00 Intro to demand gen/marketing
10:00 to 11:00 Ride along with SDR’s while they prospect
11:00 to 12:00 Call management training (live fire remote room exercise)
12:00 to 1:00 Lunch
1:00 to 1:30 Review comp structure and lead contact research training
3:00 to 3:30 Listening to 1:00 recorded sales rep demos NA
3:30 to 4:00 Intro to sales acceleration tool
4:30 to 5:00 End-of-day debrief
DAY TWO
Hours Event Owner
8:45 to 9:00 Day 3 preview
9:30 to 10:00 Meet with customer success
10:00 to 11:00 Shadow sales team
11:00 to 12:00 Continued ride along with SDR team
12:00 to 1:00 Lunch
1:00 to 1:30 Listen to recorded demos NA
1:30 to 3:00 How to use phone system
3:30 to 4:00
Continued call-management training – work through script, practice via
live-fire remote room exercises.
4:00 to 4:30 Lead lifecycle management
4:30 to 5:00 Review demo distribution/routing rules
5:00 End of day debrief
DAY THREE

Tactical
New inside sales reps should not be reinventing the wheel. They should get up to speed with the script and the
CRM by spending two-to-three hours per day in their first week sitting with other members of the team, listening
in on their calls, and watching how they work. They will pick up a great deal through this sort of observation. They
should also listen in on actual discovery calls, and watch demos that outside reps set up as a result of those calls.
Observing successful calls and developing a feel for how their part of the sales cycle plays out are key contributing
factors in their ability to perform successfully once they’re on their own.
Headsets are far superior to handsets. Headsets increase the inside rep’s productivity significantly, and they also
allow others to plug in and listen to their calls.
At the end of day five, it’s good practice to email the new rep a “top-10” list of things they need to remember. They
will likely be experiencing information overload by now, and a short list will be a welcome relief. The new rep’s top-10
priorities should be customized to their situation, but in general it might look something like the message on the
next page.
Hours Event Owner
9:00 to 9:30 Day 2 Intro & review hours tracking and rules of engagement
9:30 to 10:00 Intro to demand gen/marketing
10:00 to 11:00 Ride along with SDR’s while they prospect
11:00 to 12:00 Call management training (live fire remote room exercise)
12:00 to 1:00 Lunch
1:00 to 1:30 Review comp structure and lead contact research training
3:00 to 3:30 Listening to 1:00 recorded sales rep demos NA
3:30 to 4:00 Intro to sales acceleration tool
4:30 to 5:00 End-of-day debrief
DAY FOUR
Hours Event Owner
8:45 to 9:00 Day 5 preview
9:00 to noon Out-bounding live – on the phones!
Noon to 1:00 Lunch
1:00 to 4:00 Out-bounding live – on the phones!
4:00 to 5:00 Call audit: review recorded calls and train on points of improvement.
5:00 to 5:30 End of day Debrief
DAY FIVE

Tactical
[First name],
Congrats on making it through your first week! I think you’re going to do great work here. Here’s a quick “top-10”
list of things to keep in mind:
1. In CRM, always check for duplicates, to make sure there are no open opportunities and no duplicate leads.
2. Read #1 again; it’s very important.
3. Slow down when you speak. This is the single most important factor in terms of managing a conversation.
What you say isn’t nearly as important as how you say it.
4. Close “toward the calendar.” Once a prospect is asking questions and showing interest or pain, close him on
talking with an AE.
5. Voicemail works best when paired with email. Email can work without voicemail, but voicemail seldom works
without email.
6. Don’t “go down a rat hole.” Prospects will try to get you into feature-selling, meaning that they’ll want to you
to articulate features about our product or how it compares to another product. This is a buy sign. Use it
to close them on speaking with an AE.
7. Great inside reps are proactive with their AE’s. If they don’t respond to email, call them. Make sure they keep
their calendars up to date so you can book them without fear of double-booking. Most important, work with
them on drilling into accounts that you agree have the highest strategic value, and any others that appear to
be strong prospects.
8. Log everything—calls, voicemails, and emails—into CRM. Remember, when you look at a lead or an opportunity
in CRM, it should tell the story on its own, by virtue of the historical data that’s been logged, without needing
the record owner to explain “what the story is” regarding a given opportunity.
9. Your script may change according to the needs of the home office. Always keep the most recent version in
front of you at all times. Don’t try to wing it. Slow down, see what’s in writing in front of you, and use that
information.
10. You and I will be in very close touch, but always feel free to call/IM/email me anytime if you need anything,
even if it’s outside of our regular times to talk.
Welcome aboard!
Mike

Tactical
Rules of Engagement
The Rules of Engagement are created to set boundaries and create procedures for the inside, outside, and sales
operations teams to live by. The Rules of Engagement should be established early on, and all parties must agree on
them. The most important thing the Rules of Engagement govern is how the inside and outside teams interact with
each another.
Rules of Engagement: Who’s Calling What Leads
The Rules of Engagement should cover three areas:
1. Who’s calling what leads.
2. How discovery calls are executed.
3. What constitutes a “qualified” lead.
There should be a strong firewall between inside and outside sales teams. Sales organizations differ on this topic,
but “division of labor” is the rule of thumb you should always follow, i.e., those who specialize in certain functions
should focus their efforts on those functions exclusively. In other words, the inside team should be calling leads,
and the outside team should be managing the sales cycles that grow out of those leads.
If the outside team insists on calling certain leads, they need to be sure to document those activities in the CRM.
They need to let the inside team know that they are targeting those companies, and the inside team should get
credit if the outside rep qualifies a prospect successfully. This may sound counter-intuitive, but it actually prevents
competition for leads and permits the sales force to do what is best for the company rather than let political con-
siderations get in the way.
Second, a process needs to be set in place for qualifying leads during the earliest phases of the sales cycle. Typically,
the inside rep will speak with a prospect; if the prospect meets the minimum qualification criteria, (usually a certain
number of servers, employees, annual revenue, or whatever metric the company’s software is priced on), and indicates
some level of interest in learning more, the inside rep will set up a call between the prospect and the outside rep.
At this point the inside rep will send a calendar invite to the prospect and the outside rep, including a dial-in number
in the “location” line. This allows the prospect to invite other colleagues and lets the outside rep log into the call,
even if they’re working at home or at a client’s site. It also allows the inside rep to log into the call. This is very
important, for three reasons:
1. It lets the inside rep make a brief introduction at the start of the call, which helps break the ice.
2. If the prospect doesn’t show up, the inside rep needs to know ASAP, so they can email them and set up a new
time for the call, if possible. Up to forty percent of discovery calls may turn out to be “no shows.”
3. It allows the inside rep to reconcile with the outside rep how the call went. Outside reps often claim that a
prospect is not qualified or downplay the quality of the prospect, to lower their sales managers’ expectations.
They are not to be trusted on this matter, and keeping them honest is very important.
If the outside rep is going to follow up with the prospect, this needs to be noted in the CRM. The prospect must be
scored as a “qualified” opportunity, and the inside rep should get quota credit.

Tactical
Finally, everyone needs to agree on what is a “qualified opportunity.”The danger of not agreeing on this strict
definition is that every outside rep will have an individual set of ever-changing criteria as to what they consider a
qualified lead, and they will use these criteria for their own ends. This makes it impossible for the inside team to do
their job over the long run, and it will demoralize them. Inside reps need repetition and process, and they cannot
work effectively if the rules are constantly changing.
Preferably, the definition for “qualified” is very simple, and it usually contains three criteria. First, It might be that
the prospect has a minimum number of servers (for instance), or meets some general company size threshold.
Second, there needs to be either an influencer or decision-marker on the call. And finally, after the initial discovery
call, agrees to see a demo of the product, have a pricing discussion, or agree to some sort of calendered next step.
This final criteria should preferably be loose—the prospect agrees to connect in the next couple weeks after speaking
internally, for instance, should suffice. At this point, the lead should be defined as a “qualified opportunity,” and the
outside rep should take ownership. The inside rep should then continue producing more qualified leads.
The Rules of Engagement do not need to be complicated. They should be stated in bulleted format, and they can
exist in a simple four-slide PowerPoint or Google doc. It should be stored in the CRM for all to see, and new inside
and outside reps should be given a copy as soon as they arrive. They should also meet with the inside sales manager
shortly after being hired, to make sure they understand the process and the rules. Outside reps will need to be
reminded of them early and often, and the SDR leader absolutely must challenge them right away if they begin to
veer from the procedures.
Reporting
Reporting is critically important, and the inside sales manager needs to report to various people fairly frequently.
The reasons vary, but communicating accomplishments and articulating needs are basic to every lead-gen team.
The executive staff should receive a weekly report, including a bulleted overview of important qualitative and quantitative
information. The quantitative side of the report should include how many qualified opportunities were generated, how
many opportunities are waiting to be qualified, and how the month-to-date is proceeding. Qualitative factors should
include how various lead sources are performing, how new inside reps are doing, and other relevant lead-gen issues
and initiatives. This is also a good platform for mentioning deals recently closed that began with leads produced by
the inside team, and to give credit to other parties (e.g., marketing or business development) when opportunities
are created from programs or initiatives they were involved with.
The weekly executive report is particularly important during the early stages of the lead-gen team’s lifecycle.
Depending on the length of the software vendor’s sales cycle, there may be a three-to-six month period during
Reporting is critically important, and the inside sales manager
needs to report to various people fairly frequently.The reasons
vary, but communicating accomplishments and articulating
needs are basic to every lead-gen team.

Tactical
which there are no closed deals stemming directly from the lead-gen team’s work. During this period, communica-
tion is of paramount importance so that the work being done is clear for everyone to see.
The math that justifies the existence of a lead-gen team is as follows: technology companies assume that they
will usually be acquired or go public at between five and ten times revenue. If the value of a deal is $50,000, then
executive staff will calculate that this adds $250,000 to $500,000 to their general value. So when a lead-gen team
starts initiating large numbers of successful deals each quarter, justifying their compensation is a no-brainer. But in
that long ramp-up time the jury is out, so executive staff needs to see clearly that the pipeline is being populated by
opportunities that would not exist without inside sales, and the weekly report is the place to convey this information.
The lead-gen team itself also needs frequent reporting, on two occasions in particular. First, the month-to-date
results should be shared during weekly team meetings. At this time, you can assess overall team performance and
discuss what needs to be done before the month ends. This is also a good time to talk about the success, or lack
thereof, of any recent lead-generation initiatives. Upcoming lead-gen events can also be discussed, such as trade
shows or webinars. Most importantly, if the team is not on track from a production standpoint, they need to feel a
sense of urgency during and after the meeting so they’ll understand that they need to crank up their efforts.
During the last 10 or so business days of the month, an “end-of-month countdown” can be emailed to the inside
team. It should specify the number of qualified opportunities created for the month, how many new qualified
opportunities were created over the past day, how many discovery calls are left to be executed, and how many
business days are left in the month. The message is that every day counts and time is running out.
The final group to which some sort of regular communication is necessary is marketing. The relationship between lead
gen and marketing varies greatly from company to company. At some companies, marketing is seen as a support
system for inside sales and will be charged with creating traffic that the inside team can call on, usually from webinars,
white papers, and trade shows. If the marketing team is more focused on brand building, then there may be less
actual lead-gen activity, but hopefully there will be more inbound leads as a result of the work that marketing has
done to improve the product’s position in the marketplace.
Regardless of what stance marketing has adopted, it is very important that qualified leads created from the work
marketing has done are highlighted, preferably to executive staff in the weekly report. This is important because it
will help marketing, as well as the company in general, know what’s working. Moreover, marketing people greatly
appreciate it when revenue can be attributed directly to their efforts. Inside sales has a particularly good vantage
point to see what has worked, and by highlighting this, the inside sales manager has the opportunity to make a key
ally very happy.

Tactical
General Management
Hours
Generally speaking, response rates are better in the morning, the earlier the better. Ideally the inside team is on
the phones by 8:00 a.m. in whatever time zone they are calling. If they’re on Pacific time and calling an area on
Eastern time, they should be on the phones no later than 6:30 a.m. Pacific. The efficacy is so much greater that
it’s worth letting them leave after only eight hours (6:30 a.m.–2:30 p.m.) instead of the standard nine-hours most
inside reps work (8:00 a.m.–5:00 p.m.).
Compensation
Compensation varies greatly from region-to-region and vertical-to-vertical in terms of base salary, on-target
earnings, and target metrics. A few things should remain constant, no matter what. First, inside reps should have
an easy means of calculating their variable compensation as the month goes by. There’s a tendency to treat inside
reps as second-class citizens in this respect, but this inevitably leads to poor morale, and your top inside reps will
look for something else to do if they can’t even keep track of how much money they’re making.
Base salaries should be as considerate as possible, within reason, compared to how their peers at similar local
companies are compensated. Low-balling on base salary is dangerous for inside reps since they typically don’t
manage their personal finances well (as a result of their being young, usually, and often having certain personality
flaws that sometimes preclude their being promoted to outside reps in the first place). Therefore, without any sort
of base salary to speak of, should an otherwise strong performer have a bad month, they may very well leave, since
their lost income can affect their ability to pay their rent and meet other living expenses.
Finally, it’s OK to increase quotas as time passes, as the team and company become more established, and as
leads and qualified opportunities become easier to create. The appropriate way to communicate a quota increase
is at the beginning of the month, and each rep should be told individually, rather than making an announcement at
the weekly team meeting. Inside reps are much more likely to complain and protest when in a group setting than
when meeting individually with their manager.
Relationships
For the most part, inside reps are inspired by two things: greed and fear. As mentioned above, compensation is
a strong performance motivator, and, as we will discuss below, fear of termination is equally so. But if the inside
sales manager is overly familiar, and becomes a completely known quantity to the reps the inside sales manager
is managing, it becomes more difficult to do things like raise quotas and terminate low performers with credibility
and confidence. Team outings and outside-the-office interactions in general should be done on a very limited basis.
Base salaries should be as considerate as possible, within
reason, compared to how their peers at similar local
companies are compensated.

Tactical
For these reasons, it’s best to make the decision and let them know right away. Writing down the reasons why they
are being terminated and having the list on hand during the actual termination meeting is a good practice, as the rep
is likely to protest and try to reverse the decision. Additionally, having a witness present such as an office manager,
HR rep, or VP of Sales is a good idea, so the rep can’t manufacture a story afterword about what transpired during
the termination meeting in an effort to extort or embarrass their former employer.
Supervision
Sitting within earshot of the lead-gen team is absolutely essential. Once you move into an office—or anywhere you
can’t see and hear them—you won’t really know what they’re saying on the phone or how they’re saying it.
Moreover, having the ability to check a rep’s calls from the phone, as opposed to what they log in the CRM, is vital.
It’s imperative for the ISM to look at the call logs, either systematically or randomly, and make sure the reps are
actually making the calls they say they’re making.
It’s very common for reps who are burned out to make calls to their own voice mail, 800 numbers—anywhere they
know they won’t have to actually talk to anyone. This way they appear to be doing their job, while in reality they’re
thinking about being somewhere else, doing anything else. When this happens, they need to be replaced.
Leading by example is critical. Reps watch inside sales managers very closely, and they’ll feed off their energy. If
the inside sales manager spends the day focused on reviewing calls and leads, the team will react accordingly by
working harder. If the inside sales manager spends the day on Yahoo Instant Messenger and Facebook, the team
will goof off, too.
Terminations
Lead-gen reps that don’t perform need to be terminated. There are two determinants to a lead-gen rep’s success.
The first is talent. A good inside sales manager can see this pretty quickly. It refers to the rep’s phone skills, their
ability to bend people to their will over a 30-second time frame, and their general aggressiveness in pursuing leads.
The second is their work ethic.
Strong reps have both of these qualities. If the rep fails on either count, they need to be let go. Putting them “on a
plan” is usually not effective. They rarely change the factors underlying their lack of productivity, and they usually
use this time to update their resumes. Also, lead-gen reps have complete access to the company’s most sensitive
data contained in the CRM. If they suspect that they might be terminated, they are more prone than other sales
people to take note of leads and opportunities and sell them to competitors if they are actually let go.
Sitting within earshot of the lead-gen team is absolutely
essential. Once you move into an office—or anywhere you can’t
see and hear them—you won’t really know what they’re saying
on the phone or how they’re saying it.

Tactical
Remote Reps
Remote reps are very difficult to manage. It’s impossible to verify what they’re saying and how they’re saying it,
and because call tracking is usually not available remotely, it’s hard to observe their work habits. The only way
remote lead-gen reps can work, from a logistical standpoint, is if they are in a satellite office with other colleagues
and checking in with the ISM daily for at least a few minutes.
For remote reps, logging their activity in the CRM is even more critical than for the ones in the office. Otherwise,
failure is inevitable. When they don’t do things right, you won’t be there to correct them, and if they burn out, you
won’t know about it until much later.
Elite Performers
Every inside rep’s nightmare is that they’ll spend the rest of their lives doing lead gen. If successful inside reps
don’t see a career path, chances are high that eventually they’ll go looking for a company that can offer one.
The paradox of the ISM in this case is that the outside reps being supported by the inside team usually consists of
reps that have between five and ten years experience selling complex IT products. It’s unlikely that an inside rep,
no matter how talented, is going to be trusted to manage long, complex sales cycles without having done it before.
There are at least two ways that top performers can be kept happy. The first is money. The ISM should be familiar
with the pay scales of reps in similar roles at similar companies in the area. For top-tier performers, the ISM should
consider seriously raising their on-target earnings up to 30 percent higher than the local standard.
This may sound excessive, but, as discussed earlier, leads produced from inside reps that are successfully monetized
are often worth five-to-ten times their face value in terms of company acquisition dollars. A lead that turns into a
$50,000 sale can be worth an extra $250,000–$500,000 when the company is acquired. If a rep produces multiple
leads of this nature each month, boosting their compensation is a no-brainer.
Assuming no middle-market product is available for the lead-gen reps to “graduate” to selling, you can still assign
them responsibilities that provide greater leadership opportunities and job satisfaction. Early-stage IT vendors will
often produce target lists of “big-game” prospects that are known to be of great value to the company. This is an
ideal way to give an inside rep a raise and let them work on the company’s top priorities.
How You Should Spend Your Time
We’ve already described a number of things that the ISM should be doing in terms of general management and
training. But no individual task can possibly fill the entire workday. Hence, the ISM should have a fair amount of
time to spend on other responsibilities.
No SDR leader's task is more important than reviewing the status of leads. This means taking lists that were fed
into the CRM and looking them up to see how the lead-gen reps are handling them. Of the tens of thousands of
leads in the CRM, obviously some are more important and attractive than others. The ISM should be spending at
least a couple hours each day doing quality control on them.
How leads are being managed tell a very important story—are the lead-gen reps doing their job? How are they doing
it? This also lets the lead-gen reps know that you’re paying close attention to what they’re doing. This is critical to
managing a successful inside sales team.
Qualitative Metrics
Quantitative metrics are easy to come by. Call volume, overall activity volume, time-on-phone, work hours, aggre-
gate opportunity production, and so on—these numbers tell a story that’s easy to digest and relate, and they are a
critically important aspect of measuring productivity in real time, in an even and unbiased manner.

Tactical
However, it is also important that the ISM use qualitative metrics, as these will often tell a story even before the
quantitative ones do. If properly managed and observed, qualitative metrics allow the ISM to understand why the
numbers are what they are.
There is often a great disparity between an inside rep’s behavior toward a manager and that toward his or her peers.
Some disparity is normal; however, if, during the first few weeks of training, a rep appears to be uninterested in listen-
ing to and observing their peers as part of the ramp-up period, this is a major red flag. It indicates that the rep is not
interested in learning, or thinks he or she has nothing more to learn. Oftentimes these reps have weak learning curves
and do not take constructive criticism to heart, and this is sure to show up in their overall performance numbers.
A startup will often have a list of target accounts that need to be penetrated. If you have assigned a lead-gen rep to
assist with this effort, a regular (monthly) territory review is a good idea, as this will provide a deep understanding
of the rep’s progress. Typically these lists contain 50–200 accounts, and a rep who is working nine hours a day
should be able to rattle off details on most of them from memory. During the territory review, the rep should be
able to describe with some passion and level of detail what a given prospect’s status is without having to look at
their notes too often or for very long. If the rep has to open the CRM and look up the account to give you the status
of a prospect, he or she is probably not fully present in the role.
As mentioned previously, it is important for the ISM to sit within the immediate vicinity of the team. The benefits of
this include not only being able to listen to what the reps say (which can also be audited via the phone system in
place), but also how they say it. A rep’s body language will also tell an important story. When making a call, if they
appear relieved—or even happy—that the prospect was not available or did not pick up, they probably have some
level of “phone fear.”This rep is probably lacking the requisite competitive edge and is unlikely to pursue a long-
term career in inside sales.
It is often assumed that inside reps do all their work in the office via phone and email. However, in this age of 24-hour
communication, it is important they check their email frequently outside of work, in case a prospect replies to their
email or wants to reschedule a meeting. Reps should also immerse themselves in the subject matter and the pros-
pects’ world in general. If a rep does not come in with the occasional brainstorm, thought, question, or suggestion
about a prospect or how to get into a certain account, this means that he or she would probably rather be doing
something else, and their productivity numbers will often reflect this.
It is often assumed that inside reps do all their work in the
office via phone and email. However, in this age of 24-hour
communication, it is important they check their email frequently
outside of work, in case a prospect replies to their email or
wants to reschedule a meeting.
@

Tactical
Researchers: Lead Gen for Lead Gen
Perhaps the single greatest impediment to a lead-gen rep’s ability to maintain high activity levels is CRM data
volume and integrity. Stop-and-go activity—i.e., making a call and then sourcing the data necessary for the next
prospect—is painfully inefficient. Although there are sources of pre-packaged support for data cleansing and
contact information, there is no substitute for a human being that can look at an account, browse the available
third-party data repositories (e.g., data.com, LinkedIn, Hoovers, etc.), and then collect the best email addresses,
phone numbers, and addresses and put them in the CRM.
For this reason, it is difficult to overestimate the economic value of hiring a “researcher,” typically, a college graduate
with 0–2 years work experience who is paid 0-to-$15/hour. This individual’s only job is to append the data in the
CRM accurately, and also to source net-new contacts for the lead-gen rep.
To measure the efficiency of this resource, one only has to take the number of activities that the lead-gen rep executes
per day, the value and outcome of those activities, and how much time they spend sourcing the appropriate business
intelligence with those activities. If you fill in the “sourcing” time with activities that cost $X/hour, you have your
answer. In most cases, the economic advantage is very clear, so much so, in fact, that, in environments with large
lead-gen teams, ISMs may want to pair their teams with large teams of supporting researchers.
Quotas
Quota setting is an often difficult and highly subjective matter, made even more complex because of variations in
prospects’ accessibility and responsiveness across categories. That said, there are some basic guidelines that can
help teams set goals effectively.
Lead-gen rep’s quotas are often tied to the revenue outcomes of the opportunities they identify. This may be
appealing intuitively, but in reality it presents several practical problems. First, inevitably, some lead-gen reps
are paired with AEs that are very high performers, and the result is a “free-rider” problem, whereby an otherwise
second-rate lead-gen rep receives quota credit only by virtue of the outstanding performance of the AE with whom
he or she is paired. Conversely, great lead-gen reps are sometimes mapped to weak AEs; hence, their quotas and
compensation are unjustly penalized due to their AEs’ poor performance.
The greatest risk in tying a lead-gen rep’s compensation to revenue is the behavioral impact it has on the rep’s
activities. If even a small portion of the rep’s compensation depends on the deals that are eventually closed, the AE
will lean on the lead-gen rep to help get stalled deals back in play. The lead-gen rep will then spend excessive time
either trying to find new contacts in opportunities they already helped initiate or getting the prospect to re-engage
with the AE. These are activities for which the AE alone should be responsible. If this sort of “mission creep” is
allowed, the lead-gen rep will spend excessive time chasing down contacts and scheduling follow-up calls for
already active sales cycles rather than identifying new opportunities.
Ultimately, lead-gen teams work best in environments that have a strict division of labor, where lead-gen reps can
control their performance and financial rewards by virtue of their efforts and talent. Not every category is right for
outbound lead gen, and if not enough of the deals close, management should examine whether outbound lead gen
is the right method for that category. Managers may also want to look at what constitutes a “qualified” opportunity,
how they are handled by the AEs once the discovery call has taken place, and where the opportunity was originally
qualified. The most effective adjustments to make are those that allow lead-gen reps to drive their quota attainment
by virtue of their own efforts.
Inbound vs. Outbound Leads
In most categories, new software vendors have very little by way of inbound inquiries. However, this is not always
the case, and the nature of the space and the efforts of the marketing team may result in some inbound activity.

Tactical
The lead-gen reps, not the AEs, are best positioned to follow up on inbound leads. It only makes sense for AEs to
follow up on inbound inquires if they have nothing else to do. The reason for this is two-fold: First, response time
has a huge impact on the first impression that a company makes on a prospect. Ideally, response time should be
no more than 10 minutes after the inquiry is made, and preferably less.
AEs rarely have this sense of urgency. They often feel that a 24-hour response time is more than acceptable and
will often take as long as one week to respond. In these cases, prospects may wonder what their customer expe-
rience will be like after they sign on with the ISV if it takes so long for them to respond to their initial inquiries or,
worse, they may have begun evaluations with competitors.
The second problem is that inbound leads are surprisingly hard to chase down. It often takes multiple phone calls
and emails to get prospects to re-engage and commit to scheduling discovery calls. Most AEs take the view that
if someone makes an inquiry and then the AE follows up with a voicemail and an email, and yet the prospect does
not reply, it means that the prospect is not interested. This is an inaccurate assumption, and the prospect often
simply needs to be pursued systematically to bring their original inquiry back to the top of their agenda, which
could otherwise have been replaced by any number of distractions.

Tactical
Lead Gen and the Lean Startup
Lead-gen teams are uniquely situated to deliver rapid feedback to the executive and product teams. This feedback
is collected in multiple ways: during initial outreach to prospects and response to that outreach; during discovery
calls that take place along side and in conjunction with the outside reps with prospects who respond positively to
the initial outreach; and during follow-up with prospects that were not closed during the original sales cycle and
are now considered either “stalled” or “closed/lost” opportunities.
The lead-gen team can collect, quantify, and package feedback from prospects and share it with the rest of the
organization. If this is done correctly, the feedback can create a “hyperkinetic framework” that lets product teams
test and re-test various messages and features, to determine what is resonating and what is not. These features do
not have to be fully built out or packaged, just pitched verbally and positioned via email. This tentative positioning
and resulting feedback loop is popularly known today as the “lean startup methodology.”There are three compo-
nents to the process as it relates to a lead-gen team:
1. The first is provisioning the lead-gen team with three pieces of information: an email to send to prospects, a
pitch to give prospects an overview, and a website where prospects can be directed.
2. Once these elements have been provided, the team should keep careful metrics—on both a call-by-call basis,
and over outbound emails—in terms of how many prospects respond and what those responses look like.
Prospects can be organized into groups and ranked. This phase should take no more than approximately two
weeks, and each rep should execute between 40-to-60 activities per day.
3. The final aspect of the exercise is the feedback loop. A simple Google doc will do, populated with bullet points
of the most relevant highlights. At the end of the two weeks, this doc can be shared with the relevant teams.
This is where next steps—including A/B testing of messages and value propositions—can take place. Teams
may elect to double-down on certain forms of messaging, or forgo certain types of prospects entirely, in favor
of concentrating on another test market.
The inside sales manager has special responsibility during this type of exercise. He or she must make sure that the
lead-gen reps carefully document all activities and outcomes and that any outliers or extenuating circumstances
are highlighted. The reason is that many decisions are made with limited data, and anything within the data that
would otherwise obfuscate the outcome if they were not known must be clearly pointed out. The margin for error
is razor thin in this type of effort.
The inside sales manager has special responsibility during this
type of exercise. He or she must make sure that the lead-gen
reps carefully document all activities and outcomes and that
any outliers or extenuating circumstances are highlighted.

Tactical
4. Not reviewing leads
If the lead-gen team doesn’t think you’re looking at
their work, they’ll eventually get sloppy. Either leads
won’t be properly followed up on, or they won’t be doc-
umented in the CRM. The ISM has to be very involved
at ground level, and that means reviewing the progress
of leads documented in the CRM.
3. Not listening to reps
The flip-side of reviewing leads is listening to what’s
happening while they’re being called. ISM’s have to be
sitting within earshot of their team so they can listen
to what their reps are saying. This is especially import-
ant during the first couple of months of a new lead-gen
rep’s tenure.
2. Failure to defend the inside team from the
outside team
The relationship between lead-gen teams and the out-
side reps they support is both symbiotic and adversarial.
It’s easy to be loved when it’s the former, but when it’s
the latter, the ISM has to be quick to intervene on be-
half of their team. The ISM must be ready to go to war.
The more willing they are to fight, they less frequently
problems will come up.
1. Not building and enforcing Rules of
Engagements
If, from the very beginning, a set of rules is not in place
to govern the processes and procedures that the
outside team and lead-gen team are bound to abide
by, you will fail. Nothing else matters if this does not
happen. The Rules of Engagement must be set in writing
and agreed to by all parties. Changes to the rules
should only happen by mutual agreement following
open discussion. This is the groundwork upon which
all of your future success is built.
10. Becoming friends with your reps
Lead-gen managers are often first-time managers who
need to keep in mind that the reps are your employees,
not your friends. If you try to be friends with them,
you’ll lose all of your authority with them.
9. Not sitting in on qualification calls
The traffic that the lead-gen team produces has to be
monetized by the outside team. Outside reps cannot
be counted on to give it their all without supervision.
Therefore, the only way to verify the quality of the
leads is to listen to these calls.
8. Failure to give credit where credit is due
If someone on the lead-gen team does something great,
don’t keep it a secret or feel threatened by it. A-players
hire A-players. Everyone wants to know they’re doing a
good job, so don’t be stingy with praise and recognition.
7. Stealing from team
Some Inside Sales Managers have been known to
take credit for leads produced by their reps. This is a
formula for failure. Your reps won’t feel inspired, your
best performers will jump ship as soon as possible,
and your career will be in the toilet because eventually
everyone will know what you’re doing.
6. Keeping underperformers
Reps who don’t maximize yield with their territories
cannot remain in their seats. It’s unfair to the company,
to the outside reps they support, and to the other lead-
gen reps who are pulling their weight. Fear of job loss is
a major motivator for lead-gen reps, and giving up this
tool is a sure way to sabotage yourself.
5. Not thinking about value consistently
As mentioned above, lead generation is an investment
that a company will only make if they feel they’re
getting clear ROI, meaning that deals are being closed
that would not otherwise have happened. This means
very frequent reporting to senior management, in both
quantitative and qualitative terms.
Top Ten Mistakes Made by SDR Leaders
We’ve covered quite a bit of information, and it can be hard to remember it all. I recommend printing out the following
“Top-Ten Mistakes Made by ISMs” list and using it as a handy reference guide to the biggest mistakes to avoid:

Tactical
How to Use an SDR Team to Juice up Revenues Before
an IPO or Fundraising Cycle
Companies deploy SDR teams for many reasons, the most obvious of which is to generate pipeline and growth
when there’s insufficient inbound lead volume. However, one of the most important functions of an SDR team is to
make revenues “hockey stick” during capital events, such as seeking a new round of funds or launching an initial
public offering. During these phases, it is particularly important that the company show a strong growth trajectory;
if this doesn’t happen, it jeopardizes the fundraising or IPO and can result in failure overall.
There are baseline steps that the SDR leadership should undertake to ensure success. The first step is dropping
underperformers. This is a good idea any time, but it’s particularly important during fundraising for two reasons:
1. The team is going to be under more scrutiny than ever before, and any weak link will be seized upon as an
example of team-wide mediocrity; hence, there’s defensive survival value here;
2. The team will soon ask for extra resources (see dialers, below)—which are expensive—for their top reps.
The goal is to spend less money on bad resources and more on good ones.
The second step is getting the best reps on a high-quality outbound dialing system. Again, this is a good idea in
general. In high-pressure scenarios, the benefit of being able to clone your best reps cannot be understated. The
results should be a two-to-four-fold increase in the number of calls they make, and if their historical success rates
hold, the net impact should be a commensurate increase in the number of qualified opportunities generated.
The third step is stratifying the team: taking the top reps and lining them up with the accounts that represent the
greatest value to the company. While this many cost the company in the long run in terms of a smaller number of
total opportunities created, in the short run it will uncover a number of very-high-value deals that should increase
the average sale price and, hopefully, also land some enormous logos and lighthouse deals. These look great on a
badge slide for investors, they’re tremendous for company morale, and they also allow the team to generate some
very big deals that help with the bottom line.
The SDR team needs to be completely relieved of searching for leads. The data-research portion of what they
do should be either outsourced or solved with a technology solution. SDRs who spend time looking for phone
numbers, email addresses, companies, and/or names of prospects are far slower and less effective in their actual
prospecting, and they need to be moving quickly, without hindrances or excuses.
Finally, this is a time, more than any other, when the SDR team needs to take on complete responsibility for the
company’s pipeline goals. This means that if the marketing team is bringing in enough inbound leads to generate
X pipeline, and the pipeline needs of the company are Y, the SDR leader’s goal needs to be Y minus X. This ensures
that the SDR team is thinking and acting in a way that maps precisely to the company’s revenue goals to complete
the financial event that it’s working toward. It is up to the SDR leadership to get the company there.

Tactical
Marketing,You’re Letting Sales off the Hook too Easy!
Sales and marketing teams often spend a lot of time debating each other’s responsibilities in terms of producing
pipeline and what is a “qualified lead.”The conventional wisdom is that the marketing team should produce in-
bound leads—usually in the form of demo requests and/or trial downloads—and the sales team should then follow
up with those prospects. Sometimes this pool of prospects is further narrowed according to company size, vertical,
and/or geographic location.
When the lead reaches a certain score or grade, the sales team takes it. If the lead doesn’t hit the score or grade—
usually because the prospect didn’t ask to be contacted—the lead stays with marketing for further nurturing, until
the prospect asks to be contacted.
The problem that usually comes up is that the sales team is often starving, but is either declining leads from
marketing because they aren’t “qualified,” or marketing is withholding these leads from the sales organization
because they haven’t indicated that they’re ready to be called. During these times, the sales team reaches out to
cold prospects to fill the pipeline gap.
This makes no sense. A prospect who attended a webinar, but has a low lead score because that may be the only
action they took, is still a better prospect than someone from a list that hasn’t indicated any interest whatsoever.
The golden rule that teams in this situation should follow is that if there aren’t enough “qualified” leads for the
sales team to follow up on, they should be calling everything that marketing produces, regardless of “lead score” or
“grade” or what is an MQL or SQL. If a prospect expresses any interest in the company, then the sales team should
reach out to them.
There are exceptions, of course. If the company is simply too small, or the title is a non-runner, then this rule
doesn’t apply. However, data constraints and potential-deal size notwithstanding, the sales organization cannot
afford to have a filter on who they reach out to, and the marketing team cannot afford to give them one.
If the company does a webinar, the sales organization should reach out to everyone who attended, unless their title,
vertical, or company size makes them completely inappropriate as a prospect. The notion that these prospects
should be quarantined by marketing, nurtured, and then released to the sales team as appropriate is a luxury that
only very successful companies with rich pipelines and large numbers of inbound demo requests—usually the
result of viral and organic growth—can afford.
If the company does a webinar, the sales organization should
reach out to everyone who attended, unless their title, vertical,
or company size makes them completely inappropriate as a
prospect.

Tactical
To make this actionable, there are a few things that marketing can do to make the sales team’s job easier.
First, one of the barriers to sales following up on collateral and marketing-event leads is bad data. There are multiple
workarounds for this: Researchers can be hired to append the data, and there are commercial list sources that can
attach phone numbers and email addresses. However, the odds of sales following up successfully are far greater if
they don’t have to fish around for data.
Second, marketing needs to stay close to sales on the presentation of the data. If a webinar takes place, marketing
needs to meet with sales and tell them a bit about the webinar, so sales has context when reaching out to these
prospects. At the same time, the lead source needs to be clear, not cloaked in gibberish that is unintelligible to
sales. This way, when the sales rep calls the prospect, they can invoke the source of the lead, thereby jarring the
memory of the prospect and making it a much warmer call.
On the sales side of the equation, leads that are not demo requests or trial signups still need to be called. SDRs often
prefer to email these prospects, but the prospects can get confused by the marketing emails that they’re already
getting from the vendor as a result of their original download, and so the efficacy of sales emails in this case is
limited. Therefore, appending them with phone numbers for the sales team is a must, as is tracking the activities
logged for these leads in the CRM. Good SDR managers audit the calls made against collateral downloads.
The SDR team should be divided into inbound and outbound teams. If SDRs have inbound leads to follow up on,
but they’re also charged with generating leads from outbound activities, they’ll generally neglect engaging in out-
bound prospecting in favor of following up on inbound leads as this represents the path of least resistance.
With the inbound team, there should be further subdivision—ideally a rep that does nothing but follow up on
collateral leads from webinars, white papers, case study downloads, etc. Otherwise, they, too, are prone to simply
following up on the demo requests, which represent a higher grade of prospect and less pursuit than those derived
from collateral. If the SDR team cannot have a rep dedicated to collateral for one reason or another, it’s best to
assign these leads to the outbound team as they represent cold prospects far more closely than they do demo
requests or “contact us” leads.

Tactical
The DISC Profile and SDR Managers/SDRs
The DISC Personality Profile is a popular and easy-to-use test to help describe people’s personality traits.
There are personalities that are well suited to SDR management and SDR work, and some that are not.
The basic attributes of the DISC are as follows:
DISC Personality Type Behaviors
Dominance
Person places emphasis on accomplishing
results, the bottom line, confidence
• Sees the big picture
• Can be blunt
• Accepts challenges
• Gets straight to the point
Influence
Person places emphasis on influencing or
persuading others, openness, relationships
• Shows enthusiasm
• Is optimistic
• Likes to collaborate
• Dislikes being ignored
Steadiness
Person places emphasis on cooperation,
sincerity, dependability
• Doesn't like to be rushed
• Calm manner
• Calm approach
• Supportive actions
• Humility
Conscientiousness
Person places emphasis on quality and
accuracy, expertise, competency
• Enjoys independence
• Objective reasoning
• Wants the details
• Fears being wrong

Tactical
It’s a good practice to have SDRs take a free version of the DISC personality test during the interview process.
Many versions are available online, and they take around 15 to 20 minutes to complete.
Individuals who are high on the Dominance scale (D’s) typically make good SDRs. They seek to impose their will on
others, which is something that SDRs are asked to do day-in-and-day-out. They’re highly competitive and can deal
well with rapid and frequent change.
D’s also make good SDR managers as they’re well suited to corralling and managing SDRs in their reporting
stream, and weathering the fires that are constantly being lit all around them by both the sales reps they’re
charged with supporting and senior management in its need for data and increased pipelines.
Individuals who are high on the Conscientiousness scale (C’s) do not typically make good SDRs. The C type’s need
to have every process spelled out can make rolling with change very difficult. They don’t deal well with confrontation,
which is something that SDRs face all day, every day. The need for detail subverts their ability to freestyle when
they engage prospects who don’t fit into a bucket that they’ve been trained to address, which is problematic as
SDRs face corner cases all the time.
C’s can make good SDR Managers. They are usually very good at documenting processes, which is something that
their team members enjoy and appreciate. The C’s attention to detail from a reporting standpoint can also be ben-
eficial when communicating with others in senior management on data and process issues. They do need to learn
to confront performance behaviors on the SDR team, which is probably not their first instinct. For this reason, they
may want to work closely with a “team lead,” who can supply some cover when the SDRs aren’t doing as asked.
Those high on the Steadiness scale (S’s) can be good SDRs, but with caveats. S’s prefer a stable work environment
and are consistent and reliable, which are good qualities in an SDR. However, they don’t necessarily like to be pushed
to hit a number or quota, which is something that SDRs are asked to do all the time. They give teams a sense of
comradery and enjoy building and maintaining relationships, but they also have a hard time seeing turnover on the
team, which, again, is a hallmark of inside sales organizations.
S’s do not typically make good SDR managers. Their need to keep the team stable and consistent makes it hard
for them to be the catalyst for change and risk that the organization needs. In an environment where all things are
going well and there’s no need for change, this can be fine, but most companies starve at some point, and S’s are
not the ones who are going to save the day.
Those who are high on the Influence scale (I’s) often make good SDRs. They seek constantly to sway prospects,
and their willingness and ability to change the way prospects think about problems can make them very effective.
I’s often seek the limelight, so if they’re not the center of attention, they can become a distraction, but they are
positive and optimistic overall, and very competitive, so this usually makes them a good asset.
As SDR managers, I’s can do a decent job, but with caveats. I’s often focus too much on classroom type white-board
training, which is not an ideal learning method for SDRs. I’s do provide a forward-looking environment, and they
excel at gamification, though sometimes at the expense of making tough decisions that may disappoint both their
team members and their peers. Also, the need to be liked can subvert the need to be effective.

Tactical
How to Sell Into an Obfuscated Marketplace
Most companies have easily defined metrics as to the companies they target, including revenue, number of
employees, vertical, location, etc. However, there are instances in which a company may sell a product for which
the prospect is not obvious. For example, a company with 200 employees and $10 million in revenue may be every
bit as viable as a company that’s 10 times larger. The net result is that the SDR team may have little directional
data on who to reach out to.
In cases like this, there are a few options. A common solution is to use some sort of predictive lead scoring or
analytics to figure out which companies represent the highest likelihood of being decent prospects. These solutions
are not particularly accurate and often don’t work out.
The only surefire way to make sure the team is addressing all the prospects that are most likely to have a problem
they can solve is reaching out to the entire addressable market. This is a significant undertaking, requiring the right
data, tools, and team members.
The data within the CRM must be geared toward accounts, not leads. This means that when an SDR looks at a
prospect, they are looking at a contact at a company, not simply an individual. The time savings and efficiency this
affords the sales team is enormous; instead of speaking to 10 people at a company 20 times in the course of 18
months at the company, one or two conversations with a single prospect may help identify whether the company
is viable as a prospective client.
Also, the data should include a component of the technologies the account has installed. This information is
available from a variety of sources—some scrape the source code, while others get behind the firewall—and what
type of information that a company needs will vary. This allows for a primitive, yet highly reliable, type of account
scoring that enables the sales team to prioritize how they spend their time.
Sales acceleration tools for obfuscated marketplaces are a must. The SDR team needs to email, call, and track on
social media huge numbers of people quickly and efficiently. Therefore, all the drivers that make sales-acceleration
tools attractive economically under normal circumstances make them all the more so when the reps don’t even
know what prospects to start with.
Finally, the quality of the rep needed for this type of space is different. When an SDR reaches out to a prospect at
a company where it’s known that they’re a fit for the vendor’s solutions simply from their size or vertical, the SDR
has far less heavy lifting to do. However, when an SDR reaches out to a company that actually has to have a particular
set of circumstances in place to be viable, the SDR needs to do a fair amount of discovery before the prospect is
even introduced to the sales rep. This requires a higher level of intellectual agility than a simple appointment-setting
SDR, and hiring needs must be tailored accordingly.

Tactical
Prospecting Into Strategic Target Accounts
Most companies have a “wish list” of accounts, representing either the largest potential dollar contract value, or the
best wins for impressing investors and other customers. Because of their high value, these accounts need to be
treated considerably more thoughtfully and deliberately than others in the category. Therefore, special prospecting
rules and procedures apply.
Before deploying these rules, it’s worth noting that only top SDRs should be asked to engage these accounts,
usually those who have at least six months with the company and a strong understanding of the category and
product offering. They should be hitting their number regularly, have great organizational skills, and strong verbal
and written communications.
Once these SDRs have been found and a target list identified, the following sample set of rules and procedures can
be used to govern the engagements of these accounts.

Tactical
Operational Procedures for Management of Accounts
by SDRs at [Company]
Account Mapping
• SDRs (and researchers) will visit the company website, Linkedin page, and Facebook page to document all
staff members who would likely be relevant in the course of a sales cycle. These prospects will be populated
as “Contacts” within SFDC.
• Contacts will be populated with phone numbers and email addresses when available.
• Should the company be part of another organization, a “Parent/Child” mapping will be set up in SFDC,
illustrating that relationship.
• Company city, state, and address will be logged into SFDC on the Account page.
• As current products and processes are discovered, they will also be noted within the account.
• An SDR will own 300 to 500 accounts per quarter.
Social Media
• SDRs will follow all accounts in their territory on social media, including Twitter, Facebook, LinkedIn, and
Google News.
• Every morning, SDRs will search their feeds for actions or events that might provide fuel for a conversation.
• If the prospect has a presence on LinkedIn, the SDR can “connect” with the prospect.
• SDRs can be active participants in “liking” or “sharing” or “retweeting” items as is appropriate.
• Prospects can be messaged directly via LinkedIn. This can also include reference requests to other prospects
with whom the SDR has had successful previous interactions.
Messaging
• All prospects relevant to a sales cycle will be called and emailed over the course of a 14-touch cadence, featuring
eight calls and six emails over 25-day windows.
• SDRs should seek to go “high and wide” into an account, i.e., reaching out to multiple levels of leadership in
various departments simultaneously.
• After a “meaningful interaction” takes place—i.e., when prospect has been reached and has indicated their
level of interest—the SDR will either set up a call with an AE or, if the prospect isn’t ready, set a task for future
follow-up. The SDR should start engaging another prospect to establish another path of entry.

Tactical
• Email cadences will be provided via deployed tool set, which can be customized as needed. These should feature a
mix of sales/prospecting emails with calls-to-action, along with content and assets made available via Marketing.
Customized emails with references to activities on social media should also be interjected (i.e., BASHO format).
• Calls will include voicemails, which will reference emails sent, along with items noticed via social media monitoring.
• Calls will be prioritized and timed based on how often and when emails are (or are not) being clicked on and
opened.
• Once all prospects have completed a cadence at a company, the account will enter a phase of bespoke,
opportunistic messaging featuring team selling (see below).
Team Selling
• The SDR and the AE may intermittently switch off on reaching out to a given account. Certain prospects
may display higher levels of responsiveness to a different “voice,” or style, which may lead to multiple lines of
activity.
• Senior company leaders may be called upon occasionally to send emails to prospects, thereby conveying a
sense of importance and mission to a given prospect.
• The customer-success team may be asked to query happy customers in close geographic proximity to a prospect
to determine whether they might be amenable to providing an introduction to a given prospect.
Account Turnover and Review
• Company leadership will engage each SDR for a territory review approximately once monthly, including a review
and discussion around at least 20 accounts, with a focus on messaging, responses, tactics, and brainstorming.
• Once quarterly, an SDR will be able to release up to 50 accounts and receive 50 new ones. These must first
be reviewed by company leadership, which needs to agree that the accounts have a low probability of turning
into qualified prospects within the next six months.
• Additional accounts may be added on as-needed, as older ones become qualified opportunities.

Tactical
Having a few alternative openings can work well. SDRs can be surprisingly creative in finding things that work, and
not every opening and talk track will work for every SDR. However, it’s important not to have too many variations;
otherwise the script becomes cluttered and hard to follow.
An objections section is essential. There are usually multiple good examples of how to overcome any given objection,
and so a few different rebuttals can be included.
SDRs often ask if they can say or do something a certain way as it relates to managing their scripts. Generally, the
SDR leader should be amenable to this. Ideally, she’ll ask the SDR to email her the desired changes, and then the
SDR can test it for a week. If there’s a net improvement, then the SDR can make a slightly different version of the
script, while keeping the original untouched.
The top of the script should contain some basic overriding reminders that should govern the way that SDRs, no
matter what they say, are always thinking about how they say it. Checking for duplicates should be number-one on
the list. Few companies, especially early-stage ones, have a means by which they can effectively police duplicates
coming into the CRM. The danger is that the SDR may well find themselves calling on active opportunities and
current customers, and so they need to be reminded constantly to check for duplicates.
Scripting for SDR Teams
“Scripting” means different things to different people. To some, it conjures visions of 40-page call-center scripts
designed to cover everything from objection handling and rebuttals to credit card declines and warranty and
return policies. To others, it’s little more than a brief elevator pitch scribbled on a note pad, leaving the SDR to play
it by ear after delivering it.
A good SDR call script should be somewhere between the examples above. The most important part of the script
is the elevator pitch and the first few questions. If the call begins well, it has a far greater chance of success; the
SDR can even make mistakes toward the middle or end of the conversation and still have a successful call. If the
call starts out poorly, however—if it lacks a clear articulation of what the company does and a fast segue to the
questions—the call is pretty much doomed.
At the top of the script should be a few reminders as to basic cold-calling best practices. These generally vary
slightly by company and category, but they usually fall into a specific range of things to remember (see the sample
script, below).
The top of the script should contain some basic overriding
reminders that should govern the way that SDRs, no matter
what they say, are always thinking about how they say it.

Tactical
The single biggest mistake that inside sales reps make, especially SDRs, is speaking too fast. Intuitively, they feel
that speaking more quickly increases the likelihood of getting their pitch across. Indeed, the opposite is actually
the case. SDRs should speak as though English were the prospect’s second language. They’ll be far more likely to
lean in and listen.
Controlling the conversation means asking questions, not simply answering them. If the SDR is not constantly asking
questions, they’ve lost the cadence and trajectory of the discussion and will not be able to steer the prospect
toward agreeing to take another call.
As soon as a sales rep asks,“how are you doing today?” the prospect will know instantly that it’s a sales call. They’ll
also know that the SDR does not really care how they‘re doing, so the question is not only disingenuous, it’s also
a waste of time, and it works against the SDR’s goals. It’s best to simply caution the opening of the discussion by
saying something along the lines of,“we haven’t spoken before, but …”
Much of the time, the prospect that the SDR is reaching out to will be the wrong person. The key to making this
prospect worthwhile is by asking for a referral to the right party. This will eventually result in a portfolio of fol-
low-ups that results in a high success rate for the SDR.
When closing the prospect, the SDR can boost their odds of success by simply suggesting a couple of times to
schedule a demo or discovery call instead of asking if the prospect would be open to further discussion. It’s far less
uncomfortable for a prospect to agree to a specific time to talk again than to overtly agree to another conversation.
This is known as “closing to the calendar.”
On the following page is a basic framework of what an SDR call script might look like.

Tactical
[Company] SDR Call Script
Remember:
• Always check for duplicates in the CRM.
• Speak slowly.
• Always end a sentence with a follow-up question. Don’t leave dead air.
• Do not say,“how are you today?” (or similar).
• Ask for references (internal or external).
• Close to the calendar.
Talk track
Hi, [Name] . . .
[Introduction] We haven’t spoken before, but I’m with [company name]. Do you handle [function] for
[company name]?
[If yes]: Great. How much do you know about [company] and what we do here? OR, Am I catching you at a bad time?
[If no]: That’s OK, I understand. Do you mind if I ask who currently handles that? [get referral and complete call]
[Elevator pitch if either yes/no] [20 to 30-second elevator pitch—quickly segue to qualification question]
[Qualification question] [first qualification question 1]?
[If asked why you’re asking] [second elevator pitch/value proposition] [reset question].
[Hot transfer–if possible] I’d love to get you some more specific information about [company]. Are you in front
of a computer? [if yes] If it’s OK with you, I’d like to transfer you to someone who specializes in [company application/
value proposition]. Is now a good time, or would this afternoon work better?
I did have a few questions. [walk through qualification questions below]
[Calendar close if hot transfer is not possible]. May I ask how your calendar is shaping up on [name of days]?
What I’d like to do is set up a time for you to speak with one of our team members when you're in front of a computer,
who can walk you through our application and answer any questions that you may have. May I ask if either [name
2 times/days] could work on your end, for 20 minutes or so?
[Qualification questions after calendaring] I have 3–4 questions that will help me get you to the right person.
[Qualification question 1]
[Takeaway after scheduling if not a hot transfer] I know you’re busy; can you confirm as of right now, that [time/
date] looks like it’s going to work for you?

Tactical
[Gatekeeper drilldown] Thank you, [elevator pitch/value proposition]. How do you guys normally evaluate these
types of partnerships? Is that part of your role, or is there anyone else you can put me in touch with at [company
name] that normally takes a look at these things?
[Pro-active rescheduling VM after no-show] Hey there [Name]. I hope all is well. This is [Name] from [company].
Sorry that we missed you on [day]. We were hoping to get rescheduled so we could continue the conversation. I’m
going to go ahead and send along a calendar invite for [date/time]. If that doesn’t work, just let us know, and feel
free to suggest another time; we’ll make it work on our end. Thanks very much!
[Post “just send me an email” close] You got it. I’m happy to send you an email. Can I have your best email
address? [after getting address]: [Qualification questions 1 & 2] [after answers] You’re actually a really good
candidate for what we do. [Reiterate value proposition]. Is there any way we can get on your calendar for 10
minutes on [specific time/date]? The reason I ask is that it’s just a much more effective way to understand our
lead programs than reading our marketing materials.
Objections:
[Objection 1] rebuttal [calendar close]

Tactical
Second, SDRs by nature run harder as they near the end of their attainment period. If the interval is monthly and
they’re behind, they’ll work harder to make up ground in the second half of the month. If it’s quarterly, however,
they’ll wait until the latter part of the third month. Therefore, the net amount of high-speed activity the company gets
from the SDR team will be greater if the team is measured at shorter-term increments, i.e., monthly versus quarterly.
Once the team has committed to a monthly schedule, forecasting can begin. Forecasting for SDR teams isn’t terribly
complex, but there are some simple numbers and metrics that need to be known.
The first number is the percentage of “discovery calls” set for the AE team that convert to qualified opportunities.
The industry standard is between 40% and 60% conversions. It varies by rep, category, and company, but 50% is
a useful guideline. If it’s much lower than that, then the team might be too liberal in what it’s sending the AEs, or
the “rules of engagement” (or interpretation thereof) may be too stringent. If it’s a lot higher than 50%, then the
AE’s may be too generous in what they’re converting to qualified opportunities, or the SDRs may not be taking
enough risks.
Another number that needs to be known is the rate at which discovery calls are set. Once the SDR leader has some
data on this, it’s a known quantity. This number is generally between 10 and 20 per month, with the number going
up or down depending on inbound volume and the ACV. Generally, the higher the price point, the lower the number.
Forecasting for SDR Teams
Forecasting is an essential task for sales managers of every stripe, including SDR leaders. If the pipeline is going
to appear to be light, or if the team is going to come up short in terms of opportunities for the revenue-generating
sales reps, it’s vitally important for the entire company to know. It can even rise to a board-level event, i.e., the
executive team might need to let investors and board members know that there’s going to be a significant revenue
shortfall in the near future.
SDR teams should be forecasted and quota’d every month. Some organizations opt for a quarterly schedule, but this
is a mistake for two reasons. First, SDRs should not require more than a couple of attainment periods to determine
whether they’re going to perform well. If the attainment periods are quarterly, it will take at least three-to-six
months before assessments can be made. Monthly periods allow for monthly assessments, which is appropriate
for this highly transactional role.
Some organizations opt for a quarterly schedule, but this is a
mistake for two reasons. First, SDRs should not require more
than a couple of attainment periods to determine whether
they’re going to perform well.

Tactical
The final number that comes into play is marketing activity. There’s a lot of disparity here; if the marketing team
is running high-grade collateral campaigns or has a trade show coming up, it can impact brand-name recognition
and volume of inbound leads. The SDR leader has to have a handle on this type of activity and its impact.
Once all of these nuances are understood, at the middle of the month (say the 15th, as a rule of thumb), the SDR
leader should have a handle on how they will finish and should be able to forecast the finish within 5–10% certainty.
Of course, this can be impacted by reps being out, holidays, and other variables.
The value of forecasting accurately where the team will finish is two-fold:
1. It enables the SDR leader to gain credibility with the rest of sales leadership by demonstrating an understanding
of his or her area of the business, thereby engendering trust, and
2. It enables them to take action. There’s no shortage of options here, and spiffs, contests, extra training, etc.
can all act as levers to increase production.

Tactical
Closed-Lost Opportunities
Sales teams will lose the majority of sales cycles in the course of their work. There are many reasons why prospect
won’t buy, but for the most part, the main culprit is the prospect going silent due to competing priorities. There are
certainly other reasons, including too-high price, more attractive competitive products, or they might choose to
build a solution in-house.
No matter what the reason, the company needs to go back to these prospects. This is an extremely high priority
when the size of the total addressable market is limited, as the SDRs will eventually run through the limited supply
of new prospects.
Perhaps the best reason to go after closed-lost opportunities is that, once revitalized or reengaged, they represent
the highest win rates and shortest sales cycles (with the exception of inbound “contact us” or “demo request”
forms). These prospects are already familiar with the product and the company and have already demonstrated
their need and interest. Prospects are closed-lost simply as a result of poor execution by the sales rep; hence, the
prospect may be highly receptive to follow-up contact.
The key to making closed-lost opportunities work is finding new contacts. The highly transitory nature of today’s
workforce means that there’s a reasonable chance that the original point-of-contact is no longer at the company.
Therefore, new contacts need to be found. Even if the original contact is no longer at the company, they’re still
likely to have the same problem they did during the original sales cycle.
Closed-lost opportunities should always be viewed as “accounts” rather than “leads,” meaning that the SDR should
be able to see all the contacts, activity, and history on one screen. This spares the SDR from having to research
each individual with whom interactions may have taken place.
Knowing the history of a closed-lost opportunity is key. Sales reps are notorious for leaving bad notes, or even no
notes at all, in the CRM. Therefore, it’s up to the SDR to play detective, which often means tracking down colleagues
with knowledge of the opportunity in order to understand its history.
Once the opportunity is properly presented in the CRM, the history is known, and the contacts have been confirmed
or updated, the SDR is ready to pursue it. At this point, it’s vitally important for the SDR to mention the history of
the relationship. It’s possible that the prospect either forgot about the sales cycle, or didn’t know about it in the
first place, and so the SDR needs to make clear and frequent reference to previous interactions during phone and
email contacts.
If possible, the SDRs who focus on closed-lost opportunities should do so exclusively. These opportunities are
more complex than other types of leads, and they need to be pursued by someone who can focus effectively on
the details. If this type of prospect is executed on correctly, the production will likely be greater than from almost
any other yield source.

The Sales Development Bible

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (7)

Similar to The Sales Development Bible

Similar to The Sales Development Bible (20)

The Sales Development Bible