Downloaded 150 times
Uploaded byWhereDat
Key Takeaways from The Sales Development Playbook, part 1 and part 2
The document outlines a sales development playbook focusing on strategy and specialization in sales roles. It emphasizes the importance of introductory meetings and targeting qualified opportunities using the PACT method while suggesting the separation of inbound and outbound sales development roles for optimization. Additionally, it introduces the need for lead researchers to aid sales reps in efficiently gathering necessary information and focusing on targets.
Key Takeaways from The Sales Development Playbook, part 1 and part 2
- 1. THE SALES DEVELOPMENT PLAYBOOK PART 1 -STRATEGY PART 2 - SPECIALIZATION KEY TAKEAWAYS From:
- 2.
- 3. YOUR PROSPECTS #1 CONCERN: how are you going to help their business? wheredatapp.com
- 4.
- 5. choose the rightone for your organization wheredatapp.com
- 6.
- 7. opportunities come after you'venailed your ideal prospect and message wheredatapp.com
- 8.
- 9.
- 10. introductory meetings new businessissues reps need to arouse curiosity and set meetings wheredatapp.com
- 11. introductory meetings account executives needmore at-bats wheredatapp.com
- 12. introductory meetings "empty calendarsyndrome” wheredatapp.com
- 13. utilize introductory meetings forrapid learning with these 4 steps: introductory meetings wheredatapp.com
- 14. HYPOTHESIZE: which companies need yoursolution? develop baseline messaging and identify target prospects. introductory meetings wheredatapp.com
- 15. TEST schedule introductory meetings test yourmessaging before, during, and after the meetings introductory meetings wheredatapp.com
- 16. ITERATE iterate on bothtarget profile and message introductory meetings wheredatapp.com
- 17. REPEAT learn more eachtime introductory meetings wheredatapp.com
- 18.
- 19. a contact becomes anopportunity when: qualified opportunities wheredatapp.com
- 20. qualified opportunities wheredatapp.com a problemhas been identified
- 21. a potential solution wasintroduced qualified opportunities wheredatapp.com
- 22. a prospect hascommitted to a next step qualified opportunities wheredatapp.com
- 23. pursue qualified opportunities using thePACT method wheredatapp.com
- 24. PAIN need to besolving a pressing business issue wheredatapp.com
- 25. AUTHORITY find the peoplewho make organizations move wheredatapp.com
- 26. CONSEQUENCE what are the implicationsof not acting? wheredatapp.com
- 27. TARGET PROFILE don't wastetime on opportunities with too many red flags wheredatapp.com
- 28. TIMING may be undercontract for another 2 years (in mature markets) wheredatapp.com
- 29.
- 30. THE RIGHT TIMETO BUILD AN IN HOUSE SALES DEVELOPMENT TEAM wheredatapp.com
- 31. when the following criteriahas been met: wheredatapp.com
- 32. ALIGNMENT everyone in leadership,sales and marketing is ready to fully invest in order to make the team successful wheredatapp.com
- 33. MARKET MESSAGE FIT youhave enough knowledge about your market and messaging so that new reps can establish credibility over the phone wheredatapp.com
- 34. SKILL OF CLOSERS youcan close deals wheredatapp.com
- 35. decide if theteam will sit within sales or marketing; it usually falls somewhere between the two wheredatapp.com
- 36. remember: reps have moreconversations with your prospect than anyone else in the organization keep and analyze information from every interaction wheredatapp.com
- 37.
- 38. INBOUND OR OUTBOUND? wheredatapp.com INBOUND prospectstake actions in response to marketing OUTBOUND prospects whom your reps target with proactive outreach
- 39.
- 40. inbound + outbound= ALLBOUND wheredatapp.com
- 41. most companies can’t sourcemore than three- quarters of their pipeline from inbound marketing. wheredatapp.com
- 42. You may needto help fill your pipeline with outbound techniques. wheredatapp.com
- 43. target the most profitableaccounts with outbound activity. wheredatapp.com
- 44. ICP - IDEAL CUSTOMERPROFILE to gain clarity of your ICP use the ABCDs wheredatapp.com
- 45. A-LIST your dream clients Theyhave a problem. You have the solution. don't usually come inbound; need outbound work wheredatapp.com
- 46. BREAD & BUTTER yoursweet spot know 5 key traits these prospects share inbound usually works well, use outbound for the largest of these accounts wheredatapp.com
- 47. COMPELLING EVENTS prospects don’tneed your solution until they get a shock hit or miss for outbound efforts wheredatapp.com
- 48. DEAD ENDS look likebread and butters and probably want to work with you but for some reason they can't or won't. learn how to professionally disengage from these accounts. wheredatapp.com
- 49.
- 50. break inbound SDRs* andoutbound SDRs into separate roles wheredatapp.com *SDR = Sales Development Rep
- 51.
- 52. FOCUS easier to optimize executionfor a specialist than for a jack-of-all trades wheredatapp.com
- 53. ATTITUDE AND APTITUDE not everyrep good in one area is good in another wheredatapp.com
- 54. HUMAN NATURE reps ina blended role spend their time where they’re most comfortable, usually focusing on inbound leads rather than prospecting wheredatapp.com
- 55.
- 56. consider adding a leadresearcher role if you have the following: wheredatapp.com
- 57.
- 58. a dedicated outbound SDRteam wheredatapp.com
- 59. your reps arejuggling multiple tools to build account and contact lists wheredatapp.com
- 60. finding data separating the a-listfrom dead ends takes lots of time wheredatapp.com
- 61. reps are spending lotsof time finding relevant research points wheredatapp.com
- 62. reps need researchto stand out wheredatapp.com
- 63. 2 primary reasons toconsider the lead researcher role wheredatapp.com
- 64. ACCESS providing reps withthe correct titles, e-mails, and numbers they need for their calls wheredatapp.com
- 65. wheredatapp.com separate the people makingthe call from the people updating the data
- 66. CONTEXT provide the repswith talking points memos and attach them to accounts in SalesForce wheredatapp.com
- 67. ENABLE YOUR FIELDREP AND DIRECTOR TO CALL THE SAME FORECAST (NO EXCEL REQUIRED) WhereDatApp.com/salesforce