Sales Development Reps are the assembly line workers of the enterprise software market in 2019. While product managers are not responsible for sales, they should understand the dynamics of this critical aspect of their product’s sales machine. SDRs are on the front line. Every day they pitch the core messages and value equations of products to prospects. They are an excellent source of market feedback and validation. Product managers should spend one day a month with their SDR Team.
SDR’s Are Busy
The best way to describe SDRs is activity. Every day they churn out emails, phone calls, social media posts, etc. Their ‘factory’ is there cubicle, phone, and computer. SalesLoft is a SaaS solution provider of sales force automation tools. Here is a summary of atypical day for a SalesLoft SDR:
SDR’s Are Paid Relatively Well
Majority of SDR’s Have Less Than 2 Years of Experience
Since 2010, the average experience required at time of hire has decreased dramatically. This is due to the significant growth in use of SDRs and intensified competition for talent.
Quota Performance is Similar to Account Executives
Quota Performance is similar to traditional account executives. Around 68% of SDRs achieve their quota:
Incentive Compensation is Activity Driven vs Revenue Driven:
Prospects Are Harder to Reach in 2019
Prospects are increasingly hard to reach. In 2019 it takes almost twice as many attempts to connect with a prospect as it did in 2010:
Technology is a key enabler of SDRs:
Product Managers Need to Arm SDRs
Product Managers need to arm SDRs with crucial information for their first call with a prospect:
Product Managers can obtain great insights from SDR teams. SDRs engage every day with the market. They can tell you what is working and what is not. Product managers serve many constituencies. The best way to develop empathy with SDRs is to spend time with them. Gaining first hand insights into the tribulations and success of sales development reps will help product managers develop better products, messaging, and success.
Originally published at Development Corporate.