Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hello, I am
already a mutier and you are listening to
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the bit to be a revenue acceleration
podcasts. Sew from the bridge group is
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my guess on the show today.
How you doing, sully? I'm terrific
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right, thanks for having me.
Pleasure, pleasure. So, Sally,
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today we want to have a conversation
with you around a toppy as is really
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important for us. That topic is
around building a quality pipeline. But before
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we get started, can you please
tell us a little bit more about yourself,
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as well as the organization that to
represent? I The bridge group.
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Sure. So, I've been in
and around sales for pretty much my entire
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career. I started in field sales
and then I actually I got a job
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at oracle way way back in the
beginning years of Oracle. I was very
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young back then and I was in
the inside sales group there and it just
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really loved the the power and what
you could do withinside sales and that I
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was able to have a normal life
as well. So I did you know
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you didn't have to do all the
traveling, right? Absolutely, yeah.
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So I fit into my lifestyle to
at the I'm raising a child and everything.
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So I really enjoyed it and that's
where I've kept my career as both
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in inside sales and sales development and
a built many different you know, inside
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sales, sales development, support renewal
teams, help optimize teams and got into
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consulting, probably you know now,
for over about twenty years, with a
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little stint at skype in between,
where I built a sales team at skype.
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Most recently and today I am chief
sales officer at the bridge group.
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And at the bridge group we are
consulting agency focused all around inside sales and
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sales development, all my passion.
So we're putting too use everything that I've
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learned over the years and helping many
other of our clients as wonderful one.
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Thank you very much for us very
interesting backgrounds and definitely a lots of expands
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that you've got to a first at
that. That's wonderful. You have confounded
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the VP of service forum. This
is a platform, for my understanding,
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that provides VP's of sales and chief
REVENU OFI. So basically anyone responsible who's
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got responsibility for the top line in
any company to interact or a peer to
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peer environment in order to network,
keep themselves on top of the new trends
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discuss best practices in order that,
from your experience of running dice events and
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your engagement him and and I would
believe your engagement is constant with VP sales
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shift revenue of his and all those
people managing the top line, what do
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you see as the main challenges that
the those two cells, leader Ls,
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are facing? Yeah, so you
know where. I've been doing the VPA
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sales form for ten years. We
just celebrated our ten year anniversary this year.
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And Yeah, and so you know, it's been pretty amazing. But
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almost every single meeting we've had over
the ten years we buy far get the
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most questions around the whole sales development
space, marketing in alignment, all around
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the pipeline building issue. Even today, here we are and I don't know
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how many years, but I think
it's probably been at least twenty some years
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that everybody's been preaching about marketing and
sales online them and we still seem to
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have a bunch of silos and different
events happening between sales and marketing, and
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you notice that too. You know
what this is. We've had probably two
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US three podcasts dressed on the topic. So we've done some mainly, we
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seemos, while preaching the the alignment
we sells, which is great, we
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yet to get see rows to get
involved. So I'm not pointing the finger
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here. It's definitely a topic that
that that is in the in the center
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of the conversation, passionate a few
people we've been seking to on that podcast
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right right. You know, we
still get questions about what's a qualified lead.
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You know, it's like wow,
it's you know, we're still talking
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about that, you know. So
there's a lot of confusion where obviously still
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kind of miss in the boat and
need a lot of work in that.
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So we spend, you know,
again, a tremendous amount of time talking
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about that. And then I guess
I'd have to say while account based is
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all been great, it's also really
confused the issue and everybody wants to say
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they're doing account base because it's the
cool, latest greatest thing in pipeline development,
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but yet they really don't get it
and they don't know what they're doing
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with it. So that's one here. I would say there's really a couple
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other areas that are emerging. One
is definitely around customer success. That's another
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one of these areas that customer success
means something different to every single company.
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When you ask them, you know, whether customer success team is responsible for
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it's you get a bunch of different
answers. And then the other one is
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enabling frontline sales managers so that they
really know and understand what their role is,
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what they should be doing and how
to be doing the job. You
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know, we seem to have we
always promote sales reps and a lot of
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times it's our best sales reps,
which in many cases means they're probably not
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going to be the best manager.
Different skills sets that you need to be
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a sales manager versus a lot of
times being the best sales wrap. Well,
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but yeah, you know. But
then we don't give them any coaching
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or mentoring or training and we just
say, okay, you know, yesterday
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you were a sales wrap and today
you're a sales manager. Go to it,
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here's your team and we you know, and we don't even train them
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on you know any guidance around human
resources issues? You know, how do
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you interview properly? What can you
can't? What can you say and what
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can't you say in an interview you
know, let alone everything else about.
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How do you coach a salesperson properly? How do you make that transition from
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being one of them to now being
their boss? So so those three areas
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are really a lot of our key
discussions that we've had in particular over the
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last year or so. That's wonderful. Every one question I thought we left
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for you. It's been of a
leading question from my own experience. But
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you believe, based on what should
just say, on what you just say,
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but on your experience, do you
believe that the top sends people,
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all the tough sens guys, make
the best manager, or do you believe
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that he's small the average but good
sets gate, that makes the best manager?
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Yeah, you know, I think
that it from what I have seen
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and what I've seen everybody else talk
about. Is it? You know,
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it's not the salesperson that is always
making a hundred and fifty two hundred percent
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quota. It's the ones that you
know pretty consistently achieved a hundred percent of
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quota and maybe a little bit above
right, but it's really all about to
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the skills that they show. Are
they willing to help out other members of
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their team? Right, right,
typically, that sales wrap, that your
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best sales wraps. That is a
hundred fifty two, hundred percent quota is
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more often what we call the lone
wolf. Right. You've been with that
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term, reading the challenge ourselves?
Yes, we've. We've all went straight
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with it's a fantastic book, it
is, and so you know, they
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they tend to have those capabilities where
they just want to go out and be
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on their own and do their own
thing and they don't want interference and they
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don't really want to get involved in
the whole team thing either, and so
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that is something that, you know, you have to take into account.
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How are how good are they going
to be at coaching somebody? If that's
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there? Well, absolutely, and
they're grace because, well, I think
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you've got when you've got someone which
you wander and fifty two hundred percent off
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quota as a general manager, it
is quite frisky to remove that sort of
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person from actually delivering so well to
put them in the management position. At
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me I think that performance. So
it does. The reason why I was
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I was kind of introducing the question
as a leading question. But yeah,
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it's I do share exactly the same
the same opinion and believe it's it's really
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about the person. But often what
the scene is that the people who are
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really good at setting, the people
who are really consistently over delivering making lots
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of money in cells, tend to
struggle when they get into a management's role
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because, yeah, managing those other
people is it's it's a different bunch of
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scales. It's probably more difficult.
You need to influence and let's not forget
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that you need to walk down with
your team, but you also need to
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walk up with your management. Ability
to forecasts, ability to forecast for others.
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Yeah, it's it's a challenge all
together. But while thank you very
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much for that, sell you that
that it's been useful. So we had
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a conversation in the past. We
met a few years back, and you
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stated or you mentioned something that made
me smilee a pipeline cures or problems.
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That's so true. Right. So
I'm sure that any sales person can relate
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to that. But we all know
that it takes lots of work to build
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up that quality pipeline. What would
be, if you are to show a
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few of few tips with us today? What would be the top tips that
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you can share with our listeners or
professional sales people listening to that podcast today
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around building a strong pipeline? Yeah, so, you know, there's a
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couple things, but that is,
I totally one of our sayings here heard
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the bridge group Ray, is that
pipeline curs all sales problems. Right,
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and I think in all the years
that I've been in sales and have been
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doing consulting and attack a hundreds and
hundreds, you know, probably even thousands
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of sales leaders, I only recall
three that have told me that they had
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enough pipeline. So you know,
it's something that we're always struggling with because
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unfortunately, you know, we don't
close a hundred percent of our pipeline right.
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So, yeah, it is unfortunate. I don't think ever get to
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that state. That would be so
easy person yeah, so, you know,
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we need to have a lot more
in there to be able to make
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our numbers, obviously. So you
know, I think first of all pipeline
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building should be a multifaceted approach.
In the company, and by that I
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mean it just shouldn't be the sales
reps responsibility to build their pipeline. Here
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we go again with marketing alignment.
It's marketing's responsibility, it's the sales development
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reps responsibility, it's the executive team, channel partners and actually, you know,
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everyone in the company. And when
I say everyone in the company,
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I think you know over the last
year's that has really become an important piece
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because everyone in the company can keep
their network and linkedin up to date.
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They can be posting educational on thought
leadership content to help draw in their network
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and they can also post about,
you know, specific company milestone or successes
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and really helped that sales team with
introduction. So if you've got somebody in
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operations or, you know, in
human resources that is actively, you know,
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on Linkedin, keeping their networks up
to date and helping, everybody's out
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there promoting the company. And then
if I'm your sales rep and I go
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in and see you have a connection
at this company at a high level,
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you can help me get into the
person that I need to and so we
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have the capability now, you know, because of great tools like Linkedin,
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to be able to do that company
wide. Twenty years ago we couldn't do
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that right, but we can now. So so I really think that,
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again, it shouldn't just be the
sales reps responsibility, and I think that's
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one of the things that we work
with a lot of our clients on is
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understanding where can you get your pipeline
from? That it's not just all coming
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from one source. So where where
are all the contributions coming from? So
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we all know, like what is
marketing responsible for? What are the sales
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development team responsible for? What's the
Sales Rep responsible for? What are your
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channel partners responsible for? And building
pipeline, so you can measure and track
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against that. So that's one thing, but you know there. I think
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the other thing that we're getting very
complex now with our pipeline building and I
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see many companies trying their struggling with
building pipeline because you're trying to one size
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fits all model and especially for those
companies that have been in business probably more
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than five years there they're probably going
after multiple segments, right. So it's
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not just we're selling to the enterprise
or we're of selling to mid market.
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It's you may be selling to SM
beat a mid market, to the enterprise
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and, Oh, by the way, we have some really strategic accounts that
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were focused on. So you have
multiple markets that you're going after, you
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have multiple buyers that you you know, that want to buy your product,
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and the complexity of your products and
the average deal size all play into you
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know, what different kind of pipeline
building models should you have? So you
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know, to give an extreme example, let's say you're targeting a sea level
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executive and the average deal size is
a million dollars. Your approach to building
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pipeline there and getting those million dollar
deals is very different from someone who's selling
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to the S and B market,
you know, or even, let's say
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the mid market and there's thousands of
accounts there and your deal size is fiftyzero
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dollars. Right. You have different
approaches, way different approaches, you know.
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And because you can get a million
dollars versus fiftyzero dollars, you can
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afford to expand different resources and money
to getting that million dollar account then you
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can getting a fiftyzero account. You
know, we used to be I shouldn't
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say used to be, because there's
still a lot of it today, which
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is fine, but it was everybody
thought, you know, you needed to
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specialize and in bound and bound,
which you do, but today it really
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needs to go so much further than
just inbound and outbound, and you know.
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So this is where I think really
the account based marketing approach is really
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come in. And we all got
enamored with Marquetto did a great job of
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convincing us that we needed to go
into, you know, at mid market,
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SNB and you know, emails Fam
our way in. Yeah, and
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you know, clearly now companies.
I think it's been a really interesting change.
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Right, and I'm sure you guys
have seen this too, is that
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all of a sudden all these companies
in the investors and boards of companies are
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like, well, you know,
we need to get a lot larger average
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deal sizes, so we need to
move up market. Well, how do
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you move up market into the enterprise? Is, you know, again,
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different ways that you do that,
and so this is where I think account
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based is really come into play.
And Oh, by the way, we
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had the bridge group of like to
call it account based revenue, not marketing
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than its yeah, could we could? I come bese everything there. You
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go to touch on it. That's
that's wonderful. Yeah, so, you
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know, we're getting much more sophisticated
and complex in our models, but you
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know, it does really go back
to looking at who are your target accounts,
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who are your buyers? How did
those buy? Buyers want to buy
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and be engaged with, what's the
complexity of your product and your average deal
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size, and then you can figure
out it is in bound, outbound account
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based account cent track right and apply
the right methodology to that. Yeah,
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that's that's the day to day really
here. I mean we can relate so
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much which what you went through.
One of the other type of scenario that
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we we tend to see quilt a
lot at the moment would be around matchure
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technology vendors. So A B toobe
software company has been going for maybe ten
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years or even modern that. There
is a very large one that will not
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mention, but we are discussing with
them at the moment and they are in
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a situation where they are core business, what they are known for, what
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you would associate that brand. Wise
the revenue of that copies and of dropping
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a little bit. Okay, so
it kind of yesterday tape of solution and
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you know, so what they've done
as a very smart management team board Exeter
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Tris Rice acquire some companies to make
that pot for your more exciting, to
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make that pot for your more future
proof, if you will. And and
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I think what they are going through, I would almost qualify it as a
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cells transformation, but God it's like
moving mountains trying to get the cell steamed
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in the internal sells people. So
it could be even an inside cells team
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up to the field cells guy.
And then you've got the channel on top
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of that and the transformation that you
need to go through. And we've seen
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it all, you know, like
a company, a was a on premises
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that wants to go cloud. Well, once you want to go clouds,
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you're going to upset your partners because
your partner used to believe our services and
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make money out of it. So
it's a channel. Is You mongers shift,
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and I think the shift opening more
and more at the moment. And
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the interesting because you've got multi buying
personnas and and different type of average deal
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value, different type of solution,
and I really like the way you approach
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an to be fair. I mean
this is the way we present our services.
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So I'm you know, we've got
the some sort of basis. But
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the way everybody should look at it
is who is the person I'm selling to
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an how much they're spending? Baised
on that, you will know the complexity
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of the cell cycles, potentially the
number of personal that will need to be
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involved in the cell cycles, as
well as the length of the cell cycle
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and what's in what's in it for
you at the end of it, going
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and creating the demons, pushing being
disruptive, being a challenge or cell when
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you've got one hundred and fifty,
two, hundred and fifty k deals at
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the end of it, it's was
the battle, but you compactly write.
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If you drop to thirty, fifty
K, we will be dealing with insight
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sales people will be dealing with channel
partners will ultimately, and you can't blame
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them for that, but they want
tactical stuff. They don't want to go
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and create the demon they want to
collect appear in the next six months and
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and and that's the reason why one
of the first question we ask when we
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get into a cell cycles to kind
of draw some demography. Can Get all
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right or on the type of customer
will speaking to, is what's your have
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reged in value and you can tell
a lot from the average gin viewing time
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of what they need to do.
Oh, how long they should expect to
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close the jus. Except try except
for us. Now. I appreciate what
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you're saying and I think it's extremely
ir relevant to today's markets and a great
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way to kind of dissociate the different
type of cells tactics and seal strategy that
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you need to put in place.
Yeah, you know, the other thing
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right that that we've seen a lot
of is these smaller startup companies and they
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get executives in from, you know, the Oracles, the sales forces,
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the saps of the world, and
they come into these small startups and they
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they just don't understand how different it
has to be in building pipeline and messaging
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because they're used to that brand name
recognition where everybody knows them and everybody knows
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what they do, and you go
into these small stops where nobody knows you,
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nobody knows what you do and you
can't use the same tactics. And
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so we see that happen a lot
and it's you know, it's a big
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mistake that a lot of them make
and they don't get traction because they don't
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understand again that you've got to do
so much more heavy lifting and educating in
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your pipeline building, which is again
really different than if I'm a branded sales
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for US calling up to try to
sell you acrm. Absolutely, and this
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is the level of maturity as well
of a solution. You've got very destructive
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vendors. Well, you know,
we've got clients coming to US and so
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we won't find people who have a
project. So okay, but what you
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are saying is the equivalent of a
flying car, which technically could be a
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plane, but let's talk about something
that can beyond the road and also fly.
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So people will have account so they
don't need another count. So you
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may speak to someone doesn't have any. But what you need, what you
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said, is a very specific alteration
of something that they may have. So
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it's very disruptive and you can't expect
people to have a budget for it,
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you can't expect people to have a
project around it exactly. You can expect
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people to be interested by it and
you can expect people potentially change what they
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are doing or prioritize their budgets or
their financing in a certain way to buy
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what you need. But it's also
setting the right expectations. But yeah,
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again, START UPS getting into big
company or do your positios a way around
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a large organization buying company that is
mainly being there in the core business.
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So when IBM started to buy lots
of security companies, curate and all that
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lot in the market did not meet
Idm was doing security where you have to
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go there and just educate the market
and explain them the Road Map. But
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yeah, that's what makes, I
guess, Post Your Life and now I've
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very exciting. Yeah, but that's
also kind of leading me to my next
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question to you. So from your
introduction you clearly have a great level of
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experience in a great amount of respect
for that insight cells function, that that
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is dl Beida function, the people
who are at the beginning of the funnel,
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the people who are prospecting, getting
opportunities and you know, almost like
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the gay that you would see in
the jungle going around with a Mashetia getting
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the path ready. We know that
they they play an important for I mean
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we've got opinion because this is what
we do, but from your perspect even
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from all listen now, yeah,
today, can you tell us from you
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your point of view. Why do
those teams? Does SDA, Beda to
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spipeline generation team, just eno steam
or external team are playing such an important
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let yeah, you know, this
has been one of the things that I
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think it's been so exciting for me
to see over the years, as that
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fifteen, twenty years ago we were
really having to sell companies on why they
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really needed an strner, like well, maybe, you know, maybe after
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six months you get them, you
know, agree to try one str right.
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But now it's like common knowledge that
every Tech Company and be the being
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needs an str and many of the
start up out here, you know,
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are higher in the rest ares along
with hire in their first sales people.
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So it's really awesome to see that
we finally understand that. But you know
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why? Why is that happening?
So your salespeople are, you're really expensive
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resources and you really don't want them
to do all the follow up work that's
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needed to try to reach people.
So building pipeline requires persistence and a lot
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of multiple attempts to reach prospects.
You know, even if they filled out
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a contact form on your website or
something saying they wanted to call. When
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you call them back that first time, they don't answer the phone, they
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don't answer your email. So if
you're doing outbound prospecting it's even tougher.
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And you know, I'm sure you
guys are doing the same processes, but
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we really are finding that it takes
typically between eight the fourteen times, maybe
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even sixteen eighteen times to reach most
of your prospects. We know salespeople they
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give up after the first, maybe
the second attempt and they just said it.
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You know. I know many sales
leaders have heard their sales reps tell
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oh, they're not interested, they
didn't return my phone call. Well,
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you know, how many times did
you actually try to call them or email
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them? And it was like well, once right, so that's not enough.
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We know that and you know we
know that. Also a sales rep
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are, I would say, sort
of the worst of prospecting because of that.
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But one of the things we're paying
sales people so much money for is
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because there really good at moving,
you know, Opportunity these through the sales
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cycle and getting them to closed.
And so when you've got that's a really
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different skill set. It's a tough
skill set. Not Everybody can do that.
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So you really don't want your sales
wraps spending their valuable time doing this
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process. That it's really it's a
process. It's very methodical. It's very
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much the science part of it,
you know, when you get somebody in
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the phone, there's the art part. I'm developing your messaging is the art
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part, but a lot of it
is the science, the process that you
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can get, you know, less
experience, less costly people to do,
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and so that's where it really makes
sense. Get your sales team focus on
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what they do best, which is
moving the deals through the pipeline, and
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offload more of that repetitive process piece. You know, the other thing that
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we've really seen happen is when you've
got too much of your sales team developing
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their own pipeline, is that you
really see the hockey stick of fact.
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You're familiar with that, right,
right, oh, yeah, yeah,
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yeah, you know, it's okay, yeah, don't. We don't.
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We don't do a lot of fuck
you. I'm from from whatever, but
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not definitely definitely on though. So
much you, which you are just about
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to say, I think. Yeah, so, you know. So if
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you look at a quarter right and
close the business the first month of the
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quarter, you're closing not a whole
lot, maybe ten to fifteen percent,
348
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twenty percent. Right then the second
quarter or the second month of the quarter,
349
00:27:03.660 --> 00:27:07.779
you are closing, you know,
maybe thirty percent, but the big
350
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bulk of your business, like sixty, seventy, sometimes even eighty percent of
351
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your business is coming in last month
of the quarter and sometimes it's even the
352
00:27:15.329 --> 00:27:19.130
last day of the quarter right where
you're getting that. And a lot of
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that is because you don't have enough
in the pipeline at the beginning of the
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quarter and you don't have a consistent
pipeline throughout the quarter so that deals are
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following when they naturally will close,
not when we're trying to force them to
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close by specials, priced incentives or
whatever. And so if you have a
357
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separate team that's responsible for developing a
key percentage of the pipeline, you're going
358
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to have that consistent, constant flow
and you can really reduce the hockey stick.
359
00:27:52.150 --> 00:27:55.509
Of fact, it's sort of the
and so between terms very quickly.
360
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We've got we've been in the situation
so many of them in conversation with we
361
00:28:00.339 --> 00:28:03.339
see you sitting us. Well,
I've got a good quarter, then about
362
00:28:03.339 --> 00:28:07.539
quarter, then a good quarter,
than a bad quality. It's okay,
363
00:28:07.579 --> 00:28:10.660
what I speak to yourself seem and
then you you ask some reading question.
364
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What you're realize? You're realized it's
been one quarter prospecting, one quarter closing.
365
00:28:15.369 --> 00:28:17.970
Yeah, and then because that closing, they are too busy closing,
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so they come prospect, so they've
got no ball using for the next quarter.
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So it's it's more a mountain pegle
something like this, if you will.
368
00:28:26.890 --> 00:28:30.279
One of them down, but you
know absolutely that that's function. Does
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00:28:30.359 --> 00:28:34.000
break consistency, absolutely, don't you? No, no, it's some problem.
370
00:28:34.079 --> 00:28:37.920
That was a great comment. You
know, I think the other thing,
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and this is where again we get
into the the marketing and sales alignment
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00:28:41.109 --> 00:28:45.869
issue, is that you know your
marketing team is out there spending a lot
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of money and doing a lot of
things to bring in leads. And you
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know, another typical scenario we run
into when there isn't a sales development team
375
00:28:53.670 --> 00:29:00.220
in place or the sales development team
is focused on outbound and all the inbound
376
00:29:00.259 --> 00:29:04.940
leads go to directly to the sales
team, is that the marketing team,
377
00:29:06.539 --> 00:29:11.210
you know, never knows what works
and what the results of the campaigns are
378
00:29:11.690 --> 00:29:15.690
because the sales team is not following
up on every inbound lead that they're getting,
379
00:29:15.730 --> 00:29:22.049
their cherry picking as to what they
think or assume are the best leads,
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00:29:22.210 --> 00:29:25.559
and that's the only ones that they
follow up on. And you know,
381
00:29:25.599 --> 00:29:27.920
a lot of times you're just getting
maybe a name and a company name,
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00:29:29.480 --> 00:29:33.759
and so they're assuming that they may
be the right company and the right
383
00:29:33.960 --> 00:29:38.109
target profile. But how do you
know which ones of those really have a
384
00:29:38.269 --> 00:29:44.950
need unless you actually follow up with
them and have a conversation with them and
385
00:29:45.069 --> 00:29:49.390
talk to them? So this cherry
picking of fact, while the sales team
386
00:29:49.950 --> 00:29:56.019
loves it, is not the most
efficient or effective way. And again marketing
387
00:29:56.220 --> 00:30:02.180
gets no insights into what's working because
the sales team isn't going to convert the
388
00:30:02.299 --> 00:30:08.210
lead properly either in the crm to
show and a tribute that lead back to
389
00:30:08.250 --> 00:30:14.410
the marketing team. They're going to
take credit for it. So you never
390
00:30:14.650 --> 00:30:21.480
get a closed loop marketing cycle.
And Marketing again never knows if a campaign
391
00:30:21.599 --> 00:30:26.680
was successful or not. So they
keep repeating campaigns that probably weren't successful,
392
00:30:26.839 --> 00:30:33.119
but they have no data and no
insight. Absolutely and in the right direction.
393
00:30:33.160 --> 00:30:40.150
Ask You a question of Allia on
about a good set of Spellson becoming
394
00:30:40.190 --> 00:30:41.990
a set as manage all a set
of spells and engineer would becoming a set
395
00:30:42.029 --> 00:30:48.910
as manentia, which would be you'll
take on as dl people all insight sets,
396
00:30:48.950 --> 00:30:52.460
people are Beda people progressing to a
few sales role. That's a great
397
00:30:52.539 --> 00:30:57.299
question, right, and you know
I think, I mean I've got conflicted
398
00:30:57.619 --> 00:31:02.180
views internally on this. I mean, it's a great career path, right.
399
00:31:02.660 --> 00:31:04.730
I have seen many, many successful
people. I mean I had a
400
00:31:04.769 --> 00:31:10.450
guy who, actually several of them
who work for me, got their start
401
00:31:10.450 --> 00:31:15.410
as inside sales reps and now are, you know, Cros right of large
402
00:31:15.529 --> 00:31:18.490
companies and, you know, make
it half a million dollars a year and
403
00:31:18.000 --> 00:31:23.240
being extremely successful. So I know
it can be done. I think that
404
00:31:25.480 --> 00:31:30.279
we did a research on this last
year actually at the bridge group, where
405
00:31:30.319 --> 00:31:34.750
we show, though, you know, if you promote SDRs too early,
406
00:31:36.509 --> 00:31:41.029
where they haven't even learned the SDR
roll and you promote them into an ae
407
00:31:41.269 --> 00:31:45.029
roll, that there was like something
like a sixty five percent failure rate.
408
00:31:45.269 --> 00:31:49.940
So it counterintuitive to a lot of
companies today that want to promote their SDRs
409
00:31:51.660 --> 00:31:55.220
in a year or less, and
that's where the problem becomes, if you
410
00:31:55.380 --> 00:31:59.700
promote them in a year less.
You had the huge failure rate. If
411
00:31:59.779 --> 00:32:05.329
they get promoted after I think it
was like sixteen months, seventeen months was
412
00:32:05.490 --> 00:32:10.089
the key thing, that failure rate
drops to like twenty five percent. So
413
00:32:10.450 --> 00:32:15.410
huge improvement because now they're learning.
Also, you know, I think it
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00:32:15.490 --> 00:32:19.160
depends on what kind of a e
role you promote them into. And you
415
00:32:19.279 --> 00:32:22.839
know, if you promote them straight
from an str into an ae roll that's
416
00:32:22.880 --> 00:32:30.869
going after one of these really large
enterprise long sales cycle accounts where it's a
417
00:32:30.990 --> 00:32:35.069
you know, two hundred and fifty
thousand dollar sailor above, that's a really
418
00:32:35.190 --> 00:32:39.150
tough move to make those that's such
different skills that you need to know about
419
00:32:39.190 --> 00:32:44.230
to work those kinds of deals.
Then what an SDR ever, you know,
420
00:32:44.460 --> 00:32:51.380
has so we are working really hard
with our clients to create career paths
421
00:32:51.660 --> 00:32:55.779
based on the roles that make sense
within the company, based on their selling
422
00:32:55.900 --> 00:33:00.730
motions and what makes sense. And
maybe it's not, you know, an
423
00:33:00.849 --> 00:33:07.490
ae rule doing net new business.
Maybe it's an account management role right where
424
00:33:07.930 --> 00:33:12.450
they're working with existing customers. You
know, and I think being able to
425
00:33:12.609 --> 00:33:16.480
put together a career progression roll that
says, you know, if you were
426
00:33:16.640 --> 00:33:21.440
path and what you really want to
do is move into sales. Then,
427
00:33:21.599 --> 00:33:27.150
you know, starting, you know, let's say in your fourth quarter of
428
00:33:27.349 --> 00:33:31.109
being an str we're going to start, you know, providing you some kind
429
00:33:31.150 --> 00:33:36.150
of different training on skills. You
may have to take and pass a negotiation
430
00:33:36.390 --> 00:33:40.069
class. You may have to,
you know, do some right alongs with
431
00:33:40.190 --> 00:33:45.539
the sales rep. You may have
to help them prepare a presentation, right,
432
00:33:45.740 --> 00:33:50.180
and watch them give a presentation,
and then you do it. So
433
00:33:50.779 --> 00:33:55.609
being really actually able to give them, you know, access to and see
434
00:33:55.769 --> 00:34:00.650
what really goes on a sales role. Because what we're also finding is that
435
00:34:00.690 --> 00:34:02.529
a lot of these people, once
they get into a sales role, it's
436
00:34:02.529 --> 00:34:07.449
like, ah, this isn't really
what I want to do. But yet
437
00:34:07.530 --> 00:34:12.960
you yeah, you know, been
there, yes, exactly, and you
438
00:34:13.000 --> 00:34:15.519
know, I think we've all been
there. And so a lot of it
439
00:34:15.719 --> 00:34:19.360
is because, you know, they
really don't know what the Sales Rep job
440
00:34:19.679 --> 00:34:23.159
is. Day didn't way out.
And unless they get that exposure and they
441
00:34:23.239 --> 00:34:30.110
really understand what it means to have
to meet quote on a regular basis and
442
00:34:30.309 --> 00:34:34.389
be judge a meeting, that quota, you know, is different than meeting
443
00:34:34.429 --> 00:34:39.539
quotas and Sdr there's some similarities,
absolutely but it's way different in the sales.
444
00:34:39.659 --> 00:34:45.380
The pressure is way different and so
there's just a lot of people that
445
00:34:45.460 --> 00:34:49.500
that's not what they want and they
don't want to travel if it's a field
446
00:34:49.579 --> 00:34:52.739
sales a evil right. So,
you know, I think those are all
447
00:34:52.860 --> 00:34:58.369
things that we need to as managements
to the exactly before Russian in promoting.
448
00:34:58.530 --> 00:35:00.610
Yeah, you know, I think
I think people have hard time the add
449
00:35:00.650 --> 00:35:07.050
conversation with individual Damia. They've got
people who are really good in David as
450
00:35:07.130 --> 00:35:10.679
the a team often million yours.
They want to progress very quickly. If
451
00:35:10.800 --> 00:35:15.559
that they will. Haven't all boughtunity
somewhis. You've got the recruit top playing
452
00:35:15.559 --> 00:35:17.639
a role as well. You know, we always trying to push people and
453
00:35:17.719 --> 00:35:22.710
telling them at the grass is green
or somewhiles. But Yeah, look,
454
00:35:22.869 --> 00:35:25.070
it was very, very good to
have usually today on the podcast. I
455
00:35:25.190 --> 00:35:30.710
really loved our conversation. I could
go on fun as a couple of hours.
456
00:35:30.909 --> 00:35:36.219
Yeah, I need to let you
go, unfortunately. Now, if
457
00:35:36.300 --> 00:35:39.539
anyone wants to, anyone of our
listener wants to get in touch with you,
458
00:35:39.659 --> 00:35:44.340
wants to engage with the bridge group, to consult with you guys and
459
00:35:44.420 --> 00:35:45.980
use your services, what is the
best way to get hold of you guys.
460
00:35:46.579 --> 00:35:50.449
Thanks. Right. Yeah, you
know, definitely check out our bridge
461
00:35:50.489 --> 00:35:54.369
group website. There is a ton
of research and ebooks all around sales development,
462
00:35:54.409 --> 00:35:58.730
inside sales, account based all of
that kind of stuff, and we
463
00:35:58.849 --> 00:36:04.360
have a blog and it's, you
know, Bridge Group inccom. You can
464
00:36:04.519 --> 00:36:09.679
email me at Sally at Bridge Group
INCCOM. You can link in with me
465
00:36:10.079 --> 00:36:15.639
or I'm on twitter also, both
linkedin and twitter at Sally do be all
466
00:36:15.760 --> 00:36:19.469
one word, so feel free to
look me up and connect. Would love
467
00:36:19.510 --> 00:36:22.309
to hear from you and, you
know, everybody out there and hear about
468
00:36:22.309 --> 00:36:27.670
your experiences with inside sales sales development
in general. Well, thank you very
469
00:36:27.710 --> 00:36:30.230
much. Fun that said, each
was great to have you on the show
470
00:36:30.309 --> 00:36:31.900
today. Thank you so much.
Right, it was really great to be
471
00:36:31.940 --> 00:36:37.340
on the show. I really appreciate
it. operatics has redefined the meaning of
472
00:36:37.539 --> 00:36:44.980
revenue generation for technology companies worldwide.
While the traditional concepts of building and managing
473
00:36:45.059 --> 00:36:50.250
inside sales teams inhouse has existed for
many years, companies are struggling with a
474
00:36:50.329 --> 00:36:55.090
lack of focus, agility and scale
required in today's fast and complex world of
475
00:36:55.250 --> 00:37:02.360
enterprise technology sales. See How operatics
can help your company accelerate pipeline at operatics
476
00:37:02.519 --> 00:37:07.639
dotnet. You've been listening to be
tob revenue acceleration. To ensure that you
477
00:37:07.760 --> 00:37:12.400
never miss an episode, subscribe to
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478
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Thank you so much for listening.
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