The Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales

Your prospects are primarily concerned with how you can help them build a better business. Selling isn’t interruption or trickery. It is, at its heart, about service.

A director is someone who can interpret results and make course corrections—someone with experience who can take the overall goals delivered by the executive team and drive results.

You could select a topic—say objection handling—and ask each rep to bring a call (or recall a recent time) where they handled a common objection.

found five variables that most affect compensation:

You should deploy an introductory meeting model when the market for your product is immature and/or when your account executives need more at-bats.

The smaller the group, the more difficult it is to determine if the market/message is off or if the rep/messenger isn’t right for the role. One successful rep is beginner’s luck. Two is a coincidence. But three is a trend!

Also, be sure to communicate that this isn’t a one-and-done process. You might find that excellent AEs come from SDRs who took two or three attempts to demonstrate their readiness.

“Don’t just sit in judgment. Ask, ‘Where did you think you ran into trouble? What did you think went particularly well? When was that prospect really interested, and if you could make one change to that call to make it better, what would it be?’

If you’re selling a disruptive solution, asking BANT (budget, authority, need, and timing) types of questions makes no sense. There isn’t going to be a budget set aside for problems that prospects don’t know they have.

ACTIVITY FOCUS: Is your team qualifying inbound leads or conducting outbound prospecting? If inbound, how many leads will marketing generate? What is your historical conversion rate from lead to SDR qualified? If outbound, how well recognized is your brand in the market? This may seem like a strange question, but it matters. When your prospects hea