The proliferation of sales development teams in B2B companies over the past decade has been unprecedented. While the sales development (SD) function has existed for at least 30 years, many great companies safeguarded their sales development process as a “secret sauce.” Today, sales development is considered a requirement for any normally functioning B2B sales and marketing organization, and SD practices have become virtually standardized across companies. In fact, TOPO’s research has shown that 100% of high-growth organizations have sales development organizations.
There is a movement underway to deliver more valuable engagement with buyers. TOPO’s ongoing research on sales organizations shows that sales leaders overwhelmingly rank “improving the quality of engagement with buyers” as their top priority. The key to achieving better quality engagement is to arm the sales reps for buyer-responsive selling.
The ultimate measure for sales development success is closed won business. If SDRs are not contributing opportunities to the pipeline that result in closed business, it’s hard to justify the effort. That said, looking at other key conversion steps in the overall sales and marketing process can highlight needed improvements to sales development process and execution.
Over 25 demand generation leaders from the Bay Area’s fastest growing companies gathered last Friday for TOPO’s tenth Demand Gen Council. These Councils offer a unique forum for marketing leaders from high growth companies to learn from each other and share best practices. Each Council features three speakers who share the processes, plays, organizational elements, and technologies they use to drive key revenue metrics.
Over 25 sales leaders from the Bay Area’s fastest growing companies once again gathered last Friday for TOPO’s third Sales Council. These Councils offer a unique forum for sales leaders from high growth companies to learn from each other and share best practices. Each Council features three speakers who share the processes, plays, organizational elements, and technologies they use to drive key revenue metrics.
Sales and marketing technology leaders joined us at the Four Seasons SF for our 3rd Sales and Marketing Technology Council. These particular councils offer leaders from high growth companies perspective on their target markets and the opportunity to learn from each other. This council featured three speakers in panel format allowing for questions from attendees as well as moderated questions from our CEO, Scott Albro.
Over 20 sales development leaders from the Bay Area’s fastest growing companies once again convened last Friday for TOPO’s Sales Development Council #14. These Councils offer a unique forum for sales development leaders from high growth companies to learn from each other and share best practices.
One of the strategic decisions an organization must make is determining where sales development will report. It’s an important question with significant repercussions for the success of the SDR team.
We are excited to announce the 2016 Sales Development Framework. This version of the framework recognizes the transformation of Sales Development from a set of tactics and activities to a truly strategic function.
For sales development teams, the activity of coaching is mission-critical, because it ensures continuous improvement of sales development representatives (SDRs). However, SDR coaching is seriously lacking in most organizations today and represents the largest gap in sales development enablement. In fact, according to our research, only 17.3% of high-growth organizations claim to perform SDR coaching. This leaves a lot to chance in the sales development process, particularly since 74.5% of SDRs have less than 1 year of work experience and most have no prior sales experience.