In your opinion, is it better to have a call quota or conversation quota? 50 calls/day vs 4 conversations/day?
BlueJays2591
Call quota vs conversation quota (SDRs)
13
how about meetings booked. I don't give a damn how many calls you made nor did I care about how many my BDRs made when I was managing a team, WHEN they were scheduling appointments.
What good are those "conversations" if they just lead to nothing and are just spent talking about the weather or sports? I mean it's a conversation, right?
SCHEDULE APPOINTMENTS!
What good are those "conversations" if they just lead to nothing and are just spent talking about the weather or sports? I mean it's a conversation, right?
SCHEDULE APPOINTMENTS!
Quality appointments please.
We don't comp on appointments, we comp on opps moving forward to a qualified stage and the AE wants to work it. Keeps shit meetings off calendars
then give them better targets. you are lazy man. refine the icp. this wreaks of entitled AE corporate non-sense.
Scheduling appointments is the issue. There needs to be some sort of metrics/benchmarks in place for the BDRs to hit. We can't just say "go schedule meetings". I would love to do that, but these BDRs are very young. Previously I was able to do that but they were much more tenured.
Both dials and conversations are inputs, what matters are the output. Are the calls and conversations effective? I would rather have an SDR make 10 calls, have 5 conversations, and set 3 qualified appointments vs. 100 calls, 20 conversations, and only 1 qualified appointment.
It's far too easy to manipulate (fake) calls and conversations. These are "ok" KPI's, but should not be quota. Quota should measure the desired outcome.
It's far too easy to manipulate (fake) calls and conversations. These are "ok" KPI's, but should not be quota. Quota should measure the desired outcome.
For us it's all about how many meeting the BDR has booked, however, tracking activity does make sense and help you understand in order to reach X goal, how many Ys you have to do. Similarly how many Ys converts to Zs and how we can improve this number.
Yeah thats what I'm looking at as well. We worked backwards and realized how many conversations needed to be had each day to hit quota, so that's why I'm thinking conversations over calls
There are both qualitative and quantitative analysis in any business and both are important to understand to have a direction but with different weightages :)
Convo quota > Call quota but both are vanity metrics to please the higher ups.
Qualified meetings booked should be the metric of an XDR as well as qualified meetings held. My current org has the widest qual criteria and it is frustrating beyond measure and no changes are made due to internal politics.
Qualified meetings booked should be the metric of an XDR as well as qualified meetings held. My current org has the widest qual criteria and it is frustrating beyond measure and no changes are made due to internal politics.
Qualified meetings are how bdrs are comped here. We just need metrics in place to ensure the behavior necessary to hit their quota.
im assuming you have a way to record calls and can determine what a "conversation" is? there is for sure some ambiguity there.
in my mind the best way to rank SDRs:
1. meetings KEPT (i dont care if you set 100 appointments if only 10 of them keep)
2. Connects (or conversations had)
3. Opportunities created. (this is 3rd because sometimes even this is out of the SDRs control.)
in my mind the best way to rank SDRs:
1. meetings KEPT (i dont care if you set 100 appointments if only 10 of them keep)
2. Connects (or conversations had)
3. Opportunities created. (this is 3rd because sometimes even this is out of the SDRs control.)
We have Gong which helps. The ambiguity is what's holding me back from implementing it.
Yeah if your going to have a metric like that you have to have a solid definition of what a โconversationโ is haha
Both should be KPIs, it would be hard to determine what is deemed a conversation so thats why I would learn more towards calls
That's where I'm struggling is defining a conversation. Don't want a pick up and hang up to be counted as one
Conversation quota. You want to incentivize behavior that benefits the company. Call quota will lead to meaningless dials.
I'd say conversation quota. But I'd also agree with @antiASKHOLE.. meetings booked matters the most.
I like to have metrics based on effectiveness versus activity. Effectiveness metrics reward people who are good at their job and don't need to make as many calls as the next person to hit their numbers.
meetings booked. corporate overlords will try and pull bullshit nonsense of only comping sdrs on deals won or pipeline value added. toxic. get meetings. if they pull that fucking leave. you can't control what your ae's do above you.
SDR in training - call quota definitely helps.SDR in progress - conversation quota to narrow down positives and areas for improvement.Day-to-Day after satisfied with above- meeting quota.
Can always adjust and go back to a previous metric but it installs good practice in my mind
Can always adjust and go back to a previous metric but it installs good practice in my mind
I understand the reason for activity KPIs (establishing good habits) but also see how it feels micromanagey if youโre a rep with a good process and feel for the job.
Like most things the only answer is โit dependsโ but I (unfortunately) believe that most managers (including my garbage former inbound SDR for 3 months turned SDR โmanagerโ) will keep pleasuring themselves to dashboards that show their reps are CRUSHING IT with 350 calls and 0 qualified opps.
Like most things the only answer is โit dependsโ but I (unfortunately) believe that most managers (including my garbage former inbound SDR for 3 months turned SDR โmanagerโ) will keep pleasuring themselves to dashboards that show their reps are CRUSHING IT with 350 calls and 0 qualified opps.
Well we are having less than 100 calls per week and 1 out of 12 reps hit quota. I prefer qualified opps and don't comp for call numbers, but something needs to change
In that case, definitely. How is enablement? PMF? "Unmotivated reps" can come from two places, imo-
1) they truly don't give a shit and are collecting a paycheck for taking zooms a few times a week
or
2) they are anxious/deterred because they haven't found success. this is a difficult one to gauge because I think that sort of resiliency is necessary in sales but I also completely understand spending 30-60-90 days working on messaging, cadences, etc, and not having any luck.
Since you're here asking this I don't think it's #2.
1) they truly don't give a shit and are collecting a paycheck for taking zooms a few times a week
or
2) they are anxious/deterred because they haven't found success. this is a difficult one to gauge because I think that sort of resiliency is necessary in sales but I also completely understand spending 30-60-90 days working on messaging, cadences, etc, and not having any luck.
Since you're here asking this I don't think it's #2.
Enablement is highly involved but highly misleading.
The reps are motivated but are very new to the field and don't know what it takes to actually hit quota. They're willing to learn and work, it will just take some tweaking to get there
The reps are motivated but are very new to the field and don't know what it takes to actually hit quota. They're willing to learn and work, it will just take some tweaking to get there
Neither. Dials and conversations don't pay the bills.
But they lead to what pays the bills.
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