Hey, I'd like to know how should I concept my sales team. Salary, bonus and benefits for BDR-s and for BDR manager?
ciki
Development agency sales concept
7
@ciki: Welcome to the War Room, firstly.
I can share my 2 cents of how a typical skeleton for a BDR organization can look like:
โข BDRs should be typically mapped to the AEs (2 BDRs for 1 AE / 1 BDR for 2 AEs depending on lead flow / your TAM, your ICP / accounts you're targeting / etc.)
โข In case you cater to all account size, push for a separate function for inbound and outbound. Many a time, SDRs and AEs start relying on Inbound if they're able to meet their quota through it, and Outbound goes down the toilet.
โข OTE or comp structure should ideally have both a fixed and commission component. 70% (fixed) and 30%(commission) is sth I'm personally fond of and have seen working well. Many other threads in the WR have different opinions you might want to check out as well.
โข 2 out of 3 parameters can be chosen to determine the variable. Opps should definitely be 1. Second can either be the meetings or appointments BDRs set for AEs, or, pipeline amount of the opps.
โข Input metrics/activity numbers should be tracked regularly; call numbers, email numbers, meetings set, personalization in email, yada yada.
โข Though you ought not to rely on 'em input metrics as core KPI for a BDR. You don't want your SDR to make 100 calls everyday. You want 'em to make 10, and get the same output. Effectiveness > Volume. Quality > Quantity
โข Bonus/Spiffs can be on the basis of revenue closed from the opportunities generated. This also helps in pushing BDRs mindset towards the revenue goal, instead of being perceived as appointment setters only.
โข For BDR managers, all core KPIs of BDR should roll up to the manager. It's ideal if "management" understands and provides some kind of a cushion for Manager's overall targets (let's say 10%).
โข As a BDR Manager, be ready to be sandwiched vertically between your management and SDRs. And horizontally/ diagonally sandwichedbetween other functions like AEs, Data, CRM, Marketing, Product. It gets tough, but if you do it right, maybe it's worth it.
โข Advice: As a BDR Manager, run the system more on trust and less on input metrics. That's the only hack to this role, if any.
Hope this is helpful!
@antiASKHOLE: thanks for tagging :)
I can share my 2 cents of how a typical skeleton for a BDR organization can look like:
โข BDRs should be typically mapped to the AEs (2 BDRs for 1 AE / 1 BDR for 2 AEs depending on lead flow / your TAM, your ICP / accounts you're targeting / etc.)
โข In case you cater to all account size, push for a separate function for inbound and outbound. Many a time, SDRs and AEs start relying on Inbound if they're able to meet their quota through it, and Outbound goes down the toilet.
โข OTE or comp structure should ideally have both a fixed and commission component. 70% (fixed) and 30%(commission) is sth I'm personally fond of and have seen working well. Many other threads in the WR have different opinions you might want to check out as well.
โข 2 out of 3 parameters can be chosen to determine the variable. Opps should definitely be 1. Second can either be the meetings or appointments BDRs set for AEs, or, pipeline amount of the opps.
โข Input metrics/activity numbers should be tracked regularly; call numbers, email numbers, meetings set, personalization in email, yada yada.
โข Though you ought not to rely on 'em input metrics as core KPI for a BDR. You don't want your SDR to make 100 calls everyday. You want 'em to make 10, and get the same output. Effectiveness > Volume. Quality > Quantity
โข Bonus/Spiffs can be on the basis of revenue closed from the opportunities generated. This also helps in pushing BDRs mindset towards the revenue goal, instead of being perceived as appointment setters only.
โข For BDR managers, all core KPIs of BDR should roll up to the manager. It's ideal if "management" understands and provides some kind of a cushion for Manager's overall targets (let's say 10%).
โข As a BDR Manager, be ready to be sandwiched vertically between your management and SDRs. And horizontally/ diagonally sandwichedbetween other functions like AEs, Data, CRM, Marketing, Product. It gets tough, but if you do it right, maybe it's worth it.
โข Advice: As a BDR Manager, run the system more on trust and less on input metrics. That's the only hack to this role, if any.
Hope this is helpful!
@antiASKHOLE: thanks for tagging :)
I think this covers everything lol!
@Gastythanks for your replay it's awesome! :)
Thanks for the fleshed-out answer. Taking some of these points into our Q4/Q1 strategy sessions.
@GastyI have seen you give a few ideas and recommendations on this, what are you thoughts?
@Gastymentioned pretty much everything. Came here to comment, but I see gasty covered it. :)
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