SDR, Stuck Between Marketing & Sales?
Being an SDR carries a lot of responsibility, both marketing and sales teams contribute to a rep's busy schedule. Whilst it is great to get experience of both commercial functions, the approaches they take to create success are very different. And this can mean SDR are pulled hard in opposing directions, meaning they travel precisely............nowhere.
What is the difference between Marketing & Sales ?
Marketing spend is justified by the return on investment, which can only be realised by tracking lead conversion. The CRM admin for this often falls to SDR as the first team following up.
Noise on social media is vital for Marketing to succeed and its usually SDR putting the work in, making connections, engaging with them, and softly promoting their companies brand. Although this work is important, it's also a slow burner in terms of creating tangible results.
From a sales point of view, entering the room to a group of quiet SDRs updating CRM and refreshing LinkedIn is not anything that will get a meeting booked soon. They want to hear their SDRs relentlessly talking to prospects, identifying pain points and decision makers. Conversely nothing is more annoying for Marketing when they can hear all these great conversations going on and they check CRM for the results, and nothing is logged.
What are the dangers of this difference?
Comfort Zone. SDRs pick one and hide in it. For example, admin is often cited as a reason to be 'too busy' for cold calling.
Confusion. It’s hard to know what is the most important task to complete, at which time.
Demotivation. Nobody wants to be 'jack of all trades, master of none.'
How is this difference resolved?
Take time management seriously. Schedule admin at the end of the day, once daily quota is hit.
Track LinkedIn engagement and regularly share results. For example, 'We have an audience of 1500 first connection decision makers.'
Remember SDR is a department in its own right. Don't allow tasks to be dumped just because the SDRs are visible at their desks. Only accept tasks that contribute to quota or learning.
Communicate the value of accurately tracking results. Show the benefits of up to date CRM, for example ' this rep hit target by increasing their activity by 10%.'
In summary
SDR is still a relatively junior department compared to Sales and Marketing, and it's only in the last 15 years that Marketing even evolved to a trackable science from push to pull. Because of this SDR teams tend to get placed with either Sales or Marketing (or both) and asked to follow their guidance. This is always a great opportunity to learn, but it can also set the team up for blame if results don't follow. SDR teams need trust and freedom to create results, they have to find their way in ever changing and challenging markets. When SDR are allowed to own their results, the best will be achieved. All of us working in SDR have a responsibility to elevate our Teams to standalone departments that work in unison with Marketing and Sales as equals.
