Thinking BIG: Building and Running a Global Sales Development Organization
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The document outlines strategies for building and managing a successful global sales development organization, emphasizing the dual objectives of driving a revenue pipeline and a people pipeline. Key components include recruiting and onboarding talent, aligning sales techniques, and leveraging technology. The author advocates for structured processes and measurement through established goals and metrics to foster growth and scalability.
Thinking BIG: Building and Running a Global Sales Development Organization
- 1. Thinking BIG Building and Running a Global SALES DEVELOPMENT Organization
- 2. Headshot RALPH BARSI Senior Director, Global Sales Development @rbarsi in/ralphbarsi rbarsi@gmail.com ralphbarsi.com
- 3. Knowing is not enough; WE MUST APPLY. Willing is not enough; WE MUST DO. Bruce Lee
- 4. We’ve got to find a way to make THIS… fit into THIS… using nothing but THAT.
- 5. ALL SALES DEVELOPMENT teams have a two-fold objective: REVENUE PIPELINE PEOPLE PIPELINE Drive a Drive a
- 6. Drive a REVENUE PIPELINE Inbound lead qualification Outbound lead generation Referrals (internal, external) Upsells and cross-sells Align with all sales efforts
- 7. REVENUE PIPELINE Musts Assign a Pipeline $ Amount Total Addressable Market Ideal Customer Profiles Buyer Personas Touch Patterns, SLA Qualification Criteria Rules of Engagement Handoff / Closed Loop
- 8. Drive a PEOPLE PIPELINE Recruit and hire A Players Onboard and ramp with precision Scale employee culture Recognize performance Develop future field sales reps
- 9. PEOPLE PIPELINE MustsManage Expectations while Recruiting Establish, Identify RPM Show a Well-Lit Career Path Tout, Encourage Company Culture Certify Core Components Stress the Importance of Brand Keep It Real
- 10. REVENUE PIPELINE PEOPLE PIPELINE Inbound Outbound Less than 1 Year Up to 2 Years STRATEGY PROCESS PEOPLE TECHNOLOGY
- 11. REVENUE PIPELINE PEOPLE PIPELINE Inbound Outbound Less than 1 Year Up to 2 Years STRATEGY BHAGs OKRs Increase lead velocity Meet SLAs Create Sales Playbook Usher social selling Employ methodology Adopt ABE Hire right Expedite ramp time Improve conversations Certify sales attributes Meet w/ hiring managers Draw-up promotion path PROCESS Systems Formulas Assign by territory Issue via round-robin Sustain 200 leads/SDR Feed sales intel Enrich contact data Broker exec intros Establish 1:1s Own calendars Acquaint w/ use cases Master SDR remit QBR presentations Run deal start to finish PEOPLE Leaders Managers Soldiers Inbound line manager SDR territory owners SDR by lead source SDRs by segment Jr & Sr SDRs 1:3 ratios Introduce to mentor Interlock with Field Reps Meet eStaff Guest speakers, trainers Association memberships Team Lead Assignments TECHNOLOGY Musts Likes Wants MA, CRM synergy ICP, BP, TAM tech Dialing, Email, Nurture Emailing, messaging Social outreach Trigger alerts Apps, offerings for: -Calendar -Touch cadence -Meetup alerts Apps, offerings for: -Networking -Note-taking -Time management
- 12. PLAN YOUR WORK and WORK YOUR PLAN
- 13. TAKEAWAYS Sales Development organizations are different ALL Sales Development organizations have a two-fold objective Make informed decisions based on STRATEGY-PROCESS-PEOPLE-TECHNOLOGY Think BIG and think SCALE and you WILL SCALE • Sizes, locations, infrastructures, languages, targets, cultures, experiences vary • Drive a revenue pipeline, drive a people pipeline • Measure progress via BHAGs or OKRs; use the four areas as cornerstones • Ask “How will the entire team benefit?” Leave a trail of breadcrumbs for people to follow