The new digital world has fragmented the sales funnel. The irony? We’re now much more connected, but decision makers are harder than ever to reach.
To combat this, companies are investing in sales solutions to help sales development representatives (SDRs) identify, connect with, and transition qualified prospects into opportunities. In fact, according to Docurated, organizations plan to spend between $20,000 – $24,000 per salesperson on technologies that maximize productivity and effectiveness. However, because each tool is so different by nature, a one-size-fits-all solution does not exist. Instead, organizations are turning to “sales technology stacks.”
Here at ZoomInfo, we’ve combed over a number of studies to identify the three most prevalent issues sales reps face, and how each impacts your technology selection.
How to Build a Technology Stack that Solves the 3 Biggest Sales Problems
- Lengthy on-boarding (“ramp up”) cycles and high turnover cause instability within a SDR team:
Multiple studies suggest the turnover rate for a SDR is just over 14 months. Complicating matters, Qvidian’s recent study found that that it takes a new sales representative an average of 7-9 months to be “fully productive.”
Although “ramp up” time for new sales staff can be reduced with better new-hire training processes, turnover in this position is an issue that will always exist.
Buying consideration: Due to frequent changes in personnel, analyzing the adoption process is necessary for any SDR technology selection. Sales leadership should prioritize ease-of-use and immediate effectiveness while building their sales technology stack.
- Regardless of industry, company size or revenue, SDRs struggle with time management – ultimately spending a disproportionate time on non-selling activities:
Productivity is difficult to quantify; however, an overwhelming amount of research concludes poor time management is a sales epidemic. SiriusDecisions even reports 65% of companies believe their sales representatives spend too much time on non-selling activities. And according to IDC, 1/3 of potential selling time is wasted due to poor sales enablement.
Buying consideration: Many sales tools were developed to remedy the “time sucks” in an SDR’s day. Sales leadership should examine their entire qualification process and strategically look for ways to consolidate steps through automation.
- SDRs are at the forefront of friction between sales and marketing:
Longstanding issues between sales and marketing stunt organizational growth. Sales may believe marketing is targeting the wrong job function, management level, or industries with its content strategy and overall value positioning. Conversely, marketing may believe campaigns are producing more qualified leads than are being converted.
SDRs operate in the crossroads of these two departments, and can often provide valuable commentary about sales and marketing alignment beyond rudimentary KPIs. To this point, it’s worth noting that in its annual study, AA-ISP found that SDRs place lead volume and quality as their top challenge impeding success.
Buying Consideration: Marketing is a key stakeholder in any sales investment, especially for SDRs, who are largely responsible for following up with prospects after marketing campaigns go out. Ideally, initial input and eventual buy-in from marketing leadership can help ensure that tools are strategically adopted in a way that serves both departments. The result will reduce technology overlaps and increase the likelihood of superior ROI from a sales technology stack.
Contact us today to see how ZoomInfo’s marketing and sales solutions fit into your technology stack.