Enterprise SDR Metrics?

Right now I have a team of BDRs that prospect into defined territories with a range of accounts across sizes and industries. I'm looking at creating a role focused on large accounts. Since the quantity is less and the focus will be more on engagement, pipeline growth, etc. I'm wondering if anyone has tips on measurement or compensation metrics for a role like that?

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    • Profile picture of Stephanie Lippincott
      ( 2.4k POINTS )
      1 month, 1 week ago

      Number of touches and diversified outreaches come to mind. For larger companies, there’s a bit more strategy involved because of the levels of employee functions you have to wade through to get to the decision-maker. I would think a senior SDR/BDR title and comp plan would be adequate. Just my two cents.

    • Profile picture of Macky Bradley
      ( 6.9k POINTS )
      1 month, 1 week ago

      Hi Barrett! @bcoates
      I always liked to be rewarded (when I was in that position) for ANYTHING that moved the sales cycle along.
      So I had a really low base salary (not good, not recommended) I happened to get a great manager who really boosted our morale and paychecks. (Thanks Joshua)
      If we created an opportunity (after a discovery) we got paid a bonus.
      For every month it was active pipeline (not just in the pipeline- but we followed up, sent material, invited to webinars, etc.) we got paid a bonus.
      If we assisted the filed rep with a demo, we got a bonus.
      Then, when the deal closed, we got a bonus. (The comp on the closed deals was hilarious. They would pay you $50 for a $25K deal and a $100 for anything above that. So, it was kinda really messed up if you were to help facilitate a $500K deal. So that was disappointing.
      I would suggest something like that. Make it a win-win. See which areas or products you need help on the most and make the compensation reflect great effort in those areas. Put yourself in your BDR’s shoes, and see what it is like for them (if you haven’t already!)
      Also, remember, if you invest in the BDR’s personal growth and development, for those that want to advance, you will have a steady source of internal candidates. I think that will make the C-levels and everybody pay attention to what you will have done for the company!
      Best wishes!
      Let me know if this has helped?
      Thanks for the question!


    • Profile picture of RC Casey
      ( 520 POINTS )
      1 month, 1 week ago

      Hi Barrett –

      I’d be thinking of the cadence in which you’ll be measuring this so the reps understand the vision. This will set the pace and also create benchmarks that create mechanisms to review historically YoY.

      The weekly business review (WBR) can include metrics related to Activities by AE, Opportunities created by AE, Proposals created by AE, Signed Deals by AE, Deal Size. From there you can create a look back window based on your desire (trailing 5 weeks). Assuming you only have one go to market product? If more – than create metrics for each product to understand which value is driving the most benefit for customer (larger customers may be more patient for upper funnel versus smaller need immediate return and cannot justify awareness).

      These metrics should create an open dialogue in 1x1s on tackle next steps. ex. If activities are high, but proposals are low than maybe the rep is not contacting the right persona, or the value prop needs fine tuning. It can enable you to prioritize which accounts you need to jump on calls with as well.

      I’ve always been a fan of WBRs because it offers transparency. This empowers the AEs to ensure their SF is clean and up to date.

      Are you using any software to assist the reps on this customer engagement?

    • Profile picture of Jeff Swan
      ( 720 POINTS )
      3 weeks, 1 day ago

      Hi @bcoates,

      This is a great question and you already have some excellent answers so far. I really like your strategy of creating a strategic accounts role, as they do have different characteristics that unit-based metrics are not well suited.

      The first question that comes to mind is, when you look back on the first year of this new role, how would you define it as successful? How would you defend your decision to create this role in the boardroom?

      Would it be the amount of closed deals from their work?
      This can be tough with large accounts that sometimes take years to close.

      Would it be the number of opportunities generated?
      This can be tough because you may only have one expansive opportunity across a large account that’s worth more than 50 others from your smaller accounts.

      Would it be the dollar amount of pipeline generated?
      This has always been my favorite for tracking Enterprise BDR performance, but you also run the risk of placing too much importance on one single deal.

      Would it be number of contacts engaged at named accounts?
      This is a great one for the account-based fans out there, but requires a fairly solid idea of how this relates to opportunities and bottom line revenue.

      I could go on, but you get the point. There are many ways to track deals and compensate BDR performance, but you need to be clear from the start what you want to get out of it. If you can think of one thing that would make you consider this role a success, work backwards to create a comp plan that rewards just that one thing.


    • Profile picture of Katie Ray
      ( 810 POINTS )
      5 days, 6 hours ago

      When I was an enterprise SDR, we had a decent base pay, and were paid for accepted deals (like $150 an accepted meeting) and then if we hit certain activity metrics, we would get spiffs too.

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