Datanyze & HubSpot Present

The Sales Development Playbook

Written by SDRs
Strategies on effective account development, prospecting, outreach and objection
handling from successful SDRs.
 Table of Contents
Introduction................................................................................................................ 1
Meet the SDRs........................................................................................................... 3
Section 1: Account Development, Research & Prospecting...................... 5
Section 2: Outreach................................................................................................. 10
Section 3: Reporting................................................................................................ 16
Conclusion.................................................................................................................. 18
Appendix (Overcoming Objectives).................................................................. 20
Introduction

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Pioneered by technology companies like Salesforce and Oracle, the concept of sales development has since emerged as a proven tactic
for reaching key decision makers and penetrating target accounts. According to a 2015 Bridge Group survey of 303 B2B companies, 63%
of respondents reported having created a dedicated sales development team to front-end their closing reps with qualified opportunities.
According to the study, this specialized approach to acquiring new logos has now entered the late majority phase of adoption and shows
no signs of slowing down.

Aaron Ross, the bestselling author and consultant who helped Salesforce
grow from $5m to $100m ARR, has been very outspoken as to why
companies need to get on board with this type of thinking. He says
specialized roles within SDR teams create “true experts…not dabblers,” allow
more “teamwork and collaboration.” and ultimately generate “a structure for
repeatable success.”

Why Does the SDR Role Exist, and What Makes a Great SDR?
Why does it exist? Because sales is so much more than a numbers game.
Gone are the days of mindless prospecting, spray-and-pray marketing, and
antiquated list buying. Buyers have evolved and so should sellers. Sales
development represents a new middle ground between meticulous targeting
and automated volume.

It’s certainly true that you need personalization and research to be successful. A quick glance around LinkedIn will show just how many
different companies and opportunities people are involved with. Great research requires attention to detail, creativity, and time.
Deeply important to the role is also the timesaving, cost-cutting, and effective mindset of automation and volume. This ebook focuses on
reaching as many people as possible in the shortest amount of time. These two mentalities may seem incompatible, and in a very real
sense, they are. But here’s the thing: each of these mindsets is essential to you -- the sales development rep, and your success in the
role.

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 Meet the SDRs
The goal of this ebook is to let the SDRs do the talking. We connected with several top-producing reps across the US, asking them to
describe how they approach each aspect of their job. We drilled deep into each major SDR task by combining meticulous research from
leading industry blogs and thought leaders, with anecdotal evidence from those working in the field. This ebook is a comprehensive
boiling down of insight, advice, and best practices for newcomers and seasoned sales reps alike.

Leo Cardenas James Daltas Dylan Rushe Eric Gonzales Alex Nunez
InsightPool SkyTap InsightSquared Glassdoor Gigya

Leo started as a former James started his sales Dylan has been selling Eric is a Senior Manager Alex has successfully
college football player career as an outside BI software from of Sales Development at worked in sales
turned personal trainer sales rep via the E&J InsightSquared since Glassdoor. He began at development at Gigya
that decided to make the Gallo Management 2014. He originally hails Glassdoor as an Account across three geographic
jump into sales. His sales Development program. from Ireland, but has Executive in sales and was regions and in two
career started with the After witnessing the rapid also lived on the West promoted to Sr Account languages. Passionate
NBA Atlanta Hawks which tech industry growth in Coast, and now proudly Executive before beginning about the tech sector, he
led to becoming the first Seattle, he made a move calls himself a Bostonian. his current role leading the looks forward to a fruitful
business development into sales development Before his sales career SDR team. In the past two career in sales.
rep at Insightpool. He’s for Skytap. James is Dylan was an All- years, Eric, with the help of
now responsible for always looking to connect American football player his awesome team of SDR
overseeing all business with fellow technology at Endicott College, where leaders, has grown the SDR
development and the sales reps to compare he received his BBA in organization from a team of
successful coaching/ strategies and best Management. three to thirty three.
training of the team. practices.

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 Meet the SDRs, cont’d.
Alex Lentz Josh O’Brien Michael Thomas Kieran Quinn Gentry Smith Caitlin Richmond
TechValidate Datanyze High Five HubSpot Ambition TinderBox

Alex has been working Josh O’Brien is a Michael Thomas is the Kieran Quinn is an Gentry Smith is the Caitlin is currently a SDR
at TechValidate as a world traveler, sales founder of SimpleData Associate Inbound premiere SDR for at TinderBox. She have
Client Research Analyst extraordinaire, culinary a lead generation Marketing Specialist at Ambition, where previous experience at
since November of 2014. guru, part-time day outsourcing company. HubSpot in Cambridge, he is responsible CareerBuilder in sales,
He previously lived in trader, and pitbull Formerly he was the Massachusetts. When for outbound lead account management and
Boston and worked in the advocate. Sales Development he’s not following up generation, prospecting sales development and
hospitality industry. In his Manager at Highfive. with hot, inbound leads, and nurturing leads, and at Echo Global Logistics
spare time, Alex can be he enjoys quoting The devising/maintaining gaining experience in
found watching or playing Simpsons and watching the “Ambition SDR logistics sales.
soccer. Derrick Rose try to not Playbook.” Gentry
break every bone in his has additional years
body. of SDR and Account
Executive experience
at Professional Sports
Publications.

4
 Section 1:
Account Development,
Research & Prospecting

5
Account Development
If you’re part of a more established sales development team, you may already be provided with what’s called a “named account list.” In
this case, your goal is not to source new accounts, but rather to figure out a process that allows you to best prioritize these accounts. If
this is the case, skip on ahead to section two.

If you’re part of a younger, less formalized sales development team, you may be tasked with creating your own named account list from
scratch. This process will first involve identifying your ideal customer profile (ICP), and figuring out a way to compile a list of companies
that match it. The better you are able to define your ideal buyer, the faster this process will come together. As an SDR, how can you even
begin to wrap your head around what’s out there? Which companies should you approach first? Below we provide a strategy for building
targeted account lists, without falling victim to list buys and other outdated tactics.

You know your market better than anyone else, so spend a day or two concretely defining it.

“When looking for companies to approach, I first

create what I like to call the “golden circle” for INDUSTRY
our product. This circle represents the traits of
our perfect client – in other words, the company
SIZE OF
that would buy our product no matter what the REVENUE MARKETING
cost. (Here at TechValidate, we solve for the
challenges of creating marketing content, as TEAM
well as getting customers to speak publicly, so
the characteristics of our golden circle are quite Alex’s “golden circle”
Alex Lentz specific.)
TechValidate # OF
From here, I use account development tools EMPLOYEES LOCATION
like LinkedIn and Datanyze to quickly look for
medium to large companies that work with
sensitive clients and have an established, but
not overly large, marketing team. Using the
WEBSITE TECH
“golden circle” (example to the right), you can
easily forumate the perfect buyer persona and QUALITY USED
use tools like LinkedIn and Datanyze even more
effectively.”

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Outsourced Account Development
If you prefer to spend less time finding new accounts and more time engaging with prospects, you may be a good candidate for an
outsourced account development solution like Upwork, TaskUs, or LeadGenius. In this case, you’ll still want to build out your ICP, but the
research will be taken care of by someone else for a relatively small fee. Going this route will get you a similar amount of new accounts
and, in some cases new contacts. But you will likely see a slight dip in quality, as outsourcers often take on many clients at once and are
less familiar with your product.

Research & Prospecting

To be an effective SDR, understand your prospects before you reach out to them. Let’s fully explore creating a comprehensive research
and prospecting program with tips from successful SDRs. In particular, we’ll cover how to find the right contact within an account, and how
to uncover contact information for key decision makers.

A complete, targeted research program involves three tasks. Before you reach out to anyone:

1. Understand the product you’re selling and identify challenges your product can solve.
2. Find the types of organizations that are most likely to purchase your product.
3. Find the types of individuals within those organizations who will be the most likely to purchase your product.

Once you’ve built a list of target accounts to pursue, it’s time to start looking for the right contacts within each account. On the next few
pages, learn tips on finding, learning, and researching the right contacts.

There’s nothing more critical to a sales development team’s success than understanding who the ideal buyer is.
Building this foundation ensures your team is as efficient as possible. It’s the difference between working hard
and working smart (and hard). When building out and learning about your buyer personas, ask ourselves the
following questions:

• What is the job title of my ideal prospect?

• Who do they report to?
• Where is this person “hanging out” online?
Michael Thomas • How much experience does this person have?
High Five • What current challenges does this person face?
• What are their larger vision goals?
• What technologies do they use to get the job done?

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Be aware that your buyer personas are bound to be incomplete; the world is simply too messy to fit into quaint little boxes, and industries
are constantly evolving to incorporate new technologies and buying trends. Do your best to get as much information as you can on your
buyer and go from there.

“Titles matter: Look on Linkedin for prospects with titles that indicate a certain level of seniority or
authorized budget, then do what you can to find their manager or anyone senior to them. This can
all be done rather easily through LinkedIn people search. Try targeting as high as you can with the
expectation that responses from c-level executives will be much fewer and far between, but way
more valuable.

Length of service: Try to target prospects who have been at the company for a while. In most cases,
someone who has been in a role for less than 6 months does not have the power to get a deal
done, unless that person held a senior title at their previous company.
Eric Gonzales
Linkedin profile completeness: Always give more weight to prospects that take care of their
Glassdoor
Linkedin profile. Have they updated it recently? Are they in groups? Does their picture look
professional? You can often able to identify an early adopter by how savvy they are on Linkedin.

Function/Department/Location: Strive to get in touch with many parts of an organization. If the US

headquarters isn’t getting you where you need to go, look for the appropriate contact at the UK
office and go from there. In some cases, they may be able to make an introduction to a buyer in the
US who was previously ignoring your emails. Also take note that titles in the UK or abroad will be
different than in the US. For example, “Manager” is actually a very high level in the UK.”

“Use quotations: wrapping titles or keywords in quotation marks will allow you to search for an
exact phrase “VP of Sales” and filter out all undesired results.

Be parenthetical: use parentheses for more complex searches when you want to combine an exact
phrase with a broader search term. Say you’re looking for a BDR or SDR: enter (business OR sales)
AND “representative.” Use AND, OR, NOT to return exactly what you want. These terms must be
capitalized.”

Josh O’Brien
Datanyze

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Getting Contact Info
Many higher up executives (like the ones you want to get in touch with) will not be as easy to reach as you might like. Below are Eric’s tips
on finding hidden contact info, including how to use an email finding service in conjunction with LinkedIn and your CRM.

“There are a lot of services that can help you find an email address. There’s LinkedIn to first find the
right buyer, and then your company CRM to see if someone else has already found the prospect’s
email.

If you can’t find your contact’s email address, try to find someone else’s email at the company, then
try different permutations of email addresses in email verification services until you have the right
one.

Eric Gonzales
Glassdoor

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Section 2:
Outreach

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You know about companies and individuals that are a good fit for your product. You understand prospects’ challenges and desires.
You’ve utilized software to generate tailored quantity wherever it made sense. Now, you actually need to talk to someone and convince
them to take a meeting with one of your closers. But how are you going to connect? And how persistent should you be? What about your
tone and strategy? Should you innocently offer up help or push hard for the sale? Are there any tools to help you out with this? There’s a
lot to think about, and a ton of conflicting information out there. Let’s set the record straight.

Cold Emailing
The goal of a cold email should be to come off as a human being. Seek to make a connection and pull insights from your prospecting
efforts whenever possible. Kieran Quinn of HubSpot poses this question: How do you actually break through the clutter to stand out
among the tens, if not thousands, of cold emails that are clogging up your prospect’s inbox? His answer:

“It’s not too difficult to get a prospect to open my email. The key is getting them engaged enough to warrant a
response. Here are the steps I take to get more responses:

1. Conduct research to understand the company and individual you’re contacting. Understand their product,
and formulate your value proposition. To do this, find commonalities between the person you’re about to
approach and yourself. Check out the prospect’s LinkedIn, Twitter, and/or Facebook profiles, and always let your
personality/humor color your writing.

Kieran Quinn 2. Bring value to the table, but be quick about it. Answer the following questions in every email you send: Who
HubSpot am I? What does my company do? In what specific ways can my company help the prospect? How has my
product helped similar prospects in the past? Always attach resources that demonstrate this.

3. Solidify next steps. End with a close: “If this is of interest to you, when would be a good time to connect next
week?”

4. Send a follow up LinkedIn request. It helps put a face to my name.

5. Follow up if you don’t hear back after a few days. A simple “Hey Jared- I just wanted to follow up on my email
above in case it got buried the other day.” will work wonders in an email or call. Seeking to help your prospects
solve a problem first, and sealing the deal later is an effective way of framing any conversation. Top SDRs are
able to subvert their thinking from: “I need to make that quota” and “I want that extra cash” to “let me see how I
can support this other person in achieving their wants, needs, and desires”.

This human touch (nested inside an actionable game plan) is a recipe that will give you the best shot at getting
email responses.

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Calling Tips
Despite what you may have heard, cold calling is not dead – it has just changed a bit. Sure, things are more difficult now, because
prospects are conditioned to immediately dismiss unknown phone calls, but that doesn’t mean you’re completely out of luck. You just
need to be ready to break the ice when your prospect picks up. Read below how James Daltas uses modern calling tips in his outreach
strategy.

“One thing that my team and I have implemented into our c-level cold calling strategy has been the
adoption of MJ Hoffman’s “Why you, why you now” approach.

Instead of following the traditional:

Hi this is James calling from Skytap, how are you today?”

and hoping that they stay on the line long enough to allow for an elevator pitch, I’ll be a bit more direct
and honest with my messaging:

James Daltas Hi [prospect], you and I have not spoken before, but I was doing some research and came across a
SkyTap recent press release on your website stating that your team will be doubling the IT budget in 2016. I was
curious as to what sort of changes you’re going to make within application development. Is right now a
bad time to chat?”

C-level executives hardly have enough time to answer the phone as it is, so when they do finally pick
up, it’s important to be respectful of their time by being direct and less “buddy-buddy.” This strategy puts
more purpose behind the call, and allows my messaging to resonate at a higher level.

Whereas cold emailing gives you relatively ample time to respond, there’s significantly more pressure to
react in real-time when cold calling. Having a written or mental guide that reflects how you envision the
call will go, along with testing out some well-validated techniques, will help you tremendously.”

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Call Mapping
If calling is your main outreach strategy, and you’re in need of more direct dials, read what Caitlin Richmond of TinderBox has to say
about conducting “mapping calls” below.

“I like to treat the first phone call as a mapping call, and not jump right into the pitch. This helps
eliminate calling multiple people in the organization, while giving me helpful information, referrals,
and eventually the right person on the phone.

If you get a gatekeeper on the phone, simply ask for the appropriate person. When conducting a
mapping call, feel free to admit that you haven’t talked to this person before and want to confirm
they are the correct contact. This will usually get you the right person, who can provide insightful
information into the company’s current processes. This can be extremely helpful going into a call.

Caitlin Richmond Mapping works even better when you get a C-level contact to refer you to the correct C-level. Why?
TinderBox Because now you know the intrest is there and have a reliable referral to work with.”

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Objection Handling
Your life as an SDR would be much easier if prospects were fighting tooth and nail to answer your call. Unfortunately, it doesn’t work
that way. Common objections you’re bound to -- no, definitely will encounter, should be dealt with by addressing and acknowledging the
concern, then looking for ways to add value. Alex Nunez takes a tactful approach to objection handling below.

“During my time as an SDR, I’ve focused on developing listening skills that help me spot, internalize,
and process objections as opposed to using scripted, reactive responses meant to lessen the
unpredictability.

Being able to quickly internalize objections helps maintain a natural flow to your conversations
rather than breaking things up with an “If prospect says X, then say Y” canned response. Using
scripted, robotic answers signals to your prospect that you do not truly understand their needs and
will end in a hang up.

Alex Nunez The key to handling objections is keeping these scripts in the back of your mind, but not actually
Gigya using them verbatim. Listening to your prospects, accepting moments when you get roughed up on
the phone, and taking in those lessons/experiences will help you develop a finer understanding of
selling situations and the logic behind them.”

[Author’s note: for an in-depth look at a few templates Alex uses to overcome objections like
budget and timing, check out the appendix.]

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Similar to Alex, Gentry Smith of Ambition finds that that overcoming objections is all about how you listen, not what you say.

“In my mind, we have two ears and one mouth for a reason and you’re not selling until you’ve heard your first
no. Once I encounter an objection on the phone, I do my best to shift the conversation back to the prospect
using a three-step process:

1. Address the objection in as few words as possible.

2. Give a very quick ROI point that supports my counterargument.

Gentry Smith 3. Ask a pointed question to shift the focus back on the prospect and their challenges.
Ambition
Example exchange:
Prospect: Thanks for the call, but we’re just not in the market for new software right now, we’ve got a couple
other things we need to see through. Reach back out in 6 months.

SDR: [Name], completely understand that it’s never a good time to entertain new projects. We’ve actually seen
X increase in Y with clients utilizing our software. Just out of curiosity, what other initiatives are you in the
middle of now?

Always have a short list of ROI statements readily available and be sure to use one that is pertinent to your
potential buyer. Simple questions will redirect the conversation, because my prospect’s answer will more
than likely steer us towards a specific pain point that I can then sell towards. Believe in your product, call with
confidence, and listen to the prospect. If they slam you, there’s always someone else you can pursue.

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Section 3:
Reporting

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The life of an SDR involves more than just researching and trying to set up initial meetings. For example, you may also do inbound
qualification tasks, and more globally, you represent the brand of your company. You are going to be judged on more than how often
you book demos. Team managers will have creative and holistic ways of measuring your behavior and overall performance. Your
employers are going to be tracking numerous ratios and percentages about you and your group. These metrics can be related to activity,
effectiveness, pipeline generation, and (of course) results. All of these ultimately boil down to revenue. Here’s how Leo Cardenas of
InsightPool measures his sales development team and how Dylan Rushe assesses his performance at InsightSquared.

“As a sales development manager, I strive to manage behaviors -- not attitudes. The right behavior will lead
to the right attitude. Therefore, I keep metrics like emails sent, new leads added, calls made, and demos
scheduled, but I reward based on what matters: demos completed, opportunities sourced, opportunity to
close ratio, and wider team goals.

As for optimization, we’re constantly testing email copy and outreach strategies. Every prospect is different,
and there isn’t one magic bullet. We’re always running A/B tests to see what sticks and when. Once
one campaign goes stale, we install a new process to keep things fresh and make it easier to penetrate
accounts that have already been touched in the past.”
Leo Cardenas
InsightPool

“When it comes to measuring my success as an SDR, it’s not enough to count the number of opportunities
I sourced or the volume of meetings I booked. For me, opportunity quality is extremely important in
measuring the value of my efforts.

Two leading indicators of quality are opportunity velocity and level of authority engaged. You can be clever
about leveraging the data you’re already putting into a CRM; use these metrics in your next performance
review.: call to connect ratio, connect to meetings booked ratio, and opportunity conversion rates over time.

Dylan Rushe At InsightSquared, we track these metrics team-wide, but ratios per employee are also readily available
InsightSquared so that managers can quickly identify which SDRs are the most effective. It’s easy to drive yourself crazy
ruminating on all of these ratios and percentages. And it’s true that at a certain point, you have to just forget
about all of this and do your best. Keep these numbers in mind, because when the time comes to advance
in the organization, you’ll understand the metrics by which your performance is being measured.”

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Conclusion

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Onward and Upward
A major part of being an SDR includes constantly and creatively tweaking your approach to each of the sections discussed in this ebook.
SDRs in various types of industries across the globe may find this a great start point to molding their own best practices, while others in
the same industries can use these exact tactics to close prospects. At the end of the day, figuring out what is working for you and going
with it may prove to be the most fruitful lesson learned from this ebook.

We’ve included guidelines, tips, best practices, and examples of what successful SDRs are using right now to excel in their roles. The
business landscape constantly changes; slowly in some ways, quickly in others- and it’s your job to be on top of it all if you want to excel.

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 Appendix
OVERCOMING OBJECTIVES: TIPS FROM ALEX NUNEZ

Not interested/No:
File this one under “invalid reason.” Usually this is more of an emotional response to pesky salespeople taking up precious time. When
you hear this, the prospect is dismissive, and probably did not listen to what was being said. A very terse objection, this one can be the
most difficult objection for newer SDRs to overcome.

However, you have a good reason for calling the prospect and you already know exactly why the prospect should be interested. Tackling
this objection requires asking questions to understand why the prospect is really objecting as well as maintaining composure in dealing
with someone who clearly would rather not be talking to you.

Example: Thank you Mrs. Prospect, I understand why you may feel that this is not of any interest to you, however, I can assure you
that marketing director at CLIENT X told me the exact same thing and now he is using our solution to do N, L, and C. I understand that
improving N, L, and C are important KPI’s for you and your business as well-- can you share with me why improving these metrics is not of
any interest to you at this time?

Asking this question gets the prospect to think about your product and/or value proposition in the context of their business and role
and also helps you move beyond the initial resistance-- usually into another objection. While it may seem undesirable to move from
“not interested” to yet another objection, usually these secondary objections are of a more rational nature such as budgetary or timing
concerns.

TIP: Speak slowly and clearly. Sometimes the prospect is not interested because he literally has no idea what you said. Also, “not
interested” is just another way of saying “I don’t want to listen.” Sometimes people will not want to listen to you.

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Budget:
If the prospect has never been in contact with your company and reactively claims that they can not afford your solution, then this is just
another way of brushing you off a la “not interested” (see above).

The more reasonable budget objection occurs when the prospect has never evaluated your solution but is working with a boot-strap
budget where every penny of the year is already accounted for (“....management slashed my budget in half, I honestly couldn’t buy your
product even if I wanted to”). Sometimes, the prospect will say this to brush you off, but in most instances, it is a genuine concern. Again,
it is up to the SDRs discretion, keen judgment, and SDR instincts to determine if the prospect is being sincere. In this situation, it helps to
keep in mind that your solution’s ROI could very well lead to a better budget for the prospect in the long run.

Example:
Thank you for the insight Mr. Prospect. I understand why you may be hesitant to open up some budget for a solution you have no
experience with. The reason I am calling you however is to open up some initial dialogue-- CLIENTS X and Y implemented our tool to
solve Z and K and I understand that these are also problems for your business. Even if you do not purchase our solution, it would be
prudent for us to connect and discuss the benefits for you when budget does open up.

The other budget objection results from the prospect having already evaluated the solution through previous meetings and concluding
that it was not worth the cost. In this case if not enough time has lapsed since the discussions, it will prove very difficult to convince the
prospect that you have an additional value proposition outside of a sizeable discount. If a few months have passed, be sure to reference
any new clients, product updates, or use cases to demonstrate added value.

Example:
Ms. Prospect, since the last time we connected, we have improved our solution’s UE and expanded integration offerings. These updates
are the reason CLIENT X just signed with us last month to increase T and R. Since you mentioned T and R as problems the last time we
spoke, it would be great to reconnect and discuss the added value these improvements offer your business.

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Working with competitor/Already doing it:
While it may be tempting to try and overcome this objection by attacking or devaluing the prospect’s current solution, all too often the
people we speak to were the same people responsible for completing the project we are hoping to replace. In these instances, implying
that you somehow know better than your prospects or being outright rude and negative will be deal breakers.

In this instance, it is advisable to affirm the value of your prospect’s solution and offer additional value. Additionally, if the prospect is
already in the market for your services, it is his duty and best interest to be absolutely sure that the current solution is in fact the best for
the business.

Example:
I’m glad to hear that you are already working with an online provider-- this confirms that you see the value in using such a solution to
increase P and B. I am calling you because in addition to increasing P and B, we’ve worked with companies like CLIENT X to boost J as
well.

Discussing the matter for 15 minutes sometime this week will either help you confirm that your current solution is the best choice for your
business, or give you some insights into potential opportunities.

Timing:
This objection comes up because the prospect is preoccupied with other responsibilities and cannot envision making your solution a
priority. Whatever reason your prospect gives for not being able to analyze your solution now, there are ways to add value on the other
side of their objection.

Examples:
• Prospect: “We are too busy preparing for the Holiday Season.” SDR: “Great, we can help you improve your checkout flow and
guarantee smoother customer experiences during the busy season.”

• Prospect: “We are waiting for the new manager to start and we will call you then. Asking your new hire to abruptly switch solutions
after he starts can hamper productivity.” SDR: “Buying now will help the hire develop familiarity with our solution and guarantees
consistency in productivity.”

• Prospect: “We are too busy implementing SOLUTION V.” SDR: “Great, clients like H and D found that SOLUTION V works better when
it operates in tandem to ours. Acting now will ensure that you can capture this added value immediately.”

The take-away here is that there is usually a way to frame acting now vs later as a way for the prospect to get more done rather than as a
way of slowing him down with yet another project.

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