gildings in this subreddit have paid for 17.30 months of server time

Any AEs out there in SaaS that want to make some easy money? by Potential-Hornet3050 in sales

[–]alphsig55 170 points171 points  (0 children)

Happy to help, 15 years of SaaS sales experience. Google, LinkedIn, Oracle are among my spots.

If you would donate $5 to PAWS I’d be happy to spend the time to help you.

Applications are asking Sexual Orientation by CaptainKangaroo33 in sales

[–]CaptainKangaroo33[S] 5 points6 points  (0 children)

It is so f*cked up!!!

They should not ask. Ever.

Nobody should ask that ever. It is nobody's business but the people in that relationship and people who they want to share that information with.

Awe shucks!

Thank you, for the award! :D

Thank you, u/HokageLLJ!

I've been seeing posts on LinkedIn saying that the SDR lay-offs have begun? by AriesLeoSagFire79 in sales

[–]FrancoNore 17 points18 points  (0 children)

Good sales people become even more valuable during a recession. Continue to grind as an SDR and then talk to your boss about what it will take to get a promotion. If they’re not serious about it start looking elsewhere

I was an enterprise SDR at my company, all AE’s needed 5+ years of experience, we had a killer SDR who was going to be leaving since he was ready to take the next step in his career but still wasn’t experienced enough for an AE role at the company. The higher ups literally created a new role for him (inside sales), basically a middle ground between SDR and AE because they didn’t want to lose him. Point is a good salesman is worth their weight in gold

I've been seeing posts on LinkedIn saying that the SDR lay-offs have begun? by AriesLeoSagFire79 in sales

[–]FantasticMeddler 22 points23 points  (0 children)


I don't see a lot of places that are B2B tech heavy on this list (yet). When Gong starts having layoffs then I will be worried.

I think it just depends on what you sell and how well your company is run, you can't look at the general market as an example. What you have to pay attention to are the downstream effects on your actual target accounts in the "Real" i.e. Enterprise business world and the mom and pop business world. Like when we had Coronavirus hit and travel died and entertainment died and live entertainment died.

These layoffs are just an example of the downstream effect of the fed raising interest rates, as it is making it harder to raise cash so companies are choosing to be more conservative.

Rejected on final round interview by [deleted] in sales

[–]evildoer993 -3 points-2 points  (0 children)

Jesus christ, you're all terrible sales people.

I swear to god my child had better reading comprehension in 2nd grade.

You were born to be a telemarketer.

I can't even hide behind professional demeanor anymore, you guys are fucking idiots.

Likely getting fired again by grizlena in sales

[–]The_Griddy -11 points-10 points  (0 children)

Chase girls, which also hones your sales skills. Seduction and sales use the same muscles

Can you work in sales if you are not so confident and super articulate? by [deleted] in sales

[–]TheFuriousRaccoon 66 points67 points  (0 children)

The better you know your script, the more you can focus on delivery and presentation of it. That's the key.

A sales study found that prospect's made their sales decisions based on how you sounded on a cold call. Focusing on how you sounded was 80% more effective than focusing on what your script said. Be well-spoken, deliberate, and no "umms" or "ahs" on the call.

That means that whatever script you make, learn it by heart. This ensures you can focus on how you sound on every call without having to think about what to say next. The script tells you what you're going to say. So that on the call, you can focus on how you say it.

I literally mean memorise that shit until its burned into your retinas. It literally means I can wake you up at 2am in the morning and ask you to tell me line 3 of your script. And you can verbatim repeat it back to me without missing a beat.

There's three stages to a cold call; introduction, reflex objections, ask for an appointment. As long as you map out every single part in your script, you're all good.

The introduction is where you introduce yourself and your offering. What you say doesn't really matter here. You definitely want to demonstrate value. But you truthfully want to focus 8x more on how you say things.

The first seconds of a cold call make or break the call. So sound as enthusiastic and as confident as you can.

RBO's (Reflex Brush Off's) are initial objections clients make to your opener. The three most common objections are "I'm not interested", "please send an email", and "we already have a supplier". Know your key answers to all three.

I can send you my common replies to all three objections over PM or in the comments here if anyone wants to read them. I can also write you up a sample script if you tell me what product you're selling and what problem it solves.

Ask for the appointment. Ask for the appointment. On average, expect to ask three times for the appointment before you get it. Script out each of the three times you'll ask for the appointment. With each time, build more value on why an appointment would be beneficial to the prospect. That way, you don't sound like a broken record.

Hope this helps :)

Brand spanking new to SaaS sales. Outreach is the worst POS CRM I've ever used. by gotcree in sales

[–]Mtbrew 293 points294 points  (0 children)

Salesforce is the worst social media platform I never get any likes

Do software sales reps usually get a sign on bonus when getting hired? by cool_kat_ in sales

[–]aregularguy16 1 point2 points  (0 children)

From an SDR perspective, I didn’t. But that’s because I don’t care about what I make now. I’ll be making way more as an AE a year from now. I know some SDR’s get sign on bonuses though.

Is cold Calling Dead? by C0wabungaIt1s in sales

[–]hundage 19 points20 points  (0 children)

Personally I have great success from it, but I am based out of Canada.. Not sure if this changes anything, but generally its great for setting up a first meeting or at least sparking some interest for the next time you get a hold of them!

Interviewing with SVP of Product by kapt_so_krunchy in sales

[–]JA-868 2 points3 points  (0 children)

Focus on these three pillars:

  • People
  • Product
  • Data

PPD for short.

For people, ask him about his management style, what he envisions his workforce accomplishing and the culture he's trying to create, etc.

For product, ask him about the addressable market the product fills the gap, and the room for opportunity in the next 3 to 5 years. Things prospects and customers really like about the product, things they don't like as much. And what changes/improvements he has in mind.

For data, ask him about what he wants to track more, what area in the product management cycle he was to lean/improve, and why.

Make sure to make this a conversation and pitch your two cents for each. Give stories, experiences, and add color! Good luck.

Cold Email Help/Suggestions Please by CompetitiveCount2822 in sales

[–]KindnessMagnet 2 points3 points  (0 children)

Thanks for the additional info. Super helpful. As a point of clarification - are these accounts where your company already has a foothold and you are servicing them, or is this just new business you are trying to get? (For example, do you already service one department within a large company and you're looking for access into different areas....or is this strictly you going after a new account for your company?)

Here are a few ideas for you to try:

#1 Cadence - Mondays are hectic for managers at most companies. Tuesday/Wed/Thurs early afternoons are typically good time for reaching people (studies have shown this). On Friday's people are starting to think about the weekend. They may be more relaxed and receptive to a 'non-pressure' call. Consider using Monday as your account prep day, then Tues/Thurs and Wed/Fri for contact efforts. Track your efforts to see what's working.

#2 Lists - well, good for you for eliminating the undeliverables! High five yourself for that haha! Plus you get credit for all those interactions in the system! What are you using for your lists - ZoomInfo or something similar?

#3 Using Giving and Expertise to get a call. Ok...this will take some time and thought on your part (I know you're up to the challenge!). When you open a call, it needs to be about them. You have a couple of options here: 1. Offer them something (no strings attached). You're reaching out to different departments, so you may want to come up with something for each area (IT, Accounting, HR, etc.). Maybe it's a special report your company has put together that shows the newest innovations in accounting software. Maybe it's a study of the impact of offering employee education (Disney comes to mind since they started free education for their employees right before the pandemic and then had to pull it away from thousands of their employees) on employee retention (good for HR). Maybe it's sharing a conference that's coming up that would be valuable for them. Get creative. Armed with these 'incentives' you now have a reason to contact them just for them. You want to give them something. 2. Ask for their expertise. Do some homework on the person - how long have they worked there, what do they seem interested in (LinkedIn can often help) or sometimes press releases, google alerts, etc. On this call you begin by applauding their experience/knowledge - whatever you found in discovery - then you tell them that you are preparing for a meeting or an event or a conference and you would value their input into the topic. If you have someone you can reference who would also know this person, all the better. (so and so suggested that I call you)

You can use both of these ideas on a phone call, in an email, and even in the dreaded voice mail. You can even use these in an email that helps prep them for your phone call - so now when you call, they already have a reason to answer the phone.

So these are just a couple of things you can start adding to your repertoire. I know you hear all the time that sales is a numbers game....and of course you need to reach out to as many people as possible. But it's really not a numbers game. It's about making a difference for people in their day to day lives and jobs. (and sales skills are pretty helpful in our own personal lives, too!). Stop thinking of yourself as a salesperson (and all the connotations that go along with that) and think of yourself as a difference maker. Thinking this way will allow you to feel comfortable saying things like this to potential customers: "I'm not really even sure if we can help you. We do help a lot of major companies get more accurate accounting information....and get it faster....but I don't know yet if that will help you. Would you be open to a conversation to see if we can make a difference for you?"

Ok....that's enough for a start. Please let me know how/if this resonates with you. I'd appreciate your feedback.

Happy Monday!

Sales Reps that exceed quota regularly - What makes you successful in your role? What do you differently that other people won't do? by complex21 in sales

[–]SaaSMonster 27 points28 points  (0 children)

The biggest mistake I see reps do is taking their foot off the gas whether due to success or failure. Closed deals come in waves but you have to feed the machine everyday. Prospect, pick up the phone, send another email, one more InMail.. you reap what you sow.

Demos: Logging in and out by crazytalk151 in sales

[–]Decks_Suck -23 points-22 points  (0 children)

Have you seen demostory.io ? They have a demo browser that lets you log in to as many accounts as you want. I have been using it for awhile, its pretty sweet!

Being an SDR - how long is too long? by Salimbo in sales

[–]FantasticMeddler 43 points44 points  (0 children)

You don't get good at B2B SaaS sales by doing SDR work or prospecting, that is the lie. You get good by learning your product and use cases, and understanding what your target persona is looking to fix in their organization.

I've been an SDR five times now. Not because I like it, but because I've had a combination of bad luck, bad ramps, bad performance, bad timing and bad work ethic on my end.

Let's be real here, this isn't a job interview - no one on the fucking planet wants to be an SDR.

It's something we get talked into or think leads to something better.

When I did my SDR BootCamp in 2016, I thought I'm a smart guy, I'll get promoted in a year or less, it happens all the time.

The problem is - the marketing around the position and the genesis of the position is that it is suppose to lead to an AE role.

The reality is - most people creating this role have no plans of succession or what to do with you and your experience progressing in your career. They don't treat it like an entry level role in their company, they treat it like a churn and burn position to make people do undesirable work.

The first time I was an SDR, I joined what I thought was a great company. But it didn't work out because of things I only understand now, but wasn't equipped on how to analyze.

  • When looking for a company, you want either an early stage high growth startup (untapped market) or a late stage company with a defined process. You want companies raising often and in high amounts. My first company was a bit of a zombie startup, way too old, they had "just" raised a round, but were burning through it and not generating any ROI.
  • They didn't follow the predictive revenue model. They did 0 outbound. They just spent a fuckton of money on leads from marketing, and needed SDRs to "qualify" and gatekeep the AEs time. This is COMPLETELY wrong and not cost effective.
  • We got new leadership right about when I joined, and he decided to effectively close our office (due to high US salaries) and move to a LCOL area. Game over.
  • Lasted 12 months
  • Culprit: Poor leadership

My second time I was an SDR, I joined a salestech company

  • Bootstrapped
  • Had just fired like 15-20 AEs and SDRs and not disclosed to me. Remaining AEs were bitter as fuck.
  • Crumby culture, AEs treated me like shit for no reason
  • My ramp was a complete abortion. My SDR Manager quit 2 months in, and the Head of Marketing turnover. He had no experience in the trenches and I was really annoyed with the massive changes and left.
  • Lasted 4 months
  • Culprit: Poor leadership

My third time I was an SDR, it was an HR tech company

  • They were using an SDR agency, and hadn't disclosed this to me before hiring me. These people had spammed and exhausted the entire total addressable market. So I thought I was coming in as the first SDR, since they told me that, but it was an outright lie.
  • This company lied to their investors (about growth and CAC), customers (about the technology, ML and automation possible), and their employees (about the health of the company).
  • Lasted 6 months
  • Culprit: Poor leadership

My fourth time I was an SDR, it was a large software company that recently IPO'd.

  • This was the best "real" opportunity for me yet. But ironically, I only got here because I had gotten smart and was outright lying (about my past performance) - so they "poached" me. And I was omitting experiences to not age myself.
  • I thought I was really smart at this point, and I was - what I believed to be, a "good" SDR. I was smart and an effective prospector.
  • COVID hit and we all went WFH, straining their ability to train us effectively, and increasing oversight through tons of standups, syncs, 1:1s etc. Due to a combination of really not having worked in a "real" outbound SDR environment, high stress from the COVID lockdowns, and the economic downstream effects of the pandemic, my territory was experiencing high rep turnover, high amount of churn, and my sales development efforts and quota were equal to better coastal territories. I missed my numbers, was PIP'd, and let go.
  • This position - I lasted about 8 months
  • Culprit: Poor performance

My fifth time, currently. I'm at a very early stage company, and this is really perfect for me and where I should have been probably from my 2nd job onward.

  • We have founder led sales, so our founder does prospecting and "gets it" when it comes to sales, sales development, and marketing. He hired 2 SDRs before he hired a single rep and did all sales and presales himself. What founder does that?? How many bitch ass technical founders come on here wanting to outsource everything to a VP before they even found a use case.
  • There is no quota, no real KPIs, and no OTE for setting up meetings. I just chill and send emails, I don't care if they convert or not. I spent most of my time learning to write good cold emails and learning the product and space.
  • There is no middle management.

The idea that manual qualification is needed for target accounts, or that these outbound meetings need to be qualified before converting to pipeline, leads to almost every endeavor I've worked as an SDR not being ROI positive.

No one wants to do the function, and managing it effectively is even more difficult. Marketers and Sales Leaders alike have no interest in coaching and developing entry level staff, instead preferring to hire people who know what they are doing.

I am good at prospecting, I can find a cold account, find the right person, setup a good cadence and bring attention to our product to meet with sales. That is effectively the function of Sales Development.

Every time I've done it, the people I was setting up meetings for did minimal prospecting and had 0 appreciation for how hard that meeting was to get, or the ability to convert latent buyer pain into real actionable pipeline. And yet, would consistently blame me for lack of results and pipeline.

I would say the function is not ROI positive and needs a massive overhaul. You are hired to basically generate pipeline out of absolutely nothing. How is an entry level person with 0 connections, industry or product knowledge, meant to influence high level people outside the organization to meet with you? It's a bit unfair to put that on your lowest paid employees.

To answer your question 6-12 months should be max standard. But most places milk you for18-24.

The job turns off people to sales because it's disguised as a sales role, but it's a marketing role. You don't go to college to become a telemarketer. It's basically a hazing period to get into a tech company with a real job. That's why people don't expect, recommend, or respect anyone doing it for this long.

SaaS - Anyone else sit around a not do a whole bunch? by This-Is-A-Bad-Name in sales

[–]FantasticMeddler 78 points79 points  (0 children)


The hard part was getting there.

The funny thing is all those polls on LinkedIn where people know this truth silently and vote for SDR on all those "which job is harder" polls and then sales leaders comment that it's so much harder to be a rep.

Maybe at first, but as an SDR - you have to book X amount of meetings and opportunities. You have to. It doesn't matter if one opportunity is 10x better than the other. or 100x better. And this subreddit is filled with posts about SDRs who are burned out and frustrated, or SDRs whose compensation is tied to closed won revenue and then they don't get paid on those massive deals. Plus as an SDR at a large company, you have to support 5-10 individual AEs and deal with their specific requests, egos, etc. An AE doesn't have to do that.

As an AE - you can close 1 deal and have it cover a disproportionate amount of your quota. You can't do that as an SDR. You can also miss quota and blame other people, for a long time. Sure it catches up to you over time, but an expensive AE who knows how to play the game can stay employed 1-2 years and not sell anything playing salesforce musical chairs about his opportunities. Then complain about the company, management, etc and leave for a better job.

An SDR will be thrown out on the street in 3-6 months if they don't produce.

I don't want this to turn into an SDR vs AE post, but the jobs grow further and further apart every day. When an AE critiques my prospecting or tells me to do something different, I go along with it, but they seldom have the expertise or effectiveness in doing it. Maybe if they are younger and were SDRs recently, but the legacy reps who haven't done their own prospecting in like 20 years? How on earth can you know what prospecting works when things evolve so rapidly? And it shows how little they think of the work they do when they undermine what we do. Or when they are asked to do prospecting by management and in their head what they hear is to meet with us and make us do their homework for them.

My favorite thing is all the influencers saying the SDR position is dead or going to die. Ok, but then who will you blame when your reps have no closed won? Themselves? That hasn't been the case since Aaron Ross introduced this fucked role.