Biz Dev Reps or Account Execs? 7 Key Factors To Consider When Planning Your Sales Team

Imagine you want to build a top-performing sales team. You go out and find the most ambitious and proactive people with the best sales techniques.

Unfortunately, that’s only half the job.

Think of it this way…

What do extremely ambitious and successful salespeople want?

They definitely want to be compensated generously for their efforts. They want to feel motivated, inspired and energised to do their best in an environment of success. And, they want to grow and develop professionally.

In other words, to build a successful sales team, you must have management systems and processes that properly motivate, develop and compensate your people. Without the necessary processes and management structure, one of two things will eventually happen:

1). They’ll sell bucketloads of deals to the wrong type of customers; customers who aren’t ideally aligned with the company’s long-term strategic objectives.

2). They’ll sell bucketloads of deals and then leave because they don’t feel they’re being properly compensated or developed.

In both cases, you’re left to start from scratch.

What’s the solution? Properly designing your sales department with the right structure from the start. One key part of that process is identifying the best types of sales role with which to populate your department.

Will you have separate Sales Development Representatives (SDRs) who generate and/or handle early-stage leads together with Account Executives (AEs) who manage and close qualified opportunities . . .

. . . or will you recruit for full-cycle reps who are involved in deals at every stage from finding and qualifying leads to closing and account management?

Here are some key factors to consider to help make the right choice and ensure you have a solid foundation for future growth:

1.????Sales process complexity

Evaluate the complexity of your sales process. If your sales cycle involves multiple stages, extensive prospecting, and qualification activities, having separate SDRs and AEs can be beneficial. SDRs can focus on generating and qualifying leads, while AEs can dedicate their time to closing deals.

2.????Lead volume and quality

Assess the volume and quality of leads your sales team receives. If you have a high volume of leads that require qualification and nurturing before reaching the sales closing stage, having dedicated SDRs can help in efficiently managing and converting those leads.

3.????Skill sets and expertise

Consider the required skill sets for lead generation and closing deals. SDRs typically focus on prospecting, cold calling, and qualifying leads, while AEs work more on negotiation, relationship-building, and closing. If these skill sets are distinct and require specialized focus, having separate roles can be advantageous.

4.????Scalability and growth

Evaluate your company's growth plans and scalability requirements. If you anticipate rapid growth or plan to expand into new markets, having specialized SDRs and AEs can ensure a consistent and scalable approach to lead generation and sales conversion.

5.????Cost considerations

Determine the financial implications of having separate roles versus combined roles. Having dedicated SDRs may require additional resources and overhead costs. On the other hand, combined roles can potentially reduce costs by having salespeople handle end-to-end sales processes. Consider your budget and resource availability.

6.????Team dynamics and collaboration

Evaluate the dynamics and collaboration requirements within your sales team. Having separate roles can foster collaboration, as SDRs can work closely with AEs to hand off qualified leads, share insights, and align on strategies. However, combined roles can promote a stronger sense of ownership and accountability.

7.????Sales team size

Consider the size of your sales team. In smaller teams, it might be more practical for salespeople to handle both prospecting and closing, as they can effectively manage the entire sales cycle. In larger teams, specialized roles may be more feasible and effective.

Ultimately, your decision about how to structure your sales team comes down to three things:

Your sales process –?how long and complex is your sales cycle and process?

Your resources –?what time and financial resources do you have?

Your growth plans – what do you want and need the team to look like in the future?

In some companies a hybrid model, where some salespeople handle both roles while others specialize, can work. In both cases, regular evaluation and feedback is crucial.

Tom Mallens is training director at Birmingham-based Sandler Training, Heart of England*.

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*He's also somewhat obsessed with exercise. You can get his book 'The Lean & Mean for Life Formula' on how middle-aged men can lose 10kg and within 90 days >>>?here .