Are your SDR Sequences Suitable for EMEA?
First Things First…
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Elevate your sales conversations
What if all your team’s customer calls are recorded and transcribed in a single, searchable location?
What if you Show, not tell, with playlists of what “good” sounds like? What if metrics help identify who needs help and who is outperforming?
What if you'd be alerted to important moments weekly, daily or in real-time?
What if we Align team members by organizing and sharing key moments from customer calls?
What if you could have a unified view of all conversations with a customer or prospect?
What if you simplify the handoff from sales to success and never lose any context if a team member departs?
Most critically, what if you could Reduce the time your team spends on data entry with automated post-call data syncs? These include BANT, SPICED, and MEDDPICC, which automatically generate post-meeting data and sync it to the CRM.
Fathom can do this and more!
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Content of the week
What am I seeing this Week: Are your SDR Sequences Suitable for EMEA?
As leaders, we all know that building messaging that works is hard. Building messaging that works when youre not in that country or geography is downright impossible. You need to be able to iterate at pace to ensure that if open rates/ reply rates are down, these are corrected as fast as possible, or your whole pipeline will start to dry up On the flip slide, you can't give SDRs free reign to build their own sequences; that needs to be checked to ensure a level of best practice. So what do I suggest? I suggest you work in concert with local resources, your Sales lead, your marketing lead, and the SDR lead, to ensure that a few key sequences in your key use cases and personas are reviewed regularly. They should be held responsible for the success of this. So, if you want greater open rates in EMEA, trust the people on the ground If not, you are leaving money and brain power on the table In the worst case, both could go away...
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Five Questions of the Week: Lucie Pierredon
Lucie Pierredon, VP of revenue Development at Funnel joins the newsletter this week! Lucie’s story is something that ive wanted to share with this newsletter for months now, so its great we get the opportunity to learn more about her leadership journey.
Thanks for taking the time to join us today, Lucie. Firstly, tell me a little bit about your journey? How did you end up at this point?
Growing up in a bilingual (French/English) household, languages were always my passion. I actually wanted to be an interpreter in the army, and joined the Army Cadets in high school! However, after completing my Masters in Interpreting, I soon found that the reality of life as an interpreter didn't match with the dream, and I was lost. I had been so sure about what I wanted to do, and all of a sudden that disappeared. Thankfully, I had great advice from my father, who's been in sales all his career, and told me to give it a try. I was lucky enough to get the first job I interviewed for, and I was even luckier that it was a full cycle sales role, where I was able to develop a huge range of skills. I haven't looked back since! My break into the tech world came when I joined Linkedin as the first AE for their French Mid-Market Sales Team for Marketing Solutions. I got my first chance to manage a team at Salesforce, and Funnel has been an amazing place to take on my first leadership role within Sales Development.
What is it about your role that you love?
Sales Development is a brilliant org to be part of, because people are generally early on in their career, and the potential is limitless! I love working with reps who are only just realising what they are capable of, and managers who are often in their first leadership role. Seeing people progress and develop is my absolute favourite part of the role. I also enjoy the collaborative side of leading a Sales Dev Org. I get to work with people all across the company; of course Sales and Marketing (where would we be without those partnerships?!) but also our Partner team, Web team, Solutions Consultants, People team (because of our comparatively high team refresh rate, we get to try out loads of new exciting approaches), and more recently, our Product team too.
When did you realise that leadership was the career path you wanted to follow, and how did you make it happen?
One of the humbling things about being a leader is the huge influence a great manager can have on a person's career. My first manager in my first sales role was incredible in developing my confidence and he was the first one to sow the leadership seed in my brain. He left the company after I had been in the team just 1.5 years, and to my complete shock, he encouraged me to apply to take his position! Of course, I didn't get the role (there were far more experienced people in the team!), but his belief in my potential was inspiring. From that moment on, I knew what I was aiming for, and I never forgot it. In Sales, you generally have a choice; take your time and work your way from AE to AE manager, which can take 5+ years, or move a bit more quickly into SDR management. I'm a notoriously impatient person, so you can guess what I chose! In my next role, I always kept my career ambitions in the back of my mind, and made sure to carve time out to progress in this area. I mentored SDRs, joined a Coaching Circle, shadowed SDR Managers and Directors and brought my SDR into my sales cycle as much as possible, to give him the opportunity to grow his skills. All of this meant that when I did apply to an SDR Management role, I had plenty of ways to prove that I was committed to the SDR role and, despite never having managed before, I could show that I had the necessary skillset. In my management role I also knew that I wanted to lead a Sales Development Organisation, so I kept working on my skills, taking on projects that affected more than my immediate team, and working very closely with my Director and Leadership team so that they knew what my ambitions were. I have always seen career development as part of my role, so I carve that time out of my regular working week; it becomes a constant growth journey, rather than sporadic sprints towards an interview. I find this very motivating.
Drawing on all your experiences so far, what advice would you give your younger self on their first day as a manager?
Do not underestimate the importance of shadowing and spending time on the floor with the team. As a manager or leader, it's easy to spend all your time in 1:1s and meetings, but the biggest impact you can have is when you're right there with the team, hearing their conversations and seeing how they go about their work. It's not enough to watch recordings on Gong; you have to be right there with them. About 6 months into my first management role I was feeling overwhelmed and realised I didn't spend enough time with the team. My Director encouraged me to clear out my calendar and start again. I started by planning all my 'team time' first; 1:1s, coaching sessions, shadowing and 'floor time'. This made the world of difference, and all the 'other stuff' simply fit in around that! I still do this to this day.
With AI looking to disrupt the SDR space, what do you see the role of the SDR evoloving in the next 36 months?
I strongly believe AI will sort the wheat from the chaff. The SDRs who rely entirely on templates and never personalise, never do any real research, don't keep on top of their customer's industry are really going to struggle. However, the SDRs who can really think on their feet, see how their product fits into the buyer's needs, and can tailor their messaging accordingly - they'll thrive with the new technology allowing them to spend more time on adding value and less time on mundane tasks. Unlike a lot of doom mongers out there, I'm really excited to see how AI will elevate the SDR role, and I'm already seeing great opportunities to embrace this technology within my own org. SDR is about to become a lot more fun!
Whenever you’re ready, here are two ways I could help you
The new Community for European-based SDR leaders: SDR leaders of Europe
An ebook about SDR<> AE Alignment: Closing the Gap
Business coach for Founders & Sales Directors | Revenue growth | MBA | ex Head of Sales LinkedIn
8 个月David, this is outstanding! Too often we see companies willing to (or forcing their employees to) adopt "good" strategies coming from the US not keeping in consideration the peculiarities of the Old Continent. Super valuable insights!