We’ve addressed the two most important questions when proposing a sales development team to execs: Why? and How? THe “why” is simply that sales development uses specialization to close more deals. And the “how” is proving that launching a sales development team will exceed executives’ expectations of revenue and return on investment.
But even though the sales development team drives an efficient sales process and makes for a predictable revenue model and scalable sales team — there are still skeptics. After all, it’s hard to restructure your entire sales team without some resistance to change.
There are a few common objections to restructuring sales teams to involve sales development. Here are the top five objections we’ve come across… and reasons why they shouldn’t stop you from building a sales development team:
1. “We Don’t Have The Resources”
If their objection is that there’s currently no budget to hire a new team focused specifically on sales development — then the answer is specialization, regardless of scale.
Here’s how you do it: even if you only have one rep, they can prospect Monday and Wednesday and act as a closer on Tuesday, Thursday, and Friday. With two reps on board, one could prospect while the other closes deals. It will instill the mindset of specialization, which is the real value behind sales development.
2. “We Don’t Have The Lead Volume”
It’s not just about inbound leads. It’s about the combination of inbound and outbound that maximizes your businesses’ appointments and demos.
Lead volume has nothing to do with whether or not you can implement sales development, unless it’s in the most extreme cases (i.e. huge deals at an extremely low volume). If you’re selling multimillion dollar Boeing jets, you might not need a sales development team to prospect new business, because the options are so limited. But deals of such a large size are few and far between.
If you are selling software, sales development can increase demos and drive up your revenue numbers.
3. “We Don’t Want Our Prospect’s First Conversation to be with the Least Experienced Reps”
This is the single most common objection to specialization. Think about it this way… even if you have the best Account Executives, their skills revolve around consultation and closing activities. They deal directly with providing a solution to their prospect’s problems. They are not adept at handling the top of the funnel objections that come from cold calls and emails.
Our best clients’ SDRs are even better than their AEs at overcoming initial objections ranging from“We’re happy with our current strategy,” to “We don’t have time to talk right now.” SDRs deal with challenges like these every single day, and are able to dive deeper and bring value to their business goals. SDRs can spend a higher percentage of their time practicing and role playing the best ways to handle these unique situations.
4. “We Don’t Want The Prospect To Be Passed Off The Minute We Gain Traction With Them”
Passing the baton should improve a prospect’s relationship, not hurt it. A great way to make prospects feel special is to “upgrade” them to an Account Executive. Once a prospect has a good conversation with an SDR, the rep might say something like:
Given your interest (or position in the company/decision making process) let me upgrade you to one of our experts, who can really understand your business objectives and present the solution in a way that helps you make the most informed decisions.
It frames the suggestion in the light of not only giving the prospect something new, but introducing them to someone who knows more about the product and can be of value.
5. “We Let Marketing Take Care Of Lead Nurturing”
A sales development team maximizes one-to-one conversations, while a marketing team masters one-to-many conversations. This makes marketing automation a fantastic tool for blasts and drip campaigns, but not the right one for sales development.
Sales development reps need to generate outbound demand through more sincere methods (phone calls and emails without looking like a robot sent them. They need to be hyper personalized and respond to inbound leads humanly as soon as they are generated. They need to answer questions quickly, and schedule demos rapidly. It’s the most agile way to handle your prospects.
Need more ways to overcome objections to building a sales development team — and how to prove it to execs? Download the rest of How & Why You Need to Build an SDR Team and find out for yourself. This eBook contains everything you need to know to start building your revenue-generating, sales development, customer acquisition machine.