Episode 36: The Power of Front-Line SDR Intelligence episode artwork

EPISODE · Mar 1, 2022 · 38 MIN

Episode 36: The Power of Front-Line SDR Intelligence

from UNSUBSCRIBE: The demandDrive Podcast · host demandDrive

5 Questions with Jason Tissera & Tommy Jenkins  Co-Founder & Product Owner, NLP @ Upmarket -- Good SDRs get a “yes” response ~3% of the time.   And more often than not, leaders only care about that 3%.   We’re not math majors, but 97% seems like too big of a slice to ignore.  The data that SDRs gather when the answer is a “no” or a “maybe later” (or some variation of that) is valuable. We’re talking competitive intelligence, market sentiment, message feedback…things that sales and marketing leaders (should) care about.   The problem is that SDRs aren’t expected to or trained to capture that data effectively, and even when they do there isn’t a system in place to relay it to the people who need it.   That’s where feedback loops come in.   Building a process where SDRs can relay feedback to their leaders and have them make actual change is difficult, but important.   We sit down with Jason Tissera and Tommy Jenkins of Upmarket to talk about the logistics of setting up and implementing feedback loops, the impact they can have, and why you should consider it for your own organization. Structure & Questions What’s the problem here? Are SDRs not trained well enough, or are the systems in place not sophisticated enough to capture the right data? Why do we focus on the “yes” or “no” outcome for SDRs? Is it to do with how they’re measured as a function? Is it a holdover from how we used to do things? Do we simply not trust them to do anything more? What should we be doing? Are there examples of teams that do a good job at aligning their SDRs with leadership to make that transfer of information possible? A feedback loop between SDRs → Managers → Leadership → Managers → SDRs is the golden standard, but what does that really look like? What is involved in creating something like that to make sure it’s effective / doesn’t leak? How can you create this feedback loop without burdening the SDRs with that responsibility? Seems like another thing to lump onto their plate. -- More Podcast Episodes ➡️ https://bit.ly/dD-Pod Follow us on LinkedIn ➡️ https://bit.ly/dD-LI Want to work with us? ➡️ https://bit.ly/Contact-dD Want to work for us? ➡️ https://bit.ly/dD-Careers

5 Questions with Jason Tissera & Tommy Jenkins  Co-Founder & Product Owner, NLP @ Upmarket -- Good SDRs get a “yes” response ~3% of the time.   And more often than not, leaders only care about that 3%.   We’re not math majors, but 97% seems like too big of a slice to ignore.  The data that SDRs gather when the answer is a “no” or a “maybe later” (or some variation of that) is valuable. We’re talking competitive intelligence, market sentiment, message feedback…things that sales and marketing leaders (should) care about.   The problem is that SDRs aren’t expected to or trained to capture that data effectively, and even when they do there isn’t a system in place to relay it to the people who need it.   That’s where feedback loops come in.   Building a process where SDRs can relay feedback to their leaders and have them make actual change is difficult, but important.   We sit down with Jason Tissera and Tommy Jenkins of Upmarket to talk about the logistics of setting up and implementing feedback loops, the impact they can have, and why you should consider it for your own organization. Structure & Questions What’s the problem here? Are SDRs not trained well enough, or are the systems in place not sophisticated enough to capture the right data? Why do we focus on the “yes” or “no” outcome for SDRs? Is it to do with how they’re measured as a function? Is it a holdover from how we used to do things? Do we simply not trust them to do anything more? What should we be doing? Are there examples of teams that do a good job at aligning their SDRs with leadership to make that transfer of information possible? A feedback loop between SDRs → Managers → Leadership → Managers → SDRs is the golden standard, but what does that really look like? What is involved in creating something like that to make sure it’s effective / doesn’t leak? How can you create this feedback loop without burdening the SDRs with that responsibility? Seems like another thing to lump onto their plate. -- More Podcast Episodes ➡️ https://bit.ly/dD-Pod Follow us on LinkedIn ➡️ https://bit.ly/dD-LI Want to work with us? ➡️ https://bit.ly/Contact-dD Want to work for us? ➡️ https://bit.ly/dD-Careers

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Episode 36: The Power of Front-Line SDR Intelligence

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This episode was published on March 1, 2022.

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5 Questions with Jason Tissera & Tommy Jenkins  Co-Founder & Product Owner, NLP @ Upmarket -- Good SDRs get a “yes” response ~3% of the time.   And more often than not, leaders only care about that 3%.   We’re not math majors, but 97% seems like too...

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