After a while, when a sales organization’s workload gets high enough, it makes sense to implement a two-stage sales operation. The sales development reps handle the initial interactions (top of the funnel activities) during stage one, and the account executives handle the discovery calls, presenting demos and closing deals (mid to bottom of the funnel activities) during stage two.
This makes a lot of sense for a lot of different reasons, but it’s not exactly a “quick fix” as it opens a can of worms for an even bigger problem: a two-stage sales operation that doesn’t have alignment from team-to-team with how they communicate (and hand leads off) helps to create the Black Hole of Digital Marketing.
In most cases, no one will intentionally sabotage his organization’s efforts to sell, but here’s a few examples of this bigger problem in action:
- If the SDR provides in-depth explanations about features and benefits, it’s too much information, and too fast, for this point in the relationship.
- If the SDR asks all the questions the AE normally would ask and then when the AE speaks with the lead, she runs through the same questions, it’s irritating for the potential clients.
- If the SDR gathers high-level qualification information, logs it in the CRM but the AE skips over it and opens the discovery call with: “… So, what’s got us on the phone today?” potential clients’ll have to repeat themselves and try to remember what they said already.
Stage two should pick up where stage one left off. If your potential clients have to start all over with explaining themselves, it’s annoying and it sets of threat alarms (like these people aren’t sharp, therefore I better explore some other options).
Years ago, when I was on sales-side receiving leads from an SDR team, there was nothing worse than when I’d get a potential client on the phone, start asking some questions, and then sense the frustration because he was already asked the same types of questions. Now he has to repeat himself and try to remember what he said in the first place because there was no alignment from stage one to stage two.
Or I’d go to start explaining something, and he’s like: “Yeah, the other guy already told me about that …” and then I’d find out that what was said was inaccurate. Now I’m facing the uphill battle of trying to smooth things over, but in a lot of cases, leads in cases like this would just go dark.
It’s very, very important to have a clear communication framework in place for how stage one and stage two should go because this will help your organization to really provide what potential clients really want:
AN AS PAINLESS & HASSLE-FREE-AS-POSSIBLE PURCHASING EXPERIENCE
I was in a meeting a couple weeks ago (with another company), and their SDRs asked me why I don’t care for warm transfers. They told me how if they have a potential client on the phone who wants to speak with a sales rep, then they want to get them over to them ASAP. Of course I heard them out, and I understand the reasoning behind that, but after the meeting, it made me really think about how and why I do things the way I do.
Here are a few big reasons – I believe that:
- a control measure for communicating effectively is to reduce as many variables from the situation as possible
- accomplishing any task while using the least amount of force is good for everyone involved
- well planned-out, orchestrated, optimized experience at the beginning of a potential relationship gives consistency & predictability to how the relationship forms
- a solid communication framework is something you can train others on and replicate all across the board
- it’s chaotic to do things differently every time, and the chaos is amplified when there are multiple team members doing things differently
If an organization’s initial interactions with potential clients ARE NOT controlled and well-orchestrated, then it can literally undermine the organization’s efforts to sell. On the other hand, if they ARE controlled and well-orchestrated, then it’s mutually beneficial for everyone involved.