A Guide to Inside Sales Compensation Plans - RevOps Co-op

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Every place a page here uses this source, in the order the words come in it.

1. Demo Held Rate- What percentage of demos scheduled are held? “Pipeline Generated- How much pipeline was generated on inside salesperson-created opportunities?” Not all of these are KPIs. We don’t recommend showing all of these metrics to the inside sales team or prioritizing all of them equally.  KPIs should include Demos Scheduled, Demos Held, and Pipeline Generated.

   In Sourced and influenced pipeline

2. Overall Connect Rate (SDR specific) - What percent of inbound inquiries do SDRs make contact with? “Attempts - How many attempts are made by each inside salesperson each day/week/month/quarter?” Daily Connect Rate- What percent of all attempts made (emails, calls, INmails, text) in a given day result in a response or conversation? Track both positive and negative responses separately.

   In Outbound rep productivity

3. Align every part of the go-to-market team on the strategy, value proposition, and message “Align every part of the go-to-market team on the definition of what is qualified to be handed off to the next leg of the go-to-market team” Stop valuing the volume of activity over results

   In Handoff readiness criteria

4. Business Development Representatives are responsible for targeting accounts that are both in and out of market and generating more interest for the account executives. “In smaller companies, the same person is expected to perform both tasks and split their time between the two according to the volume of leads per representative.” We’ll examine how to compensate these roles competitively and the importance of proper oversight and enablement. But before we do so, let’s consider the pressure they face in today’s market.

   In Channel mix allocation

5. More effectively convert inbound leads “In larger companies, cold outbound and inbound coverage is split between two distinct roles:” The Inside Sales Representative (ISR) takes the inbound lead portion and is responsible for weeding out the leads that don’t meet qualification criteria.

   In Compensation and quotas

6. More effectively convert inbound leads “In larger companies, cold outbound and inbound coverage is split between two distinct roles:” The Inside Sales Representative (ISR) takes the inbound lead portion and is responsible for weeding out the leads that don’t meet qualification criteria.

   In SDR commission plans

7. More effectively convert inbound leads “In larger companies, cold outbound and inbound coverage is split between two distinct roles:” The Inside Sales Representative (ISR) takes the inbound lead portion and is responsible for weeding out the leads that don’t meet qualification criteria.

   In SDR compensation structure

8. In larger companies, cold outbound and inbound coverage is split between two distinct roles: “The Inside Sales Representative (ISR) takes the inbound lead portion and is responsible for weeding out the leads that don’t meet qualification criteria.” Business Development Representatives are responsible for targeting accounts that are both in and out of market and generating more interest for the account executives.

   In SDR compensation structure

9. The Inside Sales Representative (ISR) takes the inbound lead portion and is responsible for weeding out the leads that don’t meet qualification criteria. “Business Development Representatives are responsible for targeting accounts that are both in and out of market and generating more interest for the account executives.” In smaller companies, the same person is expected to perform both tasks and split their time between the two according to the volume of leads per representative.

   In SDR compensation structure

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