How to Fully Measure Your Sales Reps | Eleanor Dorfman | 30MPC Hall of Fame

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1. 22:39

   So let's talk about the common buckets of ROEs. Looking at it, I see them falling into three different categories. The first is who is allowed to work what. That includes regional territories, employee counts, segment lines, things like that. “Number two is what happens when something changes hands.” So you have territories changing hands, opportunity holdovers, SDR to AE handoffs, AE to AM handoffs, etc. And then the last bucket that I had is a little bit more associated with the world of like the AE to SDR stuff in terms of like what's qualified, what considers a point in the round

   In Handoff ownership and SLAs

2. 23:33

   When you think about who is allowed to work what accounts, what are some of the baseline rules you need to set as a sales leader? I think there's a few, gosh, even that one bucket is so many different buckets because the ROEs are so messy. So again, it depends on the size and nature of your business, but as you move beyond your “first two or three reps, you'll probably start to draw some segmentation lines.” These reps will work zero to 100 employees. These reps will work 100 to a thousand. These reps will work 1000 plus. Those will change year over year, again, as your business moves up market and expands. So that's one. Again, as you move internationally, suddenly it's going to be, okay, where is this headquartered? And then there's complexities around if it's headquartered here, but everyone's over here,

   In Sales development team structure

3. 23:59

   These reps will work 100 to a thousand. These reps will work 1000 plus. Those will change year over year, again, as your business moves up market and expands. So that's one. Again, as you move internationally, suddenly it's going to be, okay, where is this headquartered? And then there's complexities around if it's headquartered here, but everyone's over here, but the buying note is over here. “You have to have an objective way to set that.” So I think the two most important ones are segment lines. And then what are you going to use as your objective criteria for who can work it and where it is? I think it's shipping HQ and Salesforce. If it's different in LinkedIn, if it's different on their S1, if it's different on Wikipedia, we don't care. Even if it's inaccurate, it has to be consistent or else people are going to spend all of their

   In Account allocation and ownership

4. 24:17

   but the buying note is over here. You have to have an objective way to set that. So I think the two most important ones are segment lines. And then what are you going to use as your objective criteria for who can work it and where it is? I think it's shipping HQ and Salesforce. If it's different in LinkedIn, if it's different on their S1, if it's different on Wikipedia, we don't care. “Even if it's inaccurate, it has to be consistent or else people are going to spend all of their” time putting together a presentation on why it should move into a different territory. Shipping HQ, LinkedIn, you use that every time. You know it's not going to be accurate all the time, but it's going to be the same. You're focused on consistency more than accuracy 100% of the time. You'd rather be consistent 100% of the time than accurate 100% of the time.

   In Account allocation and ownership

5. 24:31

   we don't care. Even if it's inaccurate, it has to be consistent or else people are going to spend all of their time putting together a presentation on why it should move into a different territory. Shipping HQ, LinkedIn, you use that every time. You know it's not going to be accurate all the time, but it's going to be the same. “You're focused on consistency more than accuracy 100% of the time.” You'd rather be consistent 100% of the time than accurate 100% of the time. How often are you revisiting these data refreshes? Is it annually? Quarterly? Otherwise? Data's refreshed. It depends where your sources are. But I think we try and keep the data refreshed constantly. And it matters at the moment of time. So when the demo is request, what does the data say on that day?

   In Account allocation and ownership

6. 27:29

   demotivating. And so if the goal is to keep everyone motivated, it needs to be fair. You need to do what you say you're going to do, and it needs to be consistent. Could you give an example rule for how you would draw segment lines? And if you find that the actual pricing metric is really different from the segment lines, like what's the rule around that? “For us, the examples are it's whatever it is when you get the deal and when you qualify it. And so” if it's a zero to 100 employees and it's 99 employees, when it comes inbound, it goes to stage two, you're working it, it stays with you even if they grow to 200 or 300 employees during the course of the deal. Once it's close lost, and again, this is where you have to have accountability and the manager making sure it's real and you're not just holding on to it.

   In Lifecycle segmentation

7. 31:14

   Even for our commercial reps, we were able to carve out books where we got most of the TAM covered, and that was your book for the year. And then there was a pool of accounts that were named and stamped commercial, where mid-market reps literally could not pick them up. And same thing with enterprise. “And then we would continuously refresh the data, but we wouldn't continuously re-stamp” the accounts so you didn't have this constant moving across segments. It wasn't perfect, but my goal was so that when we carve territories with a plan, if a company grew by 30 employees over two quarters, to me, there's not such a radical difference that you should take that from one rep and put it in another rep's hands. How did the two of you approach holdover period?

   In Data decay and refresh cycles

8. 31:22

   TAM covered, and that was your book for the year. And then there was a pool of accounts that were named and stamped commercial, where mid-market reps literally could not pick them up. And same thing with enterprise. And then we would continuously refresh the data, but we wouldn't continuously re-stamp the accounts so you didn't have this constant moving across segments. “It wasn't perfect, but my goal was so that when we carve territories with a plan, if” a company grew by 30 employees over two quarters, to me, there's not such a radical difference that you should take that from one rep and put it in another rep's hands. How did the two of you approach holdover period? So the year ends, I now have a new book. Territories are changing, but I've got a really big deal. I've worked for a long time. It's just on the cusp.

   In Account allocation and ownership

9. 32:45

   That should honestly be countered by managers should be doing better inspection, but there's a little bit of a conflict of interest. Because manager wants their rep to have the deal, right? Exactly. So let's say for example, reps know at the beginning of the year, the territories are going to be carved. What are they going to do? I had a meeting with the prospect. I'm going to create the opportunity, maybe move it to stage two, whatever it is. “If they know they're being measured on their win rate, they're not going to want to keep” something that might be not a real deal that they can't close in the next three months because then it'll move out of their name and it'll be in their win rate. So a lot of it is how do you balance that behavior too? Because you know, they'll just want to move everything into stage two and keep it, but actually it doesn't make any sense if it'll make their artificially depress their win rate. The goal is to never disrupt pipeline.

   In Win rates

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