Build and Automate Scorecards for Outbound BDRs
Sales Rep Scorecards are an awesome way to improve sales rep and team performance. They let you isolate KPI's that drive your business, and track them by rep so you can make sure to coach reps to higher levels of performance.
This post is about building a Sales Rep Scorecard for Outbound BDRs / SDRs. Outbound BDRs and SDRs are the Development Reps responsible for sourcing and outreach to new prospects. They're typically found in B2B businesses, and usually support Account Executives and other members of the sales team. Depending on the organization, the BDR team might report to either Marketing or Sales. But if they have an outbound focus, then generally BDRs report to Sales.
Start With Goals
First thing to think about before building a scorecard is what you want your outbound BDR team to achieve. If the team supports account execs, then you want your BDRs responsible for setting demos with prospects, or opening qualified opportunities. Step 1 is to draw the line between what BDRs are responsible for, and what the account execs they support are responsible for. For the purpose of this post, let's assume the BDR team is responsible for producing qualified opportunities.
Break Goals Down to Targets
Now that we know we want our BDRs responsible for producing opps, let's think about what their target should be. Think about this in two ways -- a) literally which metric to goal the BDRs on, and b) what the numerical target should be.
In terms of what to goal BDRs on, I suggest it to be one step removed from what they have control over. Meaning, if we want BDRs to be responsible for opps, then we should make it so BDRs can't actually create opps themselves -- the opps should be created by the AE who will be taking it over. That way, nobody games the system. BDRs can't just open opps for the sake of hitting their goals. And AE's won't be opening junk opps either, because they'll get measured on their ability to win those opps (more on that in another post).
For the target number of opportunities, that should be an easy number to figure out if you know your conversion metrics and sales goals. The BDR team exists to support the overall sales effort. So if your monthly sales target is $1M, and your opps close at 30% with an ASP of $20k, that means you need 167 opps per month to hit the goal. Divide that number by the number of ramped BDRs you have to get the monthly target per rep.
Quantity Metrics -- Identify the Drivers
Now that we have a target, let's think about all the different things a BDR can do in order to get to their target. These are the drivers. You can think of them as quantity metrics. It shows how much stuff each of your BDRs is doing - these drivers should be looked at frequently - perhaps daily, but at least weekly with a thorough review of them monthly.
- Accounts sourced - How many different accounts each BDR has prospected into
- Leads / Contacts sourced - How many different people each BDR has prospected
- Emails Sent - Total volume of outbound email each BDR has sent
- Calls - Activity volume. How much outreach each BDR has done.
- Connects - The number of calls where the rep actually had a conversation. This is sometimes measured by having reps indicate whether they talked to somebody, or can be measured automatically by gauging whether the call lasted a certain duration.
- Demos / meetings set - How many meetings or demos each BDR set up during the period
- Opportunities passed - How many opportunities each BDR sent over the the AE team
- Opportunities accepted - How many opportunities were accepted by the AE team (this is our target)
Quality Metrics -- Find the Key Ratios
Assessing your drivers on their own is helpful, but it's much easier to understand performance by creating ratios that allow you to figure out where things are going well / poorly. These are quality metrics as opposed to the drivers above, which are quantity metrics. For instance, you might have a BDR who hasn't made their target for Opportunities Accepted. Looking at their ratios can tell the story as to why that is.
- Contacts Sourced per Account - Some reps don't dig deep into accounts, other reps spend hours sourcing dozens of contacts in the same account -- this metric shows you how many contacts per account are getting sourced.
- Emails Sent per Contact - Shows whether your reps are putting contacts into a cadence, or just sending them one email.
- Unique Contacts Called - Shows how many different people each BDR has called. You don't want this too high or too low - reps should be calling people more than once, but also not just harassing the same small group of people.
- Calls per Contact - Shows how much followup is happening per contact
- Connect Rate - Indicates the quality of the contacts being sourced. If reps have low connect rates, either they are having poor conversations, or sourcing contacts poorly
- Calls per Opp - A quality indicator showing how calls a rep needs to make in order to hit their opp goal.
- Connects per Opp - Same as above, but more of an indication of how many conversations a rep needs to have in order to hit their opp goal. If two reps have the same number of connects, but one creates fewer opps, then that rep needs to do some work on their sales pitch and objection handling.
Put it all Together
Having all of these metrics together for each rep tells you the full story. You can start with whether or not they hit their goal, and then piece the story together as to why that is. The story will be a combination of the drivers (quantity), and the ratios (quality). Ideally you want all of your BDRs to have both. But having the visibility will allow you to help them make progress on both dimensions. You should look at these metrics over time to spot trends in your reps, and take corrective actions earlier rather than later.
Graphing your target metric against some of its key drivers and ratios can help a lot as well. Here's a BDR whose opportunities are down. By pulling in Calls and Calls per Contact, we can see that overall call volume is down, and specifically, this BDR is calling each contact fewer times. Coaching the rep on diligent followup should help to bring their opportunity volume back up.
Compare and Analyze
The last step is to compare these metrics across your whole BDR team or teams. This lets you compare top performers with bottom performers to understand what makes your good reps so good, and how to improve the performance of the bad reps. Again, this will be a combination of quantity and quality.
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Greg is COO and Co-Founder at Rekener. Greg’s entire career has been focused on using BizOps to grow recurring revenue businesses. Before joining Rekener, he served as VP of Operations at ZeroTurnaround, where he built its BizOps practice and team. He did the same for the AVOKE call center analytics business, a SaaS company within BBN Technologies. He got his start in BizOps for recurring revenue businesses while at AppNeta.
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