Pravda Media Group papers

12 | The Total Economic Impact™ Of SalesLoft Sales Labor Savings And Productivity Gains By more than doubling the amount of sales activity per business development representative, organizations not only grew their bottom lines, but also reduced the number of BDRs needed to reach and engage a targeted number of prospects and customers. The actual number of BDRs repurposed and upskilled varied across interviewed organizations. Specific examples of the reductions in labor costs resulting from SalesLoft use include the following: › The director of sales enablement at the North American software company stated: "Our CFO came in and made the decision to deploy SalesLoft for the sales organization. Activity increased so much we decided to basically do away with the SDR organization. With SalesLoft at their disposal, sales reps do their own prospecting, and we have a tool that pays for 25 to 30 bodies." › The marketing operations and analytics manager at a security software firm noted, "When we first launched SalesLoft, we had 15 reps, but because the activity ticked up so much, we shrunk the team down to 10 reps." Interviewees estimated that their sales personnel spent anywhere from 15% to 30% of their days manually logging sales activities and other administrative work. By automating and streamlining sales' administrative workflows using SalesLoft, organizations boosted sales productivity while concurrently improving sales process compliance. For instance, the marketing operations and analytics manager revealed, "Our sales teams previously spent 15% of their time on administrative work — building personalized emails, creating opportunities, or converting leads and things like that — and then another 15% of their time on activity logging. Now they only spend a small fraction of their time on these activities." The director of content and campaigns at another global software company stated: "Efficiency-wise, SalesLoft is enabling sales to do more. The BDMs are able to do literally 17% to 18% more than we were able to do previously." To model sales labor savings and productivity gains, Forrester assumed that: › The composite organization repurposes and upskills five business development representatives to higher value sales roles by Year 3 of the analysis, which is on the conservative end of reported ranges from the interviews. Two FTE employees are repurposed in the first year of the analysis due to the ramp-up period. › BDRs have fully benefit-burdened annual salaries of $48,100. Our model assumed 2.5% annual increases in years 2 and 3 of the analysis. › The organization has 85 total BDRs, account executives (AEs), and customer success managers (CSMs) using the SalesLoft platform, all of whom experience a 20% increase in productivity from the automation of administrative activities. › Blended fully benefit-burdened annual salaries for BDRs, AEs, and CSMs are $77,177 in Year 1 of the analysis, growing by 2.5% in subsequent years of the analysis. › A 50% productivity capture rate is applied, which assumes that not every minute saved will be applied to other value-added business activities. "Our CFO came in and made the decision to deploy SalesLoft for the sales organization. Activity increased so much we decided to basically do away with the SDR organization. With SalesLoft at their disposal, sales reps do their own prospecting, and we have a tool that pays for 25 to 30 bodies." Director of sales enablement, North American software company "Our sales teams previously spent 15% of their time on administrative work — building personalized emails, creating opportunities, or converting leads and things like that — and then another 15% of their time on activity logging." Marketing operations and analytics manager, North America software company 20% sales productivity gain

• Cover