Pravda Media Group papers

8 | The Total Economic Impact™ Of SalesLoft Profit Growth From Increased Sales Activity Every interviewed organization cited inconsistent and poorly orchestrated early-stage sales prospecting activity as a pain point prior to SalesLoft. According to one director of sales enablement, "There was no consistency to the cadence with which [sales] was trying to reach and engage clients, and our reps could never touch their entire territory over the course of a quarter." The inability to automate and streamline the delivery of effective prospecting touchpoints also inhibited growth into new logos and accounts. The director of content and campaigns at a data management software vendor said, "Our number one objective was to give our field sales tools to drive automation, enabling them to go after a much broader set of prospects and get outside of their comfort zone of just selling to who they already know." After adopting SalesLoft, interviewed organizations increased sales and business development representatives' top-of-funnel activity levels using the cadence engine, intelligent dialer, sales email, and robust integrations with third-party sales intelligence and productivity applications. In some instances, organizations doubled or tripled the number of sales prospecting activities on a per-rep basis while concurrently improving the authenticity and personalization of each customer touchpoint. For instance, the director of content and campaigns stated: "Before we rolled [SalesLoft] out, we were lucky if our [sellers] sent 20 emails a day and made 10 [phone] calls. We now are averaging about 40 calls a day and 50 or 60 personalized emails per day, and hundreds of automated, generic emails go out daily per rep." In modeling the impact of SalesLoft in accelerating top-of-funnel prospecting and sales activity, the Forrester model assumes: › Prior to using SalesLoft, the composite organization had 20 BDRs on staff. Each BDR, on average, completed 45 sales activities over the phone, email, and social media. Across the BDR organization, this totaled 225,000 annual sales prospecting activities per year, as seen in row A1 below. › Following adoption of SalesLoft, the composite organization is able to reduce the number of BDRs it uses for prospecting to 18 BDRs in Year 1 and 15 BDRs in years 2 and 3 of the analysis. Furthermore, the organization doubles its daily sales prospecting activities per BDR to a total of 92 across phone, email, and social channels. Across the entire BDR organization, this totals 345,000 annual sales prospecting activities per year, as seen in row A2 below. We estimate only 75% of the uplift in BDR sales activity is realized during Year 1 of the analysis due to ramp-up time. › More effective sales cadences and better use of personalization drive improvements in conversion rates further down the funnel. Response rates improve by 2.5x while the conversion rate from SQL to opportunity improves by 20%. As seen in row A3, these improvements are applied only to the incremental sales interactions, to avoid double counting benefits. › The conversion rate from opportunity to closed business remains unchanged at 5%. 2x increase in sales activity per seller "Before we rolled [SalesLoft] out, we were lucky if our BDMs sent 20 emails a day and made 10 [phone] calls. We now are averaging about 40 calls a day and 50 or 60 personalized emails per day." Director, content and campaigns, global software company "Our number one objective was to give our field sales tools to drive automation, enabling them to go after a much broader set of prospects and get outside of their comfort zone of just selling to who they already know." Director, content and campaigns, global software company

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