Here’s the beginning of the post by Jon Miller, with a link at the bottom (and here) to the full article
One of the best pieces of organizational wisdom I’ve ever received is to pay the most attention to “batons” that cross functions. Wherever two or more departments share ownership and responsibility, conditions are ripest for problems.
This is especially true in the handoff between marketing and sales. We’ve written a lot about this topic: even though Sales is from Mars and Marketing is from Venus, companies that leverage the virtuous cycle and practice the three truths behind sales and marketing alignment can bridge the gap and drive outsized revenue growth. Some of these best practices include common definitions for a qualified lead between marketing and sales; lead scoring to identify suspected quality leads; a strong lead management process to manage the handoffs; and the use of marketing automation to power the whole thing.
In addition to those techniques, I believe the secret to a truly high-performance revenue engine is the effective use of a Sales Development team. (Others refer to this group with different titles: Lead Qualification, Lead Generation, Business Development or even Inside Sales, though I don’t prefer that label since it incorrectly implies the group carries a revenue quota.)
Whatever their exact name, these Sales Development Representatives (SDRs) have one exclusive focus: to review, contact and qualify marketing-generated leads and deliver them to Sales Account Execs. Aaron Ross and Craig Rosenberg are two of the biggest advocates of having a separate sales development function. As Craig says, “The most successful lead generation/lead management programs have dedicated phone resources whose sole job in life is to take raw inquiries and qualify them before they are sent to sales.”
Put simply, SDRs pass the baton from marketing to sales.
Seven Ways that Sales Development Reps Drive Revenue
A Sales Development team can enhance revenues in the following ways: