Sales Team Performance & Management Statistics

Learn the characteristics to look for in the most effective salespeople. And why extroverts don’t make the most sales.

Sales Team Management

Learn the characteristics to look for in the most effective salespeople. And why extroverts don’t make the most sales

The SDR role within a company:

  • For companies with revenue up to $20m, a Sales Development Rep’s primary role is setting up introductory meetings. For larger companies ($20m+) the focus shifts to generating qualified opportunities. (Bridge Group, 2016)

  • Companies with revenue over $20M were 3 times more likely to offer multiple career paths than smaller ones. (Bridge Group, 2016)

  • SDRs contribute 65% to a company’s pipeline / revenue for small companies (<$5M) vs 40% for companies >$100M. (Bridge Group, 2016)

  • SaaS companies reported that SDRs have 23% higher contribution to company revenues than non-SaaS organizations. (Bridge Group, 2016)

  • The average SDR stays for 1.4 years before moving on. Only 15% of respondents stayed beyond 2 years. (Bridge Group, 2016)

Hiring & onboarding SDRs:

  • Demand for SDRs has risen steadily since 2010, reducing the required experience 18% YoY since 2009 to 1.3 years. (Bridge Group, 2016)

  • The number of companies hiring reps with less than 1 years experience grew 5-fold from 9% in 2010 to 40% in 2014. (Bridge Group, 2016)

  • SDR experience rises with the company’s average sales price. Companies that require 2+ years experience achieve a 12% higher performance than those who don’t. (Bridge Group, 2016)

  • In 2016 it took 3.3 months for an SDR to reach full productivity, a drop of 19% from 2014. (Bridge Group, 2016)

  • Companies with an onboard ramp of 3 months or less achieve 29% higher performance than those who onboard slowly. (Bridge Group, 2016)

  • You need a clear career path to increase retention. 85% of companies offer at least 1 of: step promotions, promotion across teams, promotion into a quota-carrying role. 16% offer all 3. (Bridge Group, 2016)

Sales Challenges

Learn how to overcome the biggest challenges sales teams face

  • The 3 most pressing challenges amongst sales leaders were training and development (27.1), leads (24.3%), and recruiting and hiring (20.5%). (Insidesales)

  • 43.1% of leaders plan to add sales development and lead generation resources. 54.9% plan to maintain the same balance between field and inside resources. (Insidesales)

  • The most pressing challenges amongst leaders were lead quality & quantity (46%), rules and procedures (11.5%), and training and development (8%). (Insidesales)

  • Reps were twice as likely as leaders to cite lead quality and quantity as a challenge (46% v 24.3%). (Insidesales)

  • 79% of all marketing leads are never converted to sales. (Pardot)

  • B2B prospecting contact ratios are typically 10% but can increase to 55% for sales reps who try 4-6 times to contact the lead see contact ratios of 55% (Insidesales)

  • 30% of marketers say having disparate data sources is the main reason they cannot glean useful insights from customers. (Cyber Sphere Security)

  • Sales reps can spend up to 40% of their time looking for somebody to call (Insidesales)

Remote sales teams

  • Call center employees who volunteered to work from home (WFH) saw a 13% performance increase after 9 months. (Stanford Business School)

  • 9% was from working more minutes per shift (fewer breaks and sick-days) and 4% from more calls per minute (attributed to a quieter working environment). (Stanford Business School)

  • Remote workers also reported improved work satisfaction and experienced lower turnover, but their promotion rate conditional on performance fell. (Stanford Business School)

  • When CTrip rolled-out the option to WFH to the whole firm, over half of the experimental employees selected to switch to remote work, which led to the gains from WFH almost doubling to 22%. (Stanford Business School)

Tactics that have worked best within lead nurturing programs

Personality traits of top performers

  • Ambiverts achieve greater sales productivity than extraverts or introverts do. Because they naturally engage in a flexible pattern of talking and listening, ambiverts are likely to express sufficient assertiveness and enthusiasm to persuade and close a sale but are more inclined to listen to customers’ interests and less vulnerable to appearing too excited or overconfident. (Adam Grant, 2013)

  • Over a 3- month interval, ambiverts achieved average revenues of $16,393.05, producing 24% more revenue than introverts ($13,226.60) and 32% more revenue than extraverts ($12,401.13). (Adam Grant)

  • Introverts earned an average hourly revenue of $120.10. The extroverts earned an average of $125.19 per hour. But the “ambiverts,” those who scored between 3.75 and 5.50 on the personality test, blew both groups out of the water, earning an average of $154.77. And those who scored a “perfect” ambivert score of 4.0 earned an average of $208.34. (Adam Grant)


Why a diverse teams have exponentially higher sales revenue than homogenous ones

  • Racial and gender diversity is associated with increased sales revenue, more customers, greater market share, and greater relative profits (Cedric Herring, 2009)

  • Companies with racially diverse teams produced mean revenues 15X those with low diversity ($761.3m v $51.9m) and twice those with medium levels ($383.8m). (Cedric Herring, 2009)

  • Companies with higher gender-diversity follow the same trend for sales revenues: 14X vs homogenous companies ($644.3m v $45.2m) and 6X those with medium diversity ($299.4m). (Cedric Herring, 2009)

  • Herring found that group diversity led to increased creativity, problem solving, and performance. (Cedric Herring, 2009)

  • A US retail company found that African American employees increased sales by $20 per hour in pro-diversity stores. And $26/hr for hispanic employees. White personnel saw modest increases of $4/hr (Patrick McKay, Personnel Psychology, 2009)

  • 74% of employees in companies with a high workplace diversity focus (WDF) were satisfied with their workplace, compared to 19% of employees in low-diversity companies. These diversity and satisfaction scores correlate closely with worker loyalty, engagement, productivity, and profitability. (Gallup, 2006)

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