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They handles anything customer service/investor related.This includes but is not limited to:DDQ, RFP, RFQ processes and anything related to onboarding new clientsMaintenance of fund marketing materials (marketing deck, tear sheet, monthly commentary, etc)Are very often the funds "first line of defense" for investors. An irate investor (for example) is put in touch with the IR department first as they can provide in-depth information on the current portfolio holdings (portfolio analytics/return attribution), overall fund strategy and mandate and really anything else that relates to the "front office" or "investment" side of the firm.They often stay in-house working alongside and in-support of, the sales and marketing team, who are generally on the road pitching the fund. In this capacity they can even raise money from existing investors too.Lastly, they handle anything Public Relations related as well.

During SDR onboarding,you need to make sure that your new reps understand what:your company doesyour product/solution works likekind of value you providetheir main tasks will beSet up a content library, where you should add a document with all the important information for new hires (and include the above information for SDRs).Help them set-up good-looking social media profiles that represent what your company stands for.When you're training new SDRs,remember that the core of their job is generating qualified leads (Read about cold email lead generation). To help them do that, you need to provide:an ideal customer profile descriptioncheat-sheets for effectively using tools and following the proper processAdd to your SDR content library straightforward instructions on how to:find prospects (companies and people to approach with a pitch)research data required to qualify prospective customers (in actionable steps – for instance “first check if a company has a poorly designed website, then if they have on-board web designers, and finally if they have over 50 employees”)write cold e-mails (include what you know about the way your customers write – you should personalise messages to your target group preferences)Create an environment with hard-work in mind. SDRs will learn quicker, because there’s nothing that ambitious people can’t do when facing a challenge (quota, deadline).Organise weekly meetings for team members involved in lead generation.I recommend setting up a regular meeting to:talk about how effective previous weeks’ search for prospects was (did SDRs find enough?)discuss the criteria (what kind of prospects should SDRs look for?)set goals for next weekWhen setting goals, consider:The difficulties in generating leads in your target market (are there many prospective customers and are they easy to find?)The time SDRs need to find prospective customers and initially qualify (based on your ideal customer profile)The current capacity of your sales team (how many leads can they handle weekly?)The resources available to automate and better enable salespeople (what tools could you buy so that your salesteam will have more time?)An SDR does a lot of repetitive tasks. Each SDR should personally organise their work into a clear process (ideally a checklist).Experienced SDRs or managers should help new reps do it – to show them which tasks have the biggest priority.Teach persistence. In order for your company to be profitable, SDRs have to keep generating sales opportunities. They need to know how important their job is.The most important metric for SDR performance is the number of qualified opportunities (prospects that match your ideal customer profile) they generate.But that regards experienced reps. As for new SDRs, you could measure their progress by:activities – are they following the process? Does each activity (emails sent, calls made, etc) help achieve specific goals?prospect quality – check if companies found by SDRs fit your criteriaresponse rates – how many prospects actually respond (and become a lead for Sales reps) to SDR messages and calls?Feedback will keep your team running. For instance:When combing through a niche market, at some point reps will start having trouble finding new prospective clientsAs a solution, discuss how to adjust their search so they can keep finding new clients, for instance switch your target group’s:locationcompany sizesoftware development technologyindustryMost important tip?Be patient and constantly educate yourself on best Sales Development practices. Seriously, it takes time before you fully work it out and your SDR team can take about 6 months to become effective.I wrote a series of articles, a kind of "Sales Development 101" for start-ups, links to other articles in part 3 - Do you know how to manage a Sales Development team?

It was 2012 October, my firm was assigned turkey work. Construction + Interior of multiple food take-away outlets(Live Kitchen) by a Startup.Our reference given to the US returned Startup CEO, was by a dear friend(with a rider ofcourse)The first outlet took more than 2 months whereas the excel sheet provided said: 30 days (those who have built a prototype without any plan will understand the reasons for delay).The CEO & CFO with our dear friend arranged a meeting & informed us that future outlets need to be completed in 30 days otherwise they will give the contract to someone else.Our firms was founded in 1996 & upto to 2012 our collective work experience was 40+years & here some 35 year olds were challenging us based on some hearsay or preconceived notion.Our experience said, rather than feeling offended, accept it as an challenge!Result:The second outlet was ready in 27 day's.The third took us just 21 day's.Both the CEO & CFO were very happy & appreciated our quality & speed of work.Then.....A new client visited & our dear friend introduced me to him..“This is Sanjay our designer & contractor but (boom came the rider) if you happen to give him work, keep your opening date exactly 1 month from the completion date which he promises”.As expected, the “new client” never offered us any work.Regards!